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Non-Tech : Littlefield Corporation (LTFD) -- Ignore unavailable to you. Want to Upgrade?

To: T.K. Allen who wrote (8450)	5/5/1998 9:46:00 PM
From: SamYan	Read Replies (1) \| Respond to of 10368

Tod: Gary covers most of my questions. I would like to add one more. Question about communication. It will be no problem at good time. How can keep communication at bad time? At the bad time, no communication to explain some events at a bad time makes thing much worse. Through PR, web, or something else? It sounds that a letter to new CEO is better way to pass a message to new CEO and the board. Appreciate your effort. Sam

To: T.K. Allen who wrote (8450)	5/5/1998 9:59:00 PM
From: james h. snyder	Respond to of 10368

include this in an appropriate manner: long term holders have been SCREWED....current mgmt is ONLY resposible to make this a real stock with a $10 share price,......NOTHING is forgiven.....people with previous poor judgement are probably doomed to hire similar typies of people. sleeze=sleeze' IMO j

To: T.K. Allen who wrote (8450)	5/6/1998 10:25:00 AM
From: Robert L. Akers	Respond to of 10368

I really appreciate your generous offer to compile our questions and draft a letter. Some questions I have: Since the company's stated plan is to grow via acquisitions, and since the overhead costs of doing acquisitions and post-acquisition consolidation costs were major contributing factors in the company's 4th quarter loss, how do you plan to be increasingly profitable under an acquisition-based business plan? What is your target mix of revenue streams, by percentage? (Bingo facility rental, Bingo supplies, route VGM, free-standing gaming room VGM, VGM attached to Bingo halls, etc.) For each stream, what would be your estimated cash flow/revenue ratio? What are these numbers for the current base of operations? The company has stated at various times in the past year that acquisitions can be made for 1-3 times cash flow or 2-4 times cash flow. Do these ranges hold for both Bingo and gaming acquisitions, and if not, what are the expected ranges for the various classes of operations? How have the recent individual acquisitions matched up to these projections? What will the company do to ensure these targets are met in the future? Of course, I'm concerned about the executive compensation packages, given recent company performance, but I assume that question is already percolating in some form. I think it should be a tough question that does not allow for hedged answers. The company stated the warrant money would be used for acquisitions, not salaries and parachutes. I also think we should solicit a vision statement, since the one contained in the annual report was prepared under different leadership. Larry