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北京赛车前五星技巧

时间: 2019年11月12日 04:03 阅读:539

北京赛车前五星技巧

The closest thing we had to an operations manager was Don Whitaker, the guy I hired from TG&Y outin Abilene to be our first Wal-Mart manager. After that, he became our first regional manager. Don hadbarely finished high school, if that, and he had terrible grammar. He threw people off sometimes becausehe only had one eye, and he looked at you sort of funny. But he was one of the finest people I have everknown in my life. Everybody called him Whitaker, and he was a hard-working, practical, smart fellow. The Saturday morning meeting is where we discuss and debate much of our philosophy and ourmanagement strategy: it is the focal point of all our communications efforts. It's where we share ideaswe've picked up from various places. And while it's not the most exciting part of the meeting, sometimesI like to read from management articles that pertain to our business. Two of our executives, WesleyWright and Colon Washburn, seem to read just about everything there is in the way of managementliterature, and they're constantly calling useful articles or books to my attention. At the meeting, we'll talkabout competitors, specifically, but also in general. For example, we'll spend ten minutes talking abouthow Wal-Mart can compete successfully with all the good specialty retailers coming onto the scene. It'soften the place where we first decide to try things that seem unattainable. And instead of everybodyshouting it down right away, we try to figure out how to make it work. That's exactly how I ended updancing the hula on Wall Street, by making that bet at a Saturday morning meeting. And, as embarrassingas it was to have to dance on Wall Street, believe me, achieving a pretax profit of more than 8 percent,when most everybody else in the retail industry averages about half that, made it well worth the red face. On the other hand, Kuhn's Big K stores had become a good-sized player in the South. Based inNashville, Tennessee, Kuhn's had started as a single variety store back sometime before 1920. JackKuhn and his brother Gus had converted the company into a discounter, made an acquisition or two, andgrown it into a chain of 112 stores, concentrated in Tennessee, but also doing business in Kentucky,Alabama, Georgia, and South Carolinaall states where we thought we could do well. We were a goodbit bigger than they were, but the two of us had been watching each other pretty closely. It was sort oflike the old variety store days when one chain, like TG&Y, wouldn't go into the territory of another chain,like Hested's. We knew that one way or another we had to head on into the South, and I guess westirred them up by crossing the Mississippi and opening a store in Jackson, Tennessee. They retaliated byopening stores in West Helena and Blytheville, Arkansas. The truth is, we were closing in on Kuhn's andreally doing a better job than they were. In fact, they were beginning to falter. They had taken on somedebt and built a fancy headquarters building. And they were showing some losses. 北京赛车前五星技巧 The Saturday morning meeting is where we discuss and debate much of our philosophy and ourmanagement strategy: it is the focal point of all our communications efforts. It's where we share ideaswe've picked up from various places. And while it's not the most exciting part of the meeting, sometimesI like to read from management articles that pertain to our business. Two of our executives, WesleyWright and Colon Washburn, seem to read just about everything there is in the way of managementliterature, and they're constantly calling useful articles or books to my attention. At the meeting, we'll talkabout competitors, specifically, but also in general. For example, we'll spend ten minutes talking abouthow Wal-Mart can compete successfully with all the good specialty retailers coming onto the scene. It'soften the place where we first decide to try things that seem unattainable. And instead of everybodyshouting it down right away, we try to figure out how to make it work. That's exactly how I ended updancing the hula on Wall Street, by making that bet at a Saturday morning meeting. And, as embarrassingas it was to have to dance on Wall Street, believe me, achieving a pretax profit of more than 8 percent,when most everybody else in the retail industry averages about half that, made it well worth the red face. 鈥淵ou see, we鈥檝e got a little un, Miss, and I want鈥檇 you to look at it, and take it in your arms, if you鈥檇 be so good. For we made free to name it after you, and it 鈥榰d be better for your takin鈥?a bit o鈥?notice on it.鈥? � � � Chapter 17 Running a Successful Company: Ten Rules That Worked for Me As everybody today knows, Wal-Mart's stock performance, and the wealth it has created, is a story initself. Just fifteen years ago, the market value of the company was around $135 million; today it's over$50 billion. But here's a better way to look at it: let's say you bought 100 shares back in that originalpublic offering, for $1,650. Since then, we've had nine two-for-one stock splits, so you would have51,200 shares today. Within the last year, it's traded at right under $60 a share. So your investmentwould have been worth right around $3 million at that price. Obviously, our stock has made a lot of folkshappy over the years, and pure and simplethat's where the Walton family net worth has been created. � � � The Saturday morning meeting is where we discuss and debate much of our philosophy and ourmanagement strategy: it is the focal point of all our communications efforts. It's where we share ideaswe've picked up from various places. And while it's not the most exciting part of the meeting, sometimesI like to read from management articles that pertain to our business. Two of our executives, WesleyWright and Colon Washburn, seem to read just about everything there is in the way of managementliterature, and they're constantly calling useful articles or books to my attention. At the meeting, we'll talkabout competitors, specifically, but also in general. For example, we'll spend ten minutes talking abouthow Wal-Mart can compete successfully with all the good specialty retailers coming onto the scene. It'soften the place where we first decide to try things that seem unattainable. And instead of everybodyshouting it down right away, we try to figure out how to make it work. That's exactly how I ended updancing the hula on Wall Street, by making that bet at a Saturday morning meeting. And, as embarrassingas it was to have to dance on Wall Street, believe me, achieving a pretax profit of more than 8 percent,when most everybody else in the retail industry averages about half that, made it well worth the red face. �