There's nothing at all profound about any of our principles. In fact, they're all common sense, and mostof them can be found in any number of books or articles on management theorymany of which I've readand studied over the years. But I think the way we've applied them at Wal-Mart has been just a littledifferent. Here are six of the more important ways we at Wal-Mart try to think small: THOMAS JEFFERSON, EARLY WAL-MART DISTRICT MANAGER, HIRED FROMSTERLING STORES, LATER. OPERATIONS MANAGER: 亚洲黄色,黄色的小影院,黄色的视频网站,免费观看特别黄大片-优衣库视频影视资讯-大翔新闻网-大翔新闻网,你懂的地址,日本一级婬片 Each store had to be within a day's drive of a distribution center. So we would go as far as we couldfrom a warehouse and put in a store. Then we would fill in the map of that territory, state by state, countyseat by county seat, until we had saturated that market area. "The next day was Saturday, and I went shoppingdressed in a pair of mangy cutoff jeans at the Kmartnear my house. I walked over into the apparel section and saw this guy talking to one of the clerks. Ithought, 'Jeez, that looks like that guy I met yesterday. What the heck is he doing way out here' Istrolled up behind him, and I could hear him asking this clerk, 'Well, how frequently do you order . . .