Jimmy came up with a $1.5 million loan, which helped us out in the short term, but it really wasn't theanswer to our long-term problem. Chapter IV I kept at it. I probably spent two years going around trying to sell people on the idea of shopping centersin Arkansas in the middle fiftieswhich was about ten years too early. I finally got an option on one pieceof property and talked Kroger and Woolworth into signing leases, based on us getting this one streetpaved. I started raising money for the pavement, but it got real complicated, and in the end I decided Ihad better take my whipping, so I backed out of the whole deal and went back to concentrating on theretail business. I probably lost $25,000, and that was at a time when Helen and I were counting everydollar. It was probably the biggest mistake of my business career. I did learn a heck of a lot about thereal estate business from the experience, and maybe it paid off somewhere down the linethough I wouldrather have learned it some cheaper way. Incidentally, after I dropped my option on that last piece ofland, a well-known young fellow named Jack Stephenswho had a whole lot more money than Ididwent on to develop a successful shopping center that's still there. Poison with the falling dews, 4 Then those devils fled from before Adam. And he and Eve got up, and returned to the Cave of Treasures, and went into it. 在线成人影片-成人影片免费观看-成人影片免费观看10分钟 After years and years of studying the discount business and experimenting with it sort of halfheartedly,we were finally getting ready to jump into it whole hog. On July 2, 1962, we finally opened Wal-MartNo. 1, and not everybody was happy about it. For all my confidence, I hadn't had a day's experience in running a variety store, so Butler Brothers sentme for two weeks' training to the Ben Franklin inArkadelphia,Arkansas. After that, I was on my own,and we opened for business onSeptember 1, 1945. Our store was a typical old variety store, 50 feetwide and 100 feet deep, facingFront Street, in the heart of town, looking out on the railroad tracks. Backthen, those stores had cash registers and clerk aisles behind each counter throughout the store, and theclerks would wait on the customers. Self-service hadn't been thought of yet. This saturation strategy had all sorts of benefits beyond control and distribution. From the verybeginning, we never believed in spending much money on advertising, and saturation helped us to save afortune in that department. When you move like we did from town to town in these mostly rural areas,word of mouth gets your message out to customers pretty quickly without much advertising. When wehad seventy-five stores in Arkansas, seventy-five in Missouri, eighty in Oklahoma, whatever, peopleknew who we were, and everybody except the merchants who weren't discounting looked forward toour coming to their town. By doing it this way, we usually could get by with distributing just oneadvertising circular a month instead of running a whole lot of newspaper advertising. We've never beenbig advertisers, and, relative to our size today, we still aren't. Just like today, we became our owncompetitors. In the Springfield, Missouri, area, for example, we had forty stores within 100 miles. WhenKmart finally came in there with three stores, they had a rough time going up against our kind of strength.