each of our branches and sales  people has a stake in nurturing  existing relationships and devel- oping new ones. While we intend  to continue to pursue growth in na- tional account sales, we will not  overlook the importance of the  strong local market ori- entation of the rest of our  customer base.  better manage our inventory to  meet customer demand and better  educate our customers as to prod- uct capabilities.  We have not lost sight that Huttig’s  success over its more than 100  years of doing busi- ness  has  depended  significantly on its em- ployees. We will con- tinue  to  apply  best  practices  and  new  technologies not only  to help our employees  deliver  exceptional  service to our custom- We will continue to work  closely with our suppliers  to grow sales through  more effective marketing  programs, new product  introductions  and  a  stronger emphasis on growing key  product lines. Suppliers are not  simply manufacturers from whom  we strive to obtain favorable pay- ment, discount and volume pur- chase programs. They are our  strategic business partners. They  stand to benefit from our own op- erational strengths, including ca- pabilities in assembling pre-hung  and customized doors and in other  value-added portions of our busi- ness. In turn, we must continue to  seek input from them to help us  ers and suppliers but also to allow  our employees to develop profes- sionally in a challenging and safe  work environment. In 2003, we  are  significantly  expanding  our  customer service training. We also  are renewing our efforts to dupli- cate branch-level best practices  throughout the company, which we  can do only by effectively commu- nicating with, and listening to, our  employees.  DOORS TO EFFICIENCY