Mr. Julian, I'd want to look at the statistics. I can't dispute you...I just don't have that here. But on the diversifying of markets, I think that's exactly what we're trying to do. We recognize that the U.S. is the most important market. We recognize overwhelmingly--as Mr. Cardin was talking about with the small and medium-sized enterprises--that many Canadians regard the U.S. as their backyard, so we have a volume of companies to serve the U.S. You look at other issues such as the automotive pact and that, which have led the way in terms of two-way trade, so I'm sure you're never going to get too far away from 86% or 80%. Most of the countries in the world would value a partner that close and with that big an appetite.
I think your point on diversifying markets is key. We've done market plans for the U.S., Mexico, Brazil, China, and India, and we're under way on Europe. These plans look at what sectors offer the best opportunities in those markets. We're going to the company level to try to interest them. When I referred to our electronic client relationship--what we call our trio system--it's how you pull those who are doing well: if they're doing well in Boston, can they be doing well in Toulouse.
It also gets into the question that is in the Ten Steps to a Better Trade Policy; it gets into the value chain. For instance, if you were selling to Airbus ten years ago, you went to Toulouse, France. That's where you had to go. You took a trade mission there. Today if you want to do the avionics, you may be going to Honeywell in the States because they are the first-line producer. So it's changing the nature of where you go and what you do. These value chains make a big, big difference to the services we can offer, or should offer, for the future and how companies play into it. You're looking at importing from China to manufacture something here that you export to Europe or the States. The old rules of two-way trade balances no longer make as much sense as they used to.