This isn't the first time that I've been asked to come up with a list of rules for success, but itis the firsttime I've actually sat down and done it. I'm glad I did because it's been a revealing exercise for me. Thetruth is, David Glass is right. I do seem to have a couple of dozen things that I've singled out at one timeor another as the "key" to the whole thing. One I don't even have on my list is "work hard." If you don'tknow that already, or you're not willing to do it, you probably won't be going far enough to need my listanyway. And another I didn't include on the list is the idea of building a team. If you want to build anenterprise of any size at all, it almost goes without saying that you absolutely must create a team of peoplewho work together and give real meaning to that overused word "teamwork." To me, that's more thegoal of the whole thing, rather than some way to get there. 财神爷北京pk10官网 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. When Ernest had a living of L600 or L700 a year with a house, and not too many parishioners 鈥?why, he might add to his income by taking pupils, or even keeping a school, and then, say at thirty, he might marry. It was not easy for Theobald to hit on any much more sensible plan. He could not get Ernest into business, for he had no business connections 鈥?besides he did not know what business meant; he had no interest, again, at the Bar; medicine was a profession which subjected its students to ordeals and temptations which these fond parents shrank from on behalf of their boy; he would be thrown among companions and familiarised with details which might sully him, and though he might stand, it was 鈥渙nly too possible鈥?that he would fall. Besides, ordination was the road which Theobald knew and understood, and indeed the only road about which he knew anything at all, so not unnaturally it was the one he chose for Ernest. "Here I was coming in as vice president, and it took some getting used to. The offices were still up onthe square in Bentonville, and Sam had just got through remodeling themwhich I'm sure was a greatimprovementbut in my opinion they weren't much. The offices were in an old narrow hallwayupstairssome were over the barbershop and others were over an attorney's office. The floor sagged upthere, about four inches from the wall to the center. And they had some partitions and some woodpaneling, and they were real little offices. It was very close-knit up there."Even if he couldn't tell it by the office we gave him, bringing Ferold in was an important step for ourcompany. I knew we had to get better organized than we were. We still had to build a basic merchandiseassortment, and a real replenishment system. We had lists of items we were supposed to carry, and wewere dependent on the people in the stores to keep good records of everything manuallythis was at atime when quite a few people were beginning to go into computerization. I had read a lot about that, andI was curious. I made up my mind I was going to learn something about IBM computers. So I enrolled inan IBM school for retailers in Poughkeepsie, New York. One of the speakers was a guy from theNational Mass Retailers' Institute (NMRI), the discounters' trade association, a guy named Abe Marks. Nobody wanted to gamble on that first Wal-Mart. I think Bud put in 3 percent, and DonWhitakerwhom I had hired to manage the store from a TG&Ystore out in Abilene, Texasput in 2percent, and I had to put up 95 percent of the dollars. Helen had to sign all the notes along with me, andher statement allowed us to borrow more than I could have alone. We pledged houses and property,everything we had. But in those days we were always borrowed to the hilt. We were about to go into thediscount business for real now. And from the time those doggone Wal-Marts opened until almost today,it has been a little challenging. Martin gasped. 鈥淵ou don鈥檛 know that book?鈥? For several years the company was just me and the managers in the stores. Most of them came to usfrom variety stores, and they turned into the greatest bunch of discount merchants anybody ever saw. Weall worked together, but each of them had lots of freedom to try all kinds of crazy things themselves. "'The Laird o' Birrboy.' I knew there would be no stopping him, so I gave in and asked what question he felt a special desire to burn his fingers with in the first instance. "Aw, I quite understand. They say that the Indian nature is much more intense than that of other civilized nations. What is exceedingly difficult even for an Englishman must be much more so for one of your temperament. No language, I believe, either written nor spoken, can convey any adequate idea of the emotion of love, for instance. Is that your experience, Miss Onodis?"