The increase in purchases and the interest and principal payments on the mort- gage had seriously eroded Reed's positive cash flow in the past three years. The cash crunch had been met through a combination of slowly increasing the line of credit at the bank and, during the last year, not taking the cash discounts of fered by the store's suppliers. Reed's purchased about 80 percent of its pur- chases on terms of 3/10, net 60 and until this year had always taken the cash dis- count, but its accounts were now almost 40 days past due, and the suppliers were demanding payment with the threat of ceasing deliveries until payment was made. This threat had pushed Jim into going to see his banker with the idea of increasing his line of credit another $100,000. In the past, Jim had only dealt with his VMI classmate at First Virginia National Bank, Bob Roberts, and after talking about the good old days at the military school, an increase in the line of credit had always been granted with out Bob ever looking at Reed's financial statements. Today, however, had been a different story Two months ago, Roberts had been promoted to a public rela- tions job with the bank and Jim had been introduced to Holmes, who had asked to see an up-to-date set of financial statements at their first meeting. In today's meeting Holmes had talked about cash flow problems and even mentioned the possibility of financial distress There had been no easy talk about the past or