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日本一本大道高清视频

时间: 2019年12月08日 21:51

And Soul's Felicity There has no Date. � Out in the parking lot, whole packs of Wal-Mart trucks rumble in and out all day. I get tremendouslyexcited going out to these centers, talking with our associates and drinking coffee with them and the truckdrivers. It's amazing to me how many ideas they always have for fine-tuning the system. If you get theidea that I'm awfully proud of what we've managed to do in distribution, you're right. And from the pen of Dr. Weitbrecht we have the following:鈥? More than anyone else, Doubleday vice president Bill Barrythe fast-talking, letter-writing New Yorkbook "merchant"deserves credit for somehow first convincing Sam to write a book at all. His ongoingefforts have transcended all normal roles of a publisher. Not the least of his contributions was selectingeditor Deb Futter, who rushed in where any sane person would have feared to tread. She turned in aremarkable performance despite unbelievable deadline pressure, as have so many people in otheressential roles at Doubleday. We don't pretend to have invented the idea of a strong corporate culture, and we've been aware of a lotof the others that have come before us. In the early days of IBM, some of the things Tom Watson didwith his slogans and group activities weren't all that different from the things we do. And, as I've said,we've certainly borrowed every good idea we've come across. Helen and I picked up several ideas on atrip we took to Korea and Japan in 1975. A lot of the things they do over there are very easy to apply todoing business over here. Culturally, things seem so differentlike sitting on the floor eating eels andsnailsbut people are people, and what motivates one group generally will motivate another. 日本一本大道高清视频 "As a result, we assembled the top ten officers of both companies in Bentonville for two days ofsoul-searching and thinking, and within three months we had created a P&G/Wal-Mart team to build awhole new kind of vendor-retailer relationship. We formed a partnership to conduct our business, withone of the most important outcomes being that we started sharing information by computer. P&G couldmonitor Wal-Mart's sales and inventory data, and then use that information to make its own productionand shipping plans with a great deal more efficiency. We broke new ground by using informationtechnology to manage our business together, instead of just to audit it."Following the P&G/Wal-Mart partnership, many other companies began to view the supplier as animportant partner. The partnership was also a model for many of our other vendor relationships. In oursituation today, we are obsessed with quality as well as price, and, as big as we are, the only way we canpossibly get that combination is to sit down with our vendors and work out the costs and margins andplan everything together. By doing that, we give the manufacturer the advantage of knowing what ourneeds are going to be a year out, or six months out, or even two yearsout. Then, as long as they arehonest with us and try to lower their costs as much as they can and keep turning out a product that thecustomers want, we can stay with them. We both win, and most important, the customer wins too. Theadded efficiency of the whole process enables the manufacturer to reduce its costs, which allows us tolower our prices. I wish I could recount a valiant military careerlike my brother Bud, who was a Navy bomber pilot on acarrier in the Pacificbut my service stint was really fairly ordinary time spent as a lieutenant and then as acaptain doing things like supervising security at aircraft plants and POW camps in California and aroundthe country. As if each fear'd to be the last; � �