From day one, we just always found the folks who had the qualities that neither Bud nor I had. And theyfit into the niches as the company grew. Then every so often, we needed even better talents than wesometimes had on board. And that's when the David Glasses would come along. But there's a time for allthese things. I tried for almost twenty years to hire Don Soderquist away from Ben Franklin. I evenoffered him the presidency one time, and he didn't come. But when we really needed him later on, hefinally joined up and made a great chief operating officer for David's team. At any company, the timecomes when some people need to move along, even if they've made strong contributions. I haveoccasionally been accused of pitting people against one another, but I don't really see it that way. I havealways cross-pollinated folks and let them assume different roles in the company, and that has bruisedsome egos from time to time. But I think everyone needs as much exposure to as many areas of thecompany as they can get, and I think the best executives are those who have touched all the bases andhave the best overall concept of the corporation. I hate to see rivalry develop within our company when itbecomes a personal thing and our folks aren't working together and supporting one another. I don't subscribe much to any of these fancy investing theories, and most people seem surprised to learnthat I've never done much investing in anything except Wal-Mart. I believe the folks who've done thebest with Wal-Mart stock are those who have studied the company, who have understood our strengthsand our management approach, and who, like me, have just decided to invest with us for the long run. started out as a pure neophyte, learned his trade, swept the floor, kept the books, trimmed the windows,weighed the candy, rung the cash register, installed the fixtures, remodeled the stores, built anorganization of this size and quality, and kept on doing it right up to the end because they enjoyed it somuch. No one that I know of has done it that way. It sure didn't slow us down any because two years later, in 1979, with about 230 stores on the street,we hit a billion dollars in sales for the first time. Of all the milestones we ever reached, that one probablyimpressed me the most. I have to admit, I was amazed that Wal-Mart had turned into a billion-dollarcompany. But I couldn't see any logic to stopping there, and right about then another acquisitionopportunity came our way. 五月丁香深深爱 开心婷婷五月综合基地 丁香婷婷 婷婷激情网 Anyone interest in volunteering some time to this worthy organization should write to: Amnesty International, 2112 Broadway, Room 309, New York, NY 10023. The minute I get up, I go to work. I get up at about nine, and go right to work, says Liz. "I look at the paper right quick, and go right to the typewriter, and work till I finish the column at one. I work in my apartment because I would never have time to get up and dress and go to another place. I would never get to meet my deadline. 鈥?I work all the time. I work a lot on the weekends because that's the only time I can even vaguely make a stab at catching up. 鈥?I just about kill myself to get everything done. I don't know if it's worth it." WESTSIDER RAUL JULIA Because of a long-standing disagreement with Rudolph Bing, the managing director of the Metropolitan Opera, it was not until 1975, after Bing's retirement, that she made her debut at the Met. The occasion caused the largest advance ticket sale in the company's history.