We were born out of this turmoil. We didn't have loads of fundingwhen we started, and we didn't have the all-star start-up team. Wehad a high school graduate with $1,000. The company kind of grew upwith change and agility and turmoil, and these destructive thingsright in the middle of its DNA. So it kind of thrives on that. Ifyou change something at Dell, people say, "Oh great, that's good,something has changed." If you don't change things at Dell, peoplesay, "Why don't you change it? What's the problem, there must be aproblem."

AW: How do you see Dell continuing to take advantage of theInternet?
The big focus right now is machine-to-machinecommunications, as opposed to screen-to-screen and person-to-person over the Internet. So let's say a company is buyingcomputers from us standardized on Dell. The old way to do that isto call us on the phone, and we would come to see you with apurchase order, send things in the mail, by fax machines - allsorts of paper flying. We are glad to take orders that way - stillwill, we are not proud - send smoke signals or whatever. But ourcustomers are telling us that if we can create an electronic linkso that when they decide they need 10 or 50 computers for aparticular department, that order immediately goes into ourfactory, then the customer doesn't have this paper shuffle goingon.

Then, on the other side with our suppliers, it is kind of the samething, but we have also been able to integrate the process. Sotoday, we will sell something on the order of 70,000 computers. Andwhenever we sell a computer, a signal propagates through our systemall the way back to our suppliers. Every single supplier knowsexactly what materials they need to deliver to our factories sothat order can be filled. That allows us to have essentially apull-driven instead of a push-driven system. So you get out of thisbusiness of having inventory problems. You don't have any inventory- what you have is information, and information is a lot easier tomanage than inventory.