He’d obviously blundered by focusing so intensely on sales, rather than profit. Wasn’t it better to have a highly profitable $10-million company than a $100-million company that didn’t make any money? Wasn’t it better to have a business with a great reputation in its community and its industry—a company known and respected for its fabulous service, its unstinting generosity, and its happy, dedicated workforce rather than its size? He didn’t know exactly what type of company that would be, or how he would create it, but he had a pretty good sense of the direction he wanted to
