One of them visited the tomb again with a sweet face beside him; but that was years after. Traditionally, we've had this attitude that if you wanted to be a manager at Wal-Mart, you basically hadto be willing to move on a moment's notice. You get a call that says you're going to open a new store500 miles away, you don't ask questions. You just pack and go, then sometime later you worry aboutselling your house and moving your family. Maybe that was necessary back in the old days, and maybe itwas more rigid than it needed to be. Now, though, it's not really appropriate anymore for severalreasons. First, as the company grows bigger, we need to find more ways to stay in touch with thecommunities where we operate, and one of the best ways to do that is by hiring locally, developingmanagers locally, and letting them have a career in their home communityif they perform. Second, theold way really put good, smart women at a disadvantage in our company because at that time theyweren't as free to pick up and move as many men were. Now I've seen the light on the opportunities wemissed out on with women. (I have to admit that Helen and my daughter Alice have helped me comearound to this way of thinking.)In the old days, retailers felt the same way about women that they did about college boys, only more so. 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. A few more questions and it was evident that Rascon, in spite of the baiting that Doyle had given him, was pretty well on guard and in control of himself and would admit nothing unless Doyle had documentary proof or something just as good. Doyle, not wishing to disclose the limit of his information, turned the interview short. "What do you suppose has become of Miriam?" We never leave an item hanging. We will make a decision in that meeting even if it's wrong, andsometimes it is. But when the people come out of that room, you would be hard-pressed to tell whichones oppose it and which ones are for it. And once we've made that decision on Friday, we expect it tobe acted on in all the stores on Saturday. What we guard against around here is people saying, 'Let'sthink about it.' We make a decision. Then we act on it."Once these regional managers have come back on Thursdays, we load up the planes with some buyersand send them out to visit the individual stores. As we've gotten bigger, we've added on all kinds of waysto keep our buyers responsive to the store needs. These days we've got folks called regional buyers,who go around and help the store managers customize the merchandise for their own stores. My favoritebuyer program is one called Eat What You Cook. Once a quarter, every buyer has to go out to adifferent store and act as manager for a couple of days in the department he or she buys merchandise for. 欧美免费观看全部视频_成年人欧美视频在线观看 "Competition is very definitely what made Wal-Martfrom the very beginning. There's not an individualin these whole United States who has been in more retail storesall types of retail stores too, not justdiscount storesthan Sam Walton. Make that all over the world. He's been in stores in Australia andSouth America, Europe and Asia and South Africa. His mind is just so inquisitive when it comes to thisbusiness. And there may not be anything he enjoys more than going into a competitor's store trying tolearn something from it."At first, we only butted heads with other regional discounters, like Gibson's and the Magic Mart discountdivision of Sterling. We didn't compete directly with Kmart. To put things into perspective, compareKmart and Wal-Mart after they had both been on the street for ten years. Our fifty-plus Wal-Marts andeleven variety stores were doing about $80 million a year in sales compared to Kmart's five hundredstores doing more than $3 billion a year. But Kmart had interested me ever since the first store went up in1962. I was in their stores constantly because they were the laboratory, and they were better than wewere. I spent a heck of a lot of my time wandering through their stores talking to their people and tryingto figure out how they did things. 鈥淢aggie,鈥?he said at last, pausing before her, and speaking in a tone of imploring wretchedness, 鈥渉ave some pity 鈥?hear me 鈥?forgive me for what I did yesterday. I will obey you now; I will do nothing without your full consent. But don鈥檛 blight our lives forever by a rash perversity that can answer no good purpose to any one, that can only create new evils. Sit down, dearest; wait 鈥?think what you are going to do. Don鈥檛 treat me as if you couldn鈥檛 trust me.鈥?