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博彩老头排列五14106

时间: 2019年11月17日 16:35 阅读:54700

博彩老头排列五14106

� Think One Store at a TimeThat sounds easy enough, but it's something we've constantly had to stay on top of. Because our salesand earnings keep going up doesn't mean that we're smarter than everyone else, or that we can make ithappen because we're so big. What it means is that our customers are supporting us. If they stopped, ourearnings would simply disappear, and we'd all be out looking for new jobs. So we know what we haveto do: keep lowering our prices, keep improving our service, and keep making things better for the folkswho shop in our stores. That is not something we can simply do in some general way. It isn't somethingwe can command from the executive offices because we want it to happen. We have to do it store bystore, department by department, customer by customer, associate by associate. � 博彩老头排列五14106 Think One Store at a TimeThat sounds easy enough, but it's something we've constantly had to stay on top of. Because our salesand earnings keep going up doesn't mean that we're smarter than everyone else, or that we can make ithappen because we're so big. What it means is that our customers are supporting us. If they stopped, ourearnings would simply disappear, and we'd all be out looking for new jobs. So we know what we haveto do: keep lowering our prices, keep improving our service, and keep making things better for the folkswho shop in our stores. That is not something we can simply do in some general way. It isn't somethingwe can command from the executive offices because we want it to happen. We have to do it store bystore, department by department, customer by customer, associate by associate. � It's the one kind of store for which I have the least sympathy because, frankly, a good smart hardwarestore operator can just beat us to death if he thinks about what he's doing and commits to putting up afight. If he gets his assortment right and makes sure his salespeople have excellent knowledge of theproducts and how to use them, and goes out of his way to take care of his customers, he can keep plentyof business away from us. We don't have nearly the assortment of a hardware storeplumbing suppliesand electrical equipment and specialty tools. And not all of our folks can explain how to fix a leaky faucetor rewire a lamp the way folks in a hardware store should be able to. Our paint customers don't getwaited on much either. They have to pick out their own paint and then walk around with it looking for therest of the things they want. The same is true in sporting goods, where the customer can't expect to getnearly the same kind of service from us as from a specialty store. To understand Wal-Mart's point of view on middlemen, and our relationship with our vendors, you haveto look back to our beginnings in the discount business. In the early days of the industry, mostdiscounters were served entirely by middlemen, jobbers, or distributors who came in and said to thoseold promoters, "We'll keep your shelves filled for 15 percent of the gross." In other words, the price onevery item included a 15 percent commission to the jobber for supplying the merchandise. That's how thefast-buck promoters got into the business without even having to think much like merchants. They tookwhat the jobbers gave them, added on the 15 percent, and still under-priced the department stores by along shot. � "It was great. We would get in the station wagon four brats and the dogstrap the canoe on top andhitch up a homemade trailer behind, and take off for a different part of the country every summer. Wewould always do it as long as Dad could stop and see his stores along the way. He would usually get ussituated, set up camp, and then Mother would stay at camp with us while he took off to look at stores. At the very beginning, I went along and ran my store by their book because I really didn't know anybetter. But it didn't take me long to start experimenting that's just the way I am and always have been. � paper and my fountain pen leaked. In trigonometry the Professor RULE 3: MOTIVATE your partners. Money and ownership alone aren't enough. Constantly, day byday, think of new and more interesting ways to motivate and challenge your partners. Set high goals,encourage competition, and then keep score. Make bets with outrageous payoffs. If things get stale,cross-pollinate; have managers switch jobs with one another to stay challenged. Keep everybodyguessing as to what your next trick is going to be. Don't become too predictable. Think One Store at a TimeThat sounds easy enough, but it's something we've constantly had to stay on top of. Because our salesand earnings keep going up doesn't mean that we're smarter than everyone else, or that we can make ithappen because we're so big. What it means is that our customers are supporting us. If they stopped, ourearnings would simply disappear, and we'd all be out looking for new jobs. So we know what we haveto do: keep lowering our prices, keep improving our service, and keep making things better for the folkswho shop in our stores. That is not something we can simply do in some general way. It isn't somethingwe can command from the executive offices because we want it to happen. We have to do it store bystore, department by department, customer by customer, associate by associate. CHAPTER IV. THE PROBLEMS OF PENOLOGY.