I would like to discuss CMIG's competitive edge -- which of our advantages is unavailable for other kinds of funds including private equity funds, and how should we capitalize on our strong points. One of our competitive advantages is the high quality of the Advisory Council and the excellent management. Moreover, this is an absolute private enterprise. Some in the United States don't welcome Chinese investment because they believe it is state investment and supported by the Chinese government. We are privately owned. So this is a totally different case and another competitive advantage of us. CMIG's capital could play its role and the Global Advisory Council should understand these private shareholders and shareholding companies of CMIG. Maybe CMIG’s shareholders would like to introduce themselves at our next meeting.
Secondly, when reading our plan, found that you haven't set an office in the United States. I strongly hope and urge CMIG to do this. CMIG has strong capital strength, and under the leadership of the management and guidance of the Council, we could play a role in this area.
I often said that trade can be compared to a date to some degree: you may go home alone. Sometimes, you may not have a long-term relationship. But investment is marriage where you must deal with your counterparts all the time. When CMIG promotes investment in the United States and the world, and more American
companies make investment in China, the relationship between China and the United States, as well as other countries in the world will be entrenched. So when I was here for the first time, my first job in 1979 was to come to China for American investors and for their interests. Those Chinese people I dealt with back in 1981 and 1982 became a constructive pillar of the US-China relationship. I hope CMIG could make better investment and become a superior pillar of the US-China relationship