We went off for a few days with some of the really smart people in the company and a few outside advisors. And we said, “Well, what are we going to do with this company? This thing is really growing fast, but we’re in a business that’s pretty competitive and expanding rapidly. What do we do?” So we had three strategies that we clued in as our growth path for the future. The first one we said was, “We’ve got to go outside the U.S., because 96 percent of the people in the world live outside the United States, and it’s going to be at least half the opportunities — outside the United States. You can’t just be a domestic company.” Second thing we said was, “We really want to go after large companies, because they underwrite their purchase of technology through productivity and they can afford the best tools. That, we know, is going to be a lucrative opportunity and we really want to go after that in a big, big way.” Kind of an odd thing for a little company like ours to go after, particularly with IBM and others in the field. The third thing we said was, “Differentiating our business is going to be really key, and the way to do that is on service.” You’ve got to have better service than the competitor. So we invented this idea of on-site service for the PC, which had really never been done before. So with those three strategies we kind of marched forward, and that lasted five or six years.