Document 0gNDJzLm7J75O9O90R67aYkBR

v'nSiKS' itSi- p'l. must be prepared to work with the newer generation on a differ ent basis. These young men frequently are college educated. They're aggressive; they want to move and be recognized. Our communications with these people will be different from com munications we've hab with their fathers. Our meetings will need to be more professional, more interesting and definite, because these young people don't want generalization--they want direction. The onset of a younger group also suggests something else we should not overlook in the future: the acceptance by the automotive aftermarket of incentives, gifts, trips and the like, directed both to Jobbers arid their customers. These practices may not set wellwith^ijti'ost of us, but we must be aware that the tremendous success of Monroe, Delco, AC, Fram, Purolator, AP Parts and others, has had great effect on younger NAPA people, and they will expect similar opportunities from NAPA. NAPA Headquarters remains a: unique operation within the industry. Its services, its benefits* and cost justification are, of course, best evaluated by the NAPA Board of Directors. Its de sign is to serve the NAPA Members, and equally so, the NAPA Jobbers served by those members. Yet it transcends this prime responsibility, through its unique relationship with NAPA Sup pliers, and the many other suppliers who seek to join us. It also has distinctive stature land influence within all of the industry, which creates a positive by-product benefit for the entire NAPA concept. Certainly, NAPA Jobbers, the automotive aftermarket in dustry, and myriad others regard NAPA Headquarters as a source of inspiration, knowledge and industry leadership. As a group we should always maintain that position and image. One final obsp^Jion. The purpose of these pages has been to look ahead to the NAPA of 1975; but till now, we have failed to mention a most obvious fact about that year: it will mark our Fiftieth Anniversary. A-;., t, N0V011919