Listened to the call this morning. Once again, softball questions from the so-called analysts and pollyanna projections/excuses from the execs. SG&A expenses continue to climb in pure dollar value and as a % of sales. Inventory, domestic and international, continues to increase in dollar value and days of inventory--this despite the disruption of supply chain from Japan (an over used excuse for lagging sales). Because of these two issues, it appears as though executive management's grand strategic S&OP program has fallen flat on its face. Instead of investing more in the human capital of more execs (Exec. VP's, VP's, Franchise VP's, etc.) they should stop reducing their operations staffs, add more materials, supply chain professionals, production people, enforce a reasonable S&OP process, reduce inventories, and ship more conforming product on time to their shrinking customer base and try to retrieve some of those customers they "lent to competitors" (as Brett Wise so eloquently put it).