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The first stop is to figure out what our customers again are doing regionally. Because if we
can’t support it, then we’re not being effective. So in Europe for example, a lot
of our customers are doing road shows. And they’re talking to educators about their
products and what they can do for the market. And so we’ll supplement that with a road
show of our own in Europe where we’ll go face to face with key government officials
or face to face with the educators and get case studies and communicate the value of
what, for example, again, 3D might bring to the table.
A different example however is we make a product that’s called a DLP Pico Chip. It’s a
very, very tiny imaging device that fits inside a cell phone to allow a cell phone to project
an image on a wall, whatever’s on the screen. And so one of our key customers, Samsung,
has a cell phone that they’re shipping in Korea that has this integrated DLP Pico projector
inside. And so as they evangelize a new type of application in a handset in Korea, we look
at the media-- a media outreach. How can we show that this could be the next big thing
for cell phones starting in a country in Korea? And then using that as fuel to talk into the
other regions and communicate this interesting innovation, on behalf of our customer. But
to them, they’re starting in Korea because that’s their headquarters, it’s a big
market for them. But we’re using that regional, their regional strength, to supplement it
with our media relations effort. It’s an exciting opportunity for us, but it starts
with where is our customer reaching and what regions are important to them? And that’s
how we begin our analysis of what we need to do.