We don't believe in taking a lot of money out of Wal-Mart's cash registers and giving it to charity for thesimple reason that any debit has to be passed along to somebodyeither our shareholders or ourcustomers. A few years ago, when Helen convinced me that our associates here in Bentonville needed afirst-class exercise facility, she and I paid the million dollars in construction costs ourselves, plus an annualsubsidy for a few years to get it started. We paid for it to show our sincere appreciation to theassociates, but also because I don't believe in asking the customers or the shareholders to pay forsomething like thatas worthy a cause as it may be. By not designating a large amount of corporate fundsto some charity which the officers of Wal-Mart may happen to like, we feel we give our shareholdersmore discretion in supporting their own charities. And I have been particularly proud of the reallygenerous community support shown by some of our shareholders who have been with us since way backwhenespecially the early store managers. Willard Walker and Charlie Baum are two guys who have justdone great things for the community with some of what they've accumulated through their Wal-Martholdings. But as I mentioned, we couldn't find anybody who wanted to run their trucks sixty or seventy miles outof the way into these little towns where we were operating. We were totally ignored by the distributorsand the jobbers. That's not only how we came to build our own distribution system, it's also how we gotused to beating the heck out of everybody on prices. We had a time getting good merchandise for ourstores back then, but our cost of acquiring the goods was rock bottombecause we sat out there withabsolutely no help from distributors. And because we got used to doing everything on our own, we havealways resented paying anyone just for the pleasure of doing business with him. Unless small merchants are already doing a great job, they'll probably have to rethink theirmerchandising and advertising and promotional programs once a discounter arrives on the scene. Theyneed to avoid coming at us head-on, and do their own thing better than we do ours. It doesn't make anysense to try to underprice Wal-Mart on something like toothpaste. That's not what the customer islooking to a small store for anyway. Most independents are best off, I think, doing what I prided myselfon doing for so many years as a storekeeper: getting out on the floor and meeting every one of thecustomers. Let them know how much you appreciate them, and ring that cash register yourself. That littlepersonal touch is so important for an independent merchant because no matter how hard Wal-Mart triesto duplicate itand we try awfully hard we can't really do it. 可以免费观看的AV毛片|在线看黄AV免费|国产AV在在免费线观看 鈥淣o, it does not remain the same,鈥?said Stephen. 鈥淲e have proved that it was impossible to keep our resolutions. We have proved that the feeling which draws us toward each other is too strong to be overcome. That natural law surmounts every other; we can鈥檛 help what it clashes with.鈥? JOHN WALTON: of ignorance my mind is; I am just realizing the depths myself. I struck;, up a relationship with a guy named Jimmy Jones at Republic Bank down in Dallas, and heloaned us a million dollars. And, of course, I had tried all along to attract some equity investment fromour store managers and a few relatives. So by 1970, we had seventy-eight partners invested in ourcompany, which really wasn't one company, but thirty-two different stores owned by a combination ofdifferent folks. My family owned the lion's share of every store, but Helen and I were also in debt up toour eyeballsseveral million dollars' worth. I never dwell on the negative, but that debt weighed heavy onme. If something happened and everybody decided to call their notes, I kept thinking, we would be sunk.