But there's no question about it: one of the main reasons we've been able to roll this company outnationally was all the pressure put on me by guys like David Glass and, earlier, Jack Shewmaker andRon Mayer, to invest so heavily in technology. Yes, I argued and resisted, but I eventually signed thechecks. And we have been able to move way out front of the industry in both communications anddistribution. During that period in the late seventies when Kmart's management had such a strongresistance to any kind of change, that resistance included investment in systems. At the same time, ourfellows were just absolutely convinced that computers were essential to managing growth and keepingdown our cost structure. Today, of course, they've been proven so right that they look like geniuses. Iwould go so far as to say, in fact, that the efficiencies and economies of scale we realize from ourdistribution system give us one of our greatest competitive advantages. Today he works here in Bentonville at the Wal-Mart Visitors Center, which is sort of a museum locatedon the site of that first store. The letter was from Stephen. He was come back from Holland; he was at Mudport again, unknown to any of his friends, and had written to her from that place, enclosing the letter to a person whom he trusted in St. Ogg鈥檚. From beginning to end it was a passionate cry of reproach; an appeal against her useless sacrifice of him, of herself, against that perverted notion of right which led her to crush all his hopes, for the sake of a mere idea, and not any substantial good 鈥?his hopes, whom she loved, and who loved her with that single overpowering passion, that worship, which a man never gives to a woman more than once in his life. 福彩3d专家一语定胆 Today he works here in Bentonville at the Wal-Mart Visitors Center, which is sort of a museum locatedon the site of that first store. So for the most part, we just started repeating what worked, stamping out stores cookie-cutter style. "Our Friday merchandising meeting is unique to retailing as far as I can tell. Here we have all theseregional managers who have been out in the field all week longthey are the operations guys who directthe running of the stores. Then you have all your merchandising folks back in Bentonvillethe people whobuy for the stores. In retailing, there has always been a traditional, head-to-head confrontation betweenoperations and merchandising. You know, the operations guys say, 'Why in the world would anybodybuy this It's a dog, and we'll never sell it.' Then the merchandising folks say, 'There's nothing wrong withthat item. If you guys were smart enough to display it well and promote it properly, it would blow out thedoors.' That's the way it is everywhere, including Wal-Mart. So we sit all these folks down togetherevery Friday at the same table and just have at it. But I can also tell you this: if we had gotten smug about our early success, and said, "Well, we're thebest merchant in town," and just kept doing everything exactly the way we were doing it, somebody elsewould have come along and given our customers what they wanted, and we would be out of businesstoday. I don't know who it would have been. Maybe Gibson's or TG&Y would have pulled it off. But Isuspect it would have been a combination of Kmart and Target, which, like McDonald's, would haverolled out into the small towns once they began to saturate their big-city markets. Today he works here in Bentonville at the Wal-Mart Visitors Center, which is sort of a museum locatedon the site of that first store.