These two guys are completely different in personality, but they are both whip smart. And with us upagainst it like we were, everybody had to head in the same direction. Once again, Wal-Mart provedeverybody wrong, and we just blew the doors off our previous performances. David made us a strongercompany almost immediately. Ron Mayer may have been the architect of our original distributionsystems, but David Glass, frankly, was much better than Ron at distribution, and that was one of the bigareas of expertise I had been afraid of losing. David also was much better at fine-tuning and honing ouraccounting systems. He, along with Jack, was a powerful advocate for much of the high technology thatkeeps us operating and growing today. And not only did he turn out to be a great chief financial officer,he also proved to be a fine talent with people. This new team was even more talented, more suited forthe job at hand than the previous one. "That whole period, Mayer's time of duty, and early Shewmaker, was when we really saw the systemsand computers begin to come into our lives at the operations levelthe store level. We had been usingClass 5 cash registers in all our stores, old hand-crank jobs, you know, which were very slow. Rontalked Sam into buying Singer electric cash registers for the stores, which was a great idea because youcouldn't really have run a business much longer without electric registers. Only trouble was those Singerregisters turned out to be temperamental as hell. Al Miles was the only manager we had who ever reallyfigured out how to work one. So Mayer had the right idea but the wrong register. I haven't had time yet to begin my immortal novel; the farm "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. 午夜色午夜视频之日本,超碰人人破,激情五月天小说,曰本一道本久久88不卡 In one of the alleys by the outer wall was a little house with a door in carved panels framing[Pg 243] inlaid work as delicate as woven damask. A crowd surrounding it could not be persuaded by Abibulla's eloquence to make way for me, a suspicious-looking stranger. train in order to take tea in the study. We had an awful lot of By now, though, with all the places I had to visit, I was driving too much to have time for anything else.