and just to kind of give you a little anecdote to think about this, i worked somewhat with ben cohen who was then from ben & jerry's ice cream, and in talking to ben about what's the sort of secret success there, he says look, the way we keep our costs low is we scrutinized every single penny around logistics and rent and distribution and refrigeration and manufacturing and sales and marketing and finance. we never cut a flavor. we never got a flavor but it seems to me in a military we're talking about cutting the flavor, cutting weapons systems, that we sort of going there first because those are big and easy. it's easy to get cherry garcia. it's hard to act, to go to the real pain and suffering of getting into the overheads. now, what would be involved in actually getting into overhead? what's involved is, i mean, two or three things. first of all, effectively restructuring major parts of the pentagon budget into a managerial accounting system, which means instead of just looking at everything in terms of salaries and inputs, looking in terms of activities. because the savings are n