"So I look at it, and I say, 'What are you doing wrong Samif I may call you SamI'll tell you what youare doing wrong.' I handed back his papers and I closed his attach case, and I said to him, 'Being hereis wrong, Sam. Don't unpack your bags. Go down, catch a cab, go back to the airport and go back towhere you came from and keep doing exactly what you are doing. There is nothing that can possiblyimprove what you are doing. You are a genius.' That's how I met Sam Walton."Abe invited me to join the NMRI and it turned out to be quite a valuable association for me. I was onthe board for about fifteen years, and made some terrific contacts and generous friends. I visited withAbe a number of times at his New York offices, and he was a very open guy. He shared with me how heused computers to control his merchandise. His young daughter Louisa, bride of Victor Leopold, reigning Prince of Anhalt-Bernburg, lay dying of a decline. A few days before her death she said, 鈥淚 wish I could see my father at the head of his regiment once again before I die.鈥?The remark was reported to Leopold. He was then with his regiment at Halle, thirty miles distant. Immediately the troops were called out, and marched at rapid pace to Bernburg. With banners flying, music playing, and all customary display of military pomp, they entered the court-yard of the palace. The dying daughter, pale and emaciate, sat at the window. The war-worn father rose in his stirrups to salute his child, and then put his regiment through all its most interesting man?uvrings. The soldiers were then marched to the orphan-house, where the common men were treated with bread and beer, all the officers dining at the prince鈥檚 table. 鈥淎ll the officers except Leopold alone, who stole away out of the crowd, sat himself upon the Saale bridge, and wept into the river.鈥? By the late sixties, we were really well positioned for serious growth. We had a retail concept webelieved in, the core of a professional management team, and the foundations of systems which wouldsupport growth. In 1968, we had fourteen variety stores and thirteen Wal-Marts. In 1969, we hadfourteen variety stores and eighteen Wal-Marts. And we were raring to go. I couldn't resist taking thatnext step to see how far we could go. And I always figured we would slow down or stop when weweren't as profitable as we should be. Although Wal-Mart says its stores compete effectively against Kmart, the company will avoid a Kmart ifpossible. While we don't expect Kresge to stage any massive invasion of Wal-Mart's existing territory,Kresge could logically act to contain Wal-Mart's geographical expansion . . . Assuming somecontainment policy on Kresge's part, Wal-Mart could run into serious problems in the next few years. Ferold became president. I moved out of my office down at the end of what they jokingly call "executiverow," and let Ron have it. I moved into his office. I made up my mind to stay out of his way and let himrun the company, telling myself that I would just check to see how he was getting along. Since I hadreally been letting other people operate the company day to day all along, I thought things would run realwell this way. 黄色电影在线观看收藏好友_黄色电影在线观看好友、视频分享_56.com "I went to work for Mr. Walton in 1972, when he only had sixteen tractors on the road. The first month,I went to a drivers' safety meeting, and he always came to those. There were about fifteen of us there,and I'll never forget, he said, 'If you'll just stay with me for twenty years, I guarantee you'll have$100,000 in profit sharing.' I thought, 'Big deal. Bob Clark never will see that kind of money in his life.' Iwas worrying about what I was making right then. Well, last time I checked, I had $707,000 in profitsharing, and I see no reason why it won't go up again. I've bought and sold stock over the years, andused it to build on to my home and buy a whole bunch of things. When folks ask me how I like workingfor Wal-Mart, I tell them I drove for another big company for thirteen yearsone they've all heard ofandleft with $700. Then I tell them about my profit sharing and ask them, 'How do you think I feel aboutWal-Mart'"GEORGIA SANDERS, RETIRED HOURLY ASSOCIATE, WAL-MART NO. 12, CLAREMORE,OKLAHOMA: Still, on the whole, the siege progressed favorably. Large supplies of food and ammunition were indispensable to Frederick. Thirty thousand hungry men were to be fed. A constant bombardment rapidly exhausts even abundant stores of powder, shot, and shell.