a nice, restful time. We climbed to the top of `Sky Hill' I don't know how the folks around our executive offices see me, and I know they get frustrated with theway I make everybody go back and forth on so many issues that come up. But I see myself as being alittle more inclined than most of them are to take chances. On something like the Kuhn's decision, I try toplay a "what-if" game with the numbersbut it's generally my gut that makes the final decision. If it feelsright, I tend to go for it, and if it doesn't, I back off. that you and I hold, but that's your own fault. You are welcome I've never let myself fret too much about that. We've had some tremendous fluctuations of our stockover time. Sometimes it will shoot up because retailing has become a fashionable sector with theinvestment community. Or it will plunge because somebody writes a report saying that Wal-Mart'sstrategy is all wrong. When we bought a chain of stores called Kuhn's Big K in 1981which took us eastof the Mississippi for the first time in a significant wayseveral reports said we were taking on more thanwe could handle, and that we would never make it once we got to Atlanta or New Orleans. We've hadreports predicting that when we got to St. Louis, or wherever, and met somereal competition, we wouldnever be able to stay profitable. Our demise has been predicted ever since we hit the stock market. Andwhenever one of these big institutional investors reads something like that, and decides he believes it, heunloads a million shares, or 500,000 shares, and in the past that has created some fluctuations in the priceof our stock. Give Me a Squiggly! 黄色网址大全 For all my confidence, I hadn't had a day's experience in running a variety store, so Butler Brothers sentme for two weeks' training to the Ben Franklin inArkadelphia,Arkansas. After that, I was on my own,and we opened for business onSeptember 1, 1945. Our store was a typical old variety store, 50 feetwide and 100 feet deep, facingFront Street, in the heart of town, looking out on the railroad tracks. Backthen, those stores had cash registers and clerk aisles behind each counter throughout the store, and theclerks would wait on the customers. Self-service hadn't been thought of yet. I'll hear it anyway. For various reasons, including taxes, Rob recommended restructuring our debt, consolidating it into onebig loan for the company. Ron Mayer and I had heard that the Prudential was making loans to a lot ofsmall retail chains, so we made an appointment with one of their loan officers and flew to New York. Bynow we really needed the money, pure and simple. I went to Prudential. I had my predictions all spelledout on my yellow legal pad, and I was sure they were going to loan us the money. I went through myfive-year planmy sales, profits, number of storesand talked about our strategy of going to the smalltowns where there was no competition and told the loan officer how much business we thought there wasout there waiting to be plucked. He didn't buy it at all, told us he didn't think a company like thePrudential could afford to gamble with us. I saved those projections for a long time, and they were allexceeded by 15 to 20 percent in the years to come.