"So I look at it, and I say, 'What are you doing wrong Samif I may call you SamI'll tell you what youare doing wrong.' I handed back his papers and I closed his attach case, and I said to him, 'Being hereis wrong, Sam. Don't unpack your bags. Go down, catch a cab, go back to the airport and go back towhere you came from and keep doing exactly what you are doing. There is nothing that can possiblyimprove what you are doing. You are a genius.' That's how I met Sam Walton."Abe invited me to join the NMRI and it turned out to be quite a valuable association for me. I was onthe board for about fifteen years, and made some terrific contacts and generous friends. I visited withAbe a number of times at his New York offices, and he was a very open guy. He shared with me how heused computers to control his merchandise. "What we helped him with in the early days was really logistics. It's like in the Army. You can movetroops all over the world, but unless you have the capacity to supply them with ammunition and food,there's no sense putting them out there. Sam understood that. He knew that he was already in what thetrade calls an 'absentee ownership' situation. That just means you're putting your stores out where you, asmanagement, aren't. If he wanted to grow he had to learn to control it. So to service these stores you'vegot to have timely information: How much merchandise is in the store What is it What's selling andwhat's not What is to be ordered, marked down, replaced To get more technical, that helps youcontrol what we call turn, or inventory turnoverthe ratio of sales to inventory. That's a key. The moreyou turn your inventory, the less capital is required. And all this involves getting the merchandise to thestore at the right time, communicating how it's being priced and how it's being marked down, whatever. TOM COUGHLIN: But I went ahead and took the job. Sam was down there every day from the time we started until thetime we left. He rolled up his sleeves and worked every day until we built that store from scratch. The predominant feeling ran strongly against Castalia. There were persons, indeed, who, exercising an exemplary impartiality (on which they much prided themselves), refused to take sides in the matter, but considered it most probable that both parties were to blame. Mrs. Smith was among these. She had, she declared, that rare gift in woman鈥攁 judicial mind, although her conception of the judicial functions appeared to be limited to putting on the black cap and passing sentence. But in the main, public sympathy was with Algernon. He had offended many old acquaintances by his aristocratic marriage; but at least he was now making the only amends in his power by being extremely unhappy in it! A great many wiseacres, male and female, were now able to shake their heads, and say they had known all along how it would turn out. This came of flying too high; for, if Mrs. Errington, senior, was an Ancram by birth, her husband had been only a country surgeon鈥攏ot even M.D., though she called him "doctor." And this justifying of their predictions was, in a vague way, imputed to Algernon as a merit; or, at the least, it softened disapproval. Then, too, in justice to Whitfordians, it must be said that all their knowledge of Castalia showed them an insolent, supercilious, uninteresting woman, who made no secret of her contempt for them and their town, and who, "although but a poor postmaster's wife, when you came to look at it," as Mrs. Smith the judicial truly observed, gave herself more airs than a duchess. What good, or capacities for good, there might be in her, was hidden from Whitford, whilst her unpleasant qualities were abundantly manifested to all beholders. 成 人影片 免费观看 Horatia. [Aside to Barbara.] Strange, is it not? Wal-Mart was off to a good start, and we saw lots of potential. But now Gibson's and other folks werebeginning to look at the smaller towns and say, "Hey, maybe there is something out there that we ought tolook into." We figured we'd better roll the stores out just as quickly as we could. As Maggie knelt by the bed sobbing, with that letter pressed under her, her feelings again and again gathered themselves in a whispered cry, always in the same words 鈥? "If you've ever spent any time around Wal-Mart, you may have noticed that it's not unusual forsomebody in Philadelphia, Mississippi, to get in his pickup on the spur of the moment and drive toBentonville, where you can find him sitting in the lobby waiting patiently to see the chairman. Now, really,how many chairmen of $50 billion companies do you know who are totally, 100 percent accessible totheir hourly associates I know lots of people in big companies who have never even seen their chairman,much less visited with him."That's not to suggest that they always like what I have to say. I don't always solve their problems, and Ican't always side with them just because they bring their situation to my attention. But if the associatehappens to be right, it's important to overrule their manager, or whoever they're having the problem withbecause otherwise the open-door policy isn't any good to anybody. The associates would know prettysoon that it was just something we paid lip service to, but didn't really believe. If I'm going to fly aroundall over the country telling these folks they're my partners, Isure owe it to them to at least hear them outwhen they're upset about something.