Maybe I can add a few points on the trade commissioner side.
The last budget did provide us a top-up for the trade commissioner service, particularly for emerging markets, where companies have a harder time going. They do need a bit more hand-holding, not only to go and diversify their export opportunities—hence CanExport—but we also have global opportunities for associations, which get associations to bring members into new markets so that they can actually investigate a bit more on what exists.
It's a daunting market—India, China. They're difficult to penetrate, so what we're going to be doing is increasing our footprint, especially in secondary cities in China, and in Asia particularly, because again, the more difficult the market, the more you need some hand-holding.
At the same time we're working a lot more closely with some of our domestic partners such as the BDC—the Business Development Bank of Canada—and Export Development Corporation, which falls within the minister's mandate, to figure out whether we can offer a continuum of support to companies, not just that fifty-fifty, but also loans and working capital, again to grow firms so they can actually do business in those more difficult markets.
As David was mentioning, we've always been at around 75% of our merchandise trade vis-à-vis the U.S., and that can be both a good thing and a bad thing, because as you've said, diversifying your portfolio is also a good thing. What we are trying to do through this new strategy is to look at how best to push our Canadian companies to go abroad—other than to the U.S., even though there is a kind of magnet with the U.S., especially with a lower dollar, and it's easier for various reasons to do business in the U.S.—without losing sight of the opportunities for double-digit growth in other countries.