That kind of high involvement management, it turns out, really drives performance and job satisfaction.

You don't want to give up this cushy job, do you?

Dealers should not necessarily assume that vendors' performance has fallen just because overall satisfaction slipped. I would assume that the expectation has risen.

We're working very closely with his management and himself and we're going to develop an overall strategy. We're very confident that he can succeed. He was very impressive in the meetings we've had with him. He's got a great personality. He speaks well. He's a good-looking guy and he's got a great mind on his shoulders. He knows what he wants.

You need really quick footwork, really precise turns to get the job done and be fast. So it really kind of plays into my strengths.

On the right side-panel of the verbose and somewhat tautological box of Cheerios, it is written,

If you are not satisfied with the quality and/or performance of the Cheerios in this box, send name, address, and reason for dissatisfaction—along with entire boxtop and price paid—to: General Mills, Inc., Box 200-A, Minneapolis, Minn., 55460. Your purchase price will be returned.

It isn’t enough that there is a defensive tone to those words, a slant of doubt, an unappetizing broach of the subject of money, but they leave the reader puzzling over exactly what might be meant by the “performance” of the Cheerios.

Could the Cheerios be in bad voice? Might not they handle well on curves? Do they ejaculate too quickly? Has age affected their timing or are they merely in a mid-season slump? Afflicted with nervous exhaustion or broken hearts, are the Cheerios smiling bravely, insisting that the show must go on?