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communication between the central office and the outlets was constant One way Walgreens negotiated this tricky balance between its desire to keep motivated, largely autonomous store managers while maintaining consistent presentation across the chain was to send Harry Goldstine s two traveling agents to the stores every day to see how they were doing, to collect their best practices, and to share those of other stores with them The traveling duo also served as talent scouts, just as Walgreens traveling zone and district managers do today When they visited a store facing a particular problem, the company reps helped fix it If the problem proved intractable or if the employees were genuinely incompetent or uncoachable, the agents had the power to recommend closing a store or firing a staff member, though Knight noted such drastic steps were too rare to impinge on the spirit of friendly cooperation that existed between the stores and the central office The approach was visit, share, and monitor, but avoid dictating much like Walgreens approach today The central office reached out to the stores in other ways, too At the time of Knight s report, the company produced a daily, one-page Pepper Pod for its employees, containing all manner of marketing advice, price notices, and managerial tips plus an occasional motivational pep talk every word written or reviewed by Charles and printed on a single mimeographed sheet by Walgreen s secretary, Florence Lynch (Current employees might recognize this as a forerunner to retired CEO Dan Jorndt s weekly Jorndt s Jolts, which were so good that the company had them collected into a volume They have been succeeded by current CEO Dave Bernauer s Dose of Dave ) Knight gave other aspects of the macroeconomic side of the organization mixed reviews strong on central marketing and purchasing, inefficient in accounting practices Knight confirmed what everyone already knew that marketing was one of the company s greatest strengths, from the beginning but he shed some light on why: the remarkable dedication Walgreens had to presenting a good store image and promoting it Always a firm believer in advertising a legacy of the patent medicine.

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j = 0, 1, , M 1,

j =0

.

M = 1, 1

where for any j = 0, 1, , M 1 the coef cients ajk are given by ajk = pkj ,

i M pij ,

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How large an M should be chosen has to be determined experimentally and depends, of course, on the required accuracy in the calculated values of the equilibrium probabilities However, empirical investigations show that in speci c applications remarkably small values of M are already good enough for practical purposes We found in all practical examples that the system of linear equations is non-singular, irrespective of the value chosen for M An appropriate value of M is often in the range 1 200 when a reasonable accuracy (perhaps seven-digit accuracy) is required for the equilibrium probabilities A Gaussian elimination method is a convenient method for solving linear equations of this size Fast and reliable codes for Gaussian elimination are widely available The geometric tail approach combines effectivity with simplicity Conditions for the geometric tail behaviour A useful but technical condition for (345) to hold can be given in terms of the generating function j =0 j zj of the equilibrium probabilities j In many applications the following condition is satis ed Condition A (a) The generating function

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