Speaking of problems, you took a major bath in the U.S., a market for which you had grand plans. What went wrong?
Our strategy to rebuild our domestic business in the U.S. wasn't wrong, but we stumbled in execution. We bought Airborne Express, which was a value player when we are inherently a premium player. We threw out the management at Airborne, which was a mistake. Instead of keeping our focus on being a value player, we took the premium route in a market where our two main competitors, FedEx and UPS, were premium brands. In sum, we over-invested, lost management talent and tried to get customers at prices that didn't justify the offering. The lesson is that when you make a domestic acquisition, then you must retain the local management. That's what we did in India when we acquired express firm Blue Dart to great success.