Steve sat at his desk. His hands were full of problems due to cash flow shortages at his company. Vlasic Foods International had been spun off from Campbell’s just months ago. The effect of the $500 million of debt that the spun-off company took with it was just becoming known. While this deal was only one issue in a sea of financial challenges, Steve felt that he should weigh in on the Wal-Mart part of the business given its effects on non–Wal-Mart grocery accounts. He had pleaded with Hunn to dip into his equity with Wal-Mart and end this promotion. Young was sure that this promotion had cannibalized the non–Wal-Mart business. According to Young, they “saw consumers who used to buy the spears and the chips in supermarkets buying the Wal-Mart gallons. They’d eat a quarter of a jar and throw the thing away when they got moldy. A family can’t eat them fast enough.Pat Hunn was surprised, if not disturbed, by the commentary from grocery marketing. Vlasic had financial troubles that went way beyond the sale of pickles. Wal-Mart was a great customer—sales with Wal-Mart now reached 33% of the Vlasic Foods business. On the revenue side, Vlasic’s business was up with a dramatic shift upward in Wal-Mart sales. “Yes, there have been some troubles with production, but that was their job. Wal-Mart has helped build Vlasic’s name as a leader in the pickle business. . . . I simply do not see why so many people are upset,” thought Hunn to himself. He sat at his desk, shrugged his shoulders, and went back to work.