Wal-Mart, like every other American retailer, is a huge importer of merchandise from overseas. In somecasestoo many in my opinionimporting is really our only alternative because a lot of American-madegoods simply aren't competitive, either in price, or quality, or both. We committed ourselves to seeing ifwe could do anything to improve the situation. The remedy we envisioned wasn't some blind patrioticidea that preaches buying American at any cost. We, like any other retailer, will only buy American ifthose goods can be produced efficiently enough to offer good value. We're not interested in charity here;we don't believe in subsidizing substandard work or inefficiency. So our primary goal became to workwith American manufacturers, and see if our formidable buying power could help them deliver the goodsand, in the process, save some American manufacturing jobs. I sent out an open letter to our suppliers,inviting them to work with us on the program. "Wal-Mart believes American workers can make thedifference," I told them, "if management provides the leadership."We were surprised ourselves at the results. It turned out that if Wal-Mart committed to high volumepurchases well in advance of shipping deadlines, a lot of American manufacturers could save enough onthe purchase of materials, personnel scheduling, and inventory costs to realize significant efficiency gains. 鈥楤atala; my beloved Laura鈥檚 Birthday, May 20, 1878. 鈥楽ept. 19, 1857. 彩宝贝双色球专家汇总 鈥楤atala; my beloved Laura鈥檚 Birthday, May 20, 1878. Jack said he already knew he didn't want to stay at Wal-Mart until he was an old man, so after somediscussion, we agreed on the switch. David took the president's job, and Jack stayed on for three moreyears as chief financial officer, and he did a great job. Today, he does international consulting work, andhe remains a valuable Wal-Mart board member. David, of course, turned into a fantastic president, andabout five years ago I relinquished my CEO title to him. At that time, Jack retired. That's why I come in every Saturday morning usually around two or three, and go through all the weeklynumbers. I steal a march on everybody else for the Saturday morning meeting. I can go through thosesheets and look at a store, and even though I haven't been there in a while, I can remind myself ofsomething about it, the manager "maybe, and then I can remember later that they are doing this muchbusiness this week and that their wage cost is such and such. I do this with each store every Saturdaymorning. It usually takes about three hours, but when I'm done I have as good a feel for what's going onin the company as anybody heremaybe better on some days. I began to hear talk of the early discounterscompanies like Ann & Hope, whose founder, Marty Chase,is generally considered the father of discounting. Spartan's and Mammoth Mart and Two Guys fromHarrison and Zayre and Arlan's were all starting up in the Northeast, and I remembered that lesson I'dlearned a long time ago in Newport with the panties selling in such huge volume when they were priced at$1.00, instead of $1.20. So I started running all over the country, studying the concept from the millstores in the East to California, where Sol Price started his Fed-Mart in 1955. The hopes and fears, the cares and woes of earth. principle of the less you charge, the more you'll earn. And here it is: the more you share profits with yourassociateswhether it's in salaries or incentives or bonuses or stock discountsthe more profit will accrueto the company. Why Because the way management treats the associates is exactly how the associateswill then treat the customers. And if the associates treat the customers well, the customers will returnagain and again, andthat is where the real profit in this business lies, not in trying to drag strangers intoyour stores for one-time purchases based on splashy sales or expensive advertising. Satisfied, loyal,repeat customers are at the heart of Wal-Mart's spectacular profit margins, and those customers are loyalto us because our associates treat them better than salespeople in other stores do. So, in the wholeWal-Mart scheme of things, the most important contact ever made is between the associate in the storeand the customer. 鈥業 feel that I was rather ungrateful last year about Dalhousie. Though I do not like the place much, it is a very great blessing to have it.鈥? Because of my heart irregularity, I couldn't see combat, but I was still able to accept my ROTCcommission as a second lieutenant. By the time I went into the Army I had two things settled: I knew whoI wanted to marry, and I knew what I wanted to do for a livingretailing. About a year after I went intothe Army, Helen and I were married on Valentine's Day, 1943, in her hometown ofClaremore,Oklahoma. 鈥楤atala; my beloved Laura鈥檚 Birthday, May 20, 1878. "We never finished up until about twelve-thirty at night, and we'd all go out for a beer except Mr.