We'll give you this kind of price and you can sell it for such-and-such." I said, "Let's talk about it." So Igot him down a little more, ran it at an even lower price, and we went crazy with that thing. We soldcarloads of that Thermos by shooting it into the stores. 排列三试机号今天晚上的 silence1.net "He grilled them. 'What are you seeing at the stores' 'Have you been to that store lately' 'How do thepeople act there' 'Is it getting better' It makes sense. The drivers see more stores every week thananybody else in this company. And I think what Sam likes about them is that they're not like a lot ofmanagers. They don't care who you are. They'll tell you what they really think."Of course, the only thing that makes the whole distribution system work so well is the dedication of thepeople all across it. The technology and hardware are just tools. The people in the system believe, just asfirmly as the associates in the stores, that their primary job is to take care of the customer. Except in theircase, the customer is the Wal-Mart store or Sam's Club they're supplying. Things began to clip along pretty good inNewportin a very short time. After only two and a half yearswe had paid back the $20,000 Helen's father loaned us, and I felt mighty good about that. It meant thebusiness had taken off on its own, and I figured we were really on our way now. 鈥淔or some time I have shrunk from writing to you, because I have shrunk even from the appearance of wishing to thrust myself before you, and so repeating my original error. But you will not misconstrue me. I know that we must keep apart for a long while; cruel tongues would force us apart, if nothing else did. But I shall not go away. The place where you are is the one where my mind must live, wherever I might travel. And remember that I am unchangeably yours 鈥?yours not with selfish wishes, but with a devotion that excludes such wishes. I think anytime the employees at a company say they need a union, it's because management has done alousy job of managing and working with their people. Usually, it's directly traceable to what's going on atthe line supervisor levelsomething stupid that some supervisor does, or something good he or shedoesn't do. That was our problem at Clinton and at Mexico. Our managers didn't listen. They weren't asopen with their folks as they should have been. They didn't communicate with them, they didn't share withthem, and consequently, we got in trouble.