I had studied the Iraqis in great detail in their battles against the Iranians. I knew what their strengths and weaknesses were. I also knew the forces I had under my command, and I knew what their strengths and weaknesses were. I adopted a campaign plan that capitalized on using our strengths against their weaknesses – and avoided their strengths, and avoided our weaknesses. That’s a pretty good strategy for any kind of business you’re in. Let me give you a good example. I knew that our Air Force was much better than theirs. So, I devised a strategy that relied heavily on us conducting an aggressive air campaign, because I knew we could take their air out. I knew that they routinely fought during the daytime, and re-supplied at night. But we fight better at night than we do in the daytime. So I knew I could take the night away from the enemy, and totally disrupt the way they normally re-supply themselves and put them in a position where eventually they were going to run out of supplies, and they were going to run out of ammunition and everything else because we just took the night away from them. That’s what it was. It’s an analysis of your enemy to learn their strengths and weaknesses. You know your strengths and weaknesses, and then you just use your strengths against their weaknesses.