continue to pay a constructive role in several multilateral forums that it is a member of such as aipacand so on. i'm cautiously optimistic about the economic future of taiwan and it is in a sense very integrated in the world economy despite its former dramatic isolation. >> we can take the last questi question. >> good afternoon. for 14 years i worked in taiwan economies, their computer systems and during the past ten years the brands grew up in china markets but for people like me born in 1980s in our memory most taiwan brands like stc made in taiwan is a guarantee of quality and it's very good memory. we feel importantly that we cannot see many taiwan brands and product day by day so today i really want to see comparing with the brands in japan or korea where we feel. [inaudible] most realtor people go to japan to buy the electric are in the you know the brand and not an electric current uses more than 20 years. i have a question that how can we do promote to recover the booming market of taiwan brand? thank you. >> any comments? [laughter] >> i think it points to an important but ec

. >> and advisor to aipac. my question is for the gaza security corporation between idf in the security forces, of course, we know they benefited for a while but how safe and secure is the security corporation, if there are more crises like the one we had will hamas people to continue or will the pressure stop it? >> gentleman on the second row. [inaudible] there is no blockade. i think it is a myth. [inaudible] [inaudible] is tomorrow, israel opens the borders or egypt opens the borders, the situation will not change. the blockade is not a problem. >> the lady in the third row. >> my name is hon. i have a couple questions. the definition of a renegade state which was referred to as hamas and i'm wondering what exactly that definition is because we think of israel, a country that continues to violate international law, destroys infrastructure of gaza, kills civilians et cetera you have to think about what the construction is of a renegade state. secondly, i'm a little surprised in this panel that it seems like

we have aipac avalon consulting in singapore. thank you for joining us.g out in india and across asia and in the lesson in management, corporate governance, and so forth. what was the biggest problem here? a it so much that there was , a floutingvernance of corporate governance, pay packages too high, or simply a culturallyt clearly can not accept western values coming into the company? you have to understand the background of the founder. the technology folks who set up a fine institution at the time they did with high levels of corporate governance. that is how infosys started and did well. they wanted to be known for high transparency and corporate governance. the industry all of them have high corporate governance standards generally in the indian context, so there was a background to this. you then recruit someone from the outside. culture trumps strategy many times. this is what has happened. the culture of the palo alto, based management and the bangalore founder and board, one of the challenges of how this happened. i think it is important to know