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The prices in those days of oil companies just went [whistle] right through the sky.

He had known a lot about Inland--actually, Inland Container is really a box-maker--it's a container company: all they do is make boxes. And they do that in plants that have to be situated across the country, because it's too expensive to ship the boxes great distances. It was a very well run company; headquarters in Indianapolis. We ourselves had four box plants--we, Temple, and Temple-Eastex--had four box plants--as a matter of fact, they were Eastex ones originally. So we had some experience in the field. And I think Inland was seeking to sell--not very, you know, they weren't on the block exactly but they--there was some family that had a big holding in there, and they wanted to sell--I suspect for estate reasons, tax reasons.

Anyway, we went out and examined the plants[?], and then got to know their management. The head man then was a fellow by the name of Henry Goodrich, who was a very capable executive--very conservative, upright gentleman, and I mean conservative. Unlike Arthur Temple who in Texas terms is a liberal, which means that he's sort of, the equivalent of a Republican up here, up in New York. But Goodrich is a real conservative [laughter].

I don't remember anybody on the Board being very much against it except that it meant that we would suffer one loss--that was a major worry to me: Rawleigh Warner would have to go off the Board at some point, because Mobil owned a container company located in Chicago, and as a result of the acquisition he ultimately did--he stayed on for two, three years, managed to. But then finally his lawyers said: