But I had another problem on my mind when I went up there: distribution. All these other guys, like AbeMarks, were in large urban markets, and their stores were being supplied by big distributors. Kmart andWoolco were using the same distribution system that was supplying their thousands of variety stores. Sohere we were out in the sticks with nobody to distribute to our stores, which meant basically that ourmanagers would order from salesmen and then some day or other a truck from somewhere would comealong and drop off the merchandise. Even at the stage we were in, this was totally unworkable. A lot ofour stores weren't big enough to order whole pallets of merchandise, so we had rented that old garage indowntown Bentonville as our warehouse. We would have big shipments delivered there, then unpackthem and repack them into smaller quantities. Then we'd call the trucklines to come get them and takethem to the stores. It was expensive and inefficient. Somewhere in that period, Ferold and I had hiredanother fellow from Newberry's, Bob Thornton, who had been running a distribution center for them inOmaha, with the promise that we were going to build a distribution center for him to run. Roy was probably the most overrated bird dog in history. He wasn't much of a hunter at all; he wouldpoint rabbits, for example. But the associates and the customers got a kick out of visiting with him in thestores, and once we put his name and picture on our private label dog food, it sold tons. Another thingabout Roy that was very unusual: he was a great tennis dog. He would go with me to the tennis court andlay there, and whenever the ball went out of the court, over the fence, or whatever, he would go chasingafter it and bring it back to me. No; you have not tired me. But I think I will go and be quiet in my own room. Tell mamma I don't want any lunch. Please ring for Jane. Then, when Mrs. Errington moved away to speak to her daughter-in-law, Miss Chubb whispered slily to Algernon, "You were a little bit smitten with our pretty Rhoda, once upon a time, sir, weren't you? Oh, it's no use your protesting and looking so unconscious! La, dear me; well, it was very natural! Calf-love, of course. But I'll tell you, between you and me, who is smitten with her, and pretty seriously too鈥攁nd that's Mr. Diamond!" I know most companies don't have cheers, and most board chairmen probably wouldn't lead them evenif they did. But then most companies don't have folks like Mike "Possum" Johnson, who entertained usone Saturday morning back when he was safety director by taking on challengers in a no-holds-barredpersimmon-seed-spitting contest, using Robert Rhoads, our company general counsel, as the officialtarget. Most companies also don't have a gospel group called the Singing Truck Drivers, or amanagement singing group called Jimmy Walker and the Accountants. 1-5-80 在线观看AV网站中文字幕_在线观看中文字幕AV电影网站_日本AV在线高清中文字幕 Music historians will always remember him as the man who introduced the vibraphone into jazz. This he accomplished in 1930, while playing with Louis Armstrong. Ever since, Hampton has been known as the world's foremost master of the instrument. He is also a leading drummer, pianist, singer, arranger, bandleader and composer. At 69, he continues to work nearly 50 weeks out of the year, taking his band to every corner of the U.S. and Europe. But whether he's making a live recording in a nightclub or performing his own symphonic works with the Boston Symphony Orchestra, Lionel Hampton glows with a spiritual energy that extends far beyond his music. "We have a lot of fun with all this item promotion, but here's what it's really all about. The philosophy itteaches, which rubs off on all the associates and the store managers and the department heads, is thatyour stores are full of items that can explode into big volume and big profits if you are just smart enoughto identify them and take the trouble to promote them. It has been a real key to helping this companydramatically increase its sales per square foot. If you are going to show the kind of double-digitcomparable store sales increases that we show every year, and grow a company the way we've grownours, you have to be merchandise driven. Otherwise, you become like everybody else. I can name you alot of retailers who were originally merchandise driven, but somehow lost it over the years. In retail, youare either operations drivenwhere your main thrust is toward reducing expenses and improvingefficiencyor you are merchandise driven. The ones that are truly merchandise driven can always workon improving operations. But the ones that are operations driven tend to level off and begin todeteriorate. So Sam's item promotion mania is a great game and we all have a lot of fun with it, but it isalso at the heart of what creates our extraordinary high sales per square foot, which enable us todominate our competition."By the way, I'm promoting an item in the stores this year that I think is a real winner: a halogen carheadlight for only $10.94. I teamed up on it with Jack Welch, the CEO of General Electric. It's a goodexample of how we're cooperating with our big vendors these days at the highest levels. "My dear Mr. Diamond,鈥擨 shall be able to see Mr. Powell at one o'clock to-morrow. Should that hour not suit his convenience, perhaps he will do me the favour to let me know. Once let me get something definite鈥攁 Government post, you know, such as my cousin could get for me as easily as you could take an apprentice鈥攁nd then I may please myself. I may consider myself on the first round of the ladder. And there won't be the same necessity for deferring to this person and that person. But I don't know why I'm saying all this to you, Mr. Maxfield. You understand the whole matter better than I do. By Jove, I wish I'd some of your ballast in my noddle. I'm such a feather-headed fellow!