Most of these early guys were very egotistical people who loved to drive big Cadillacs and fly around intheir jets and vacation on their yachts, and some of them lived in houses like I'd never even thought aboutbefore. I remember going to dinner at one of their houses, and we got picked up by this limousine thatmust have had room for fourteen people. Man, they were living high. And they could afford to back thenbecause this discounting thing was working so well. Customers just flocked to their stores, and thesefellows were covered up in cash. Most of them could still be around today if they had followed somebasic principles about running good stores. There are a lot of ways to build strong companies. They don'thave to be done the Wal-Mart way, or my way, or anybody else's way. But you do have to work at it. From Ron Mayer's arrival on, we as a company have been ahead of most other retailers in investing insophisticated equipment and technology. The funny thing is, everybody at Wal-Mart knows that I'vefought all these technology expenditures as hard as I could. All these guys love to talk about how I neverwanted any of this technology, and how they had to lay down their life to get it. The truth is, I did want it,I knew we needed it, but I just couldn't bring myself to say, "Okay, sure, spend what you need." I alwaysquestioned everything. It was important to me to make them think that maybe the technology wasn't asgood as they thought it was, or that maybe it really wasn't the end-all they promised it would be. It seemsto me they try just a little harder and check into things a little bit closer if they think they might have achance to prove me wrong. If I really hadn't wanted the technology, I wouldn't have sprung the moneyloose to pay for it. I think quite a few companies use charitable giving guidelines as a way to say, in effect, "We gave at theoffice," when it comes to thinking about what overall good the companies should be accomplishing. In myopinion, Wal-Mart is an entirely different sort of enterprise from that and I would argue that our relentlesseffort to improve our business has always been tied to trying to make things better for the folks who liveand work in our communities. We have built a company that is so efficient it has enabled us to save ourcustomers billions of dollars, and whether you buy into the argument or not, we believe it. That in itself isgiving something back, and it has been a cornerstone philosophy of our company. 色欲天天天影视综合网,大香蕉久久网,一个道久久综合久久88, 怡红院综? pay on the performance of the company or return on investment to the shareholders or some yardstickwhich clearly takes into account how well they're doing their job. And the formula has to make sure thatprofits are divided fairly among workers, management, and stockholders, according to their contributionsand risks. At Wal-Mart, we've always paid our executives less than industry standards, sometimesmaybe too much less. But we've always rewarded them with stock bonuses and other incentives relateddirectly to the performance of the company. It's no coincidence that the company has done really well,and so have they. It all sounds simple enough. And the theories really are pretty basic. None of this leads to a truepartnership unless your managers understand the importance of the associates to the whole process andexecute it sincerely. Lip service won't make a real partnershipnot even with profit sharing. Plenty ofcompanies offer some kind of profit sharing but share absolutely no sense of partnership with theiremployees because they don't really believe those employees are important, and they don't work to leadthem. These days, the real challenge for managers in a business like ours is to become what we callservant leaders. And when they do, the teamthe manager and the associatescan accomplish anything. In September, 1777, the King of Bavaria died. The emperor thought it a good opportunity to annex Bavaria to Austria. 鈥淒o but look on the map,鈥?says Carlyle, in his peculiar style of thought and expression: 鈥測ou would say, Austria without Bavaria is like a human figure with its belly belonging to somebody else. Bavaria is the trunk or belly of the Austrian dominions, shutting off all the limbs of them each from the other; making for central part a huge chasm.鈥? For a while there I got to thinking that maybe I was just a genius at picking these items, they all did sowell. But I finally realized that because I was the chairman, and because they knew I'd be coming intotheir stores sooner or later, our associates would get at it on those items I chose and move those thingsright on out. I learned I had to be careful the time we promoted the Moon Pies. These gooeymarshmallow snacks, which are real popular in the South, were another one of my great items. I got onto them in Tennessee, where I ran into a department head, a woman who had been selling Moon Pies inan unbelievable way just by putting them out where folks would notice them. Well, I knew they weren'tbeing pushed across Wal-Mart because I hardly ever saw them around in the stores. So I took her idea,came back, got with the buyer, called the company, and said, "Hey, what if I make the Moon Pie myitem, ship it to all our stores, and sell it five for $1.00 instead of 23 cents apiece" They went for it andcame down in their price to 12 cents apiece. We charged 20 cents and sold 500,000 Moon Pies, or$100,000 worth, in one week. Company-wide, it was a real winner. The problem was everybody gotcarried away with my item and we shipped them to Wisconsin. Those people up there never heard ofMoon Pies before, and they weren't too interested in learning about them. It was the kind of mistake wehad to watch out for once we got so big.