I think Mr. Boswell is entirely correct when he talks about the horizontal or transversal approach. There is a huge amount of work to do. The investigative procedure that will be applied for the first time in the airline services industry in Canada should also, if it is used as in the United Kingdom, for example, allow the competition bureau to propose specific recommendations about the regulatory amendments to be made. That is a transversal approach. The competition authority can also point out problems in other sectors.
Apart from all that, a change of mentality is under way. I came back to Canada seven years ago, and I think things are quiet in Canada; the markets are lazy. Take the example of grocery stores, which has been discussed today. We are seeing surprising things there. First, the margins are high. Here, we think a 5% margin is not much. In reality, they are about 2% in the United States and 1% in Europe. So the margin achieved in Canada is very high.
In addition, the major actors here practise identical policies. They all have supermarkets that look like one another. If people complain about prices being too high, they open supermarkets where the range is expanded, with Maxi and Super C, for example. In the United States and Europe, business models are much more diversified.
There are entrants. Whole Foods may position itself in the high-end market. From time to time it will engage in a price war. At the low end, there will be a supermarket with lower prices that will from time to time say it too offers quality. So each supermarket has its own business model and they attack each other.
In these markets, a situation has to be created in which the companies are afraid of what the others are going to do, rather than a situation in which the companies can easily predict what the others are going to do, as is the case here today.