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Today, managers must understand increasingly diverse markets. Failure to discern customers' preferences can cost a company its business in the United States and abroad. Some people argue that one of the best ways to ensure that an organization is able to penetrate diverse markets is to include diverse managers among the organization's decision makers. Diversity in the managerial ranks has the additional advantage of enhancing a company's credibility with customers. Employing a manager who is the same gender or ethnic background as that of customers may imply to those customers that their day-to-day experiences will be understood. One African American female manager found that her knowledge of customers paid off when she convinced her company to change the name of a product it intended to sell at Wal-Mart. \"I knew that I had shopped for household goods at Wei-Mart, whereas the CEO of this company, a white, upper-middle-class male. had not. He listened to me and we changed the name of the product." Morrison cites a case in which a company lost an important opportunity for new business in a southwestern city's predominantly Hispanic community, The lucrative business ultimately went to a competitor that had put in charge of the project a Hispanic manager who solicited input from the Hispanic comnnity. Consider how Safeway gained market share through diversity. One of North America's largest food retailers. with about 1.700 grocery stores, Safeway faced increasingly stiff competition. I aiso have learned about cost savings. Companies incur high costs in recruiting, training. relocating, and replacing employees and in providing competitive compensation packages. According to Morrison, Corning Corporation's high turnover among women and people of color was costing the company an estimated $2 to $4 million a year. Many managers who were questioned for her study felt that the personnel expenses associated with turnoveroften totaling as much as two-thirds of an organization's budgetcould be reduced by instituting diversity practices that would give nontraditional managers more incentive to stay. When nontraditional managers remain with an organization, nontraditional employees at lower levels feel more committed to the company