I will preface my reply by stating that I have been involved with the Canadian Chamber of Commerce. I was on its board for four years, and I reluctantly left that position. I appreciate the incredible value that the chamber movement offers, representing, I believe, 200,000 organizations across Canada.
With respect to the competitive question, I'll just give you the view I formed while dealing in the international trade movement, both internationally and domestically, with the SMEs. I think there's an opportunity for EDC as it grows—and it has a fairly aggressive corporate plan—to be better known to the Canadian community, the SME base. They have a strategy behind that. I think there's always an element of global pressure from other countries, but specifically to Canada and the role that EDC can play, to be better known. If you look at its corporate plan, it has a strategy. Last year it touched just under 10,000 customers, up from 7,500. I think a lot of it is around awareness of opportunities, awareness of trade transactions, and being able to use them.
I'm optimistic that the competitive landscape, yes, is competitive, increasingly so, but I do think there's more to be done in terms of branding and awareness with respect to being known across the Canadian landscape by those clients.
With that, maybe I can turn to Benoit, if you would like to add anything.