This case traces the history of a successful discount retailer, with a clearly developed low-cost strategy, from its founding to a major decision point, where the president must decide whether to acquire a Florida-based chain of 206 stores with a very different product mix. The basic issue is not so much whether the price is a good one but whether the acquisition fits the company's strategy and whether the president should put his personnel through another acquisition only months after completing another large acquisition. If he decides to move forward with the acquisition, how should it be managed?