Lowe's 1998 Annual Report Download - page 15

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Please find page 15 of the 1998 Lowe's annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

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Lowe’s Executive Management
Robert L. Tillman - Chairman of the Board and Chief Executive Officer
Gregory M. Bridgeford - Senior Vice President, Marketing
Charles W. Canter - Senior Vice President and General Merchandise Manager, Building Materials
Lee Herring - Senior Vice President, Logistics
William L. Irons - Senior Vice President , Management Information Services
Perry G. Jennings - Senior Vice President, Human Resources
Mark A. Kauffman - Senior Vice President and General Merchandise Manager, Hardlines
Michael K. Menser - Senior Vice President and General Merchandise Manager, Home Decor
Robert A. Niblock - Senior Vice President, Finance
William D. Pelon - Senior Vice President, Store Operations – Western Division
Dale C. Pond - Executive Vice President, Merchandising and Marketing
David E. Shelton - Senior Vice President, Real Estate/Engineering & Construction
Larry D. Stone - Executive Vice President and Chief Operating Officer
William C. Warden, Jr. - Executive Vice President, General Counsel, Secretary and Chief Administrative Officer
Gregory J. Wessling - Senior Vice President, Store Operations – Eastern Division
Thomas E. Whiddon - Executive Vice President and Chief Financial Officer
Disclosure Regarding Forward-Looking Statements
Our Annual Report talks about our future, particularly in the " Letter to Shareholders" and " Management's
Discussion and Analysis of Financial Condition and Results of Operations." While we believe our expectations are
reasonable, we can't guarantee them and you should consider this when thinking about statements we make that aren't
historical facts. Some of the things that could cause our actual results to differ substantially from our expectations are:
• Our sales are dependent upon the general economic health of the country, variations in the number of new housing
starts, the level of repairs, remodeling and additions to existing homes, commercial building activity, and the
availability and cost of financing. An economic downturn can impact sales because much of our inventory is
purchased for discretionary projects, which can be delayed.
• Our expansion strategy may be impacted by environmental regulations, local zoning issues and delays, availability and development of land,
and more stringent land use regulations than we have traditionally experienced.
• Many of our products are commodities whose prices fluctuate erratically within an economic cycle, a condition true of lumber and plywood.
• Our business is highly competitive, and as we expand to larger markets we may face new forms of competition which do not exist in some of
the markets we have traditionally served.
• The ability to continue our everyday competitive pricing strategy and provide the products that customers want depends on our vendors
providing a reliable supply of inventory at competitive prices.
• On a short-term basis, weather may impact sales of product groups like lawn and garden, lumber, and building materials.
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