With that all communications ceased. I seemed to be in the middle of a complete news blackout. I am the type that gets nervous when I know I am expected to speak. I wanted complete details on what was to transpire on this particular evening. I stood the silence as long as I could and then went back to the intermediary who had first contacted me. To my surprise I learned that he wasn't even a member of the Club but was acting as a front and I suspect under the implicit understanding that in doing so he was in no way obligated to attend the dinner on my behalf. This ploy failed. I see him here this evening. I then called the World Trade Club and asked for Mr. Canonica, only to be advised that there had been a change in management. Mr. Canonica was out. Al Nathy was in and now president of the Club. But I was further advised that it really wasn't necessary for me to speak to Mr. Nathy and that they would have me contacted by Charles von Lowenfeldt Inc. who was putting on the dinner. Promptly thereafter I was contacted by a charming and capable young lady representing that organization who was much more relaxed about the whole affair than was I. While I am not quoting her precisely, the thrust of her message was: "Take it easy, It's no big deal. Don't speak too long, tell a few personal anecdotes, mention international trade, but don't attempt to be too profound at that hour of the night with an audience that has had cocktails, a good dinner, and wine." Thus admonished, I now proceed. As your recognition of me this evening implies, I am no stranger to international trade or foreign investment. Experience brings with it lessons learned. In 1938 in the Treasurer's Office at Standard of California I was drafting replies to letters from irate shareholders complaining that the company had lost its cotton-picking mind to waste money drilling for oil in remote Saudi Arabia in a world already glutted with oil. But shareholders are not always right and boldness and foresight can provide a handsome pay off. In my Golden State days I inherited supervision of the Export Department as part of my responsibilities. I learned that it is very tough to increase export profits or volume when your firm is the high-cost producer. 2.