Here is what the presidential citation said of Dad: But close upon that decisive act, her mind recoiled; and the sense of contradiction with her past self in her moments of strength and clearness came upon her like a pang of conscious degradation. No, she must wait; she must pray; the light that had forsaken her would come again; she should feel again what she had felt when she had fled away, under an inspiration strong enough to conquer agony 鈥?to conquer love; she should feel again what she had felt when Lucy stood by her, when Philip鈥檚 letter had stirred all the fibres that bound her to the calmer past. " 'Well, to be perfectly honest with you, Mr. Marks, I didn't come here to socialize, I came here to meetyou. I know you're a CPA and you're able to keep confidences, and I really wanted your opinion onwhat I am doing now.' So he opens up this attach case, and, I swear, he had every article I had everwritten and every speech I had ever given in there. I'm thinking, 'This is a very thorough man.' Then hehands me an accountant's working column sheet, showing all his operating categories all written out byhand. 久久人人97超碰,超碰97人人碰在线视,久久人人97超碰人人澡 1974 78 $ 168 million1976 125 $ 340 million1978 195 $ 678 million1980 276 $ 1.2 billionIn the early seventies, we had formed this cooperative research group among some of us discountersmostly regionalswho didn't compete with one another. Comparing notes with them made me realizejust what an amazing performance Wal-Mart was turning in. I remember they were just astonished. Theycould not believe we could be establishing the number of stores that we were. We would be putting infifty stores a year, when most of our group would be trying to start three, four, five, or six a year. Italways confounded them. They would always ask, "How do you do it There's no way you can be doingthat."But wewere doing it. We just stayed on top of it, and, along with increasing our sales, we increased ourprofitabilityfrom $1.2 million in 1970, to $41 million in 1980. On paper, we really had no right to dowhat we did. We were all pounding sand, and stretching our people and our talents to the absolutemaximum. And don't get me wrong: I'm not saying we didn't have our share of growing pains. Kennedy was talking rapidly and earnestly now. While Ron and Ferold were helping me run the company, and well before David joined us in themid-seventies, Jack Shewmaker was coming on strong as a big talent. He had done a fantastic job inopening stores. Jack had been the manager of a Kroger SuperCenter which was a concept combininggroceries and general merchandise not unlike our own supercenters today. So he had been a merchant,but he wasn't overly experienced when I hired him. He was in that first wave of college men I had startedto hire, and, being a graduate of Georgia Tech, he had that engineer's love of systems and organizationthat we were still badly in need of. By now, I was really surrounding myself with guys who were good atall the things I tended to just sluff off, like organizing the company to handle the growth explosion we hadstarted. If I hadn't gone after those folks, and kept on doing it, we would have come apart somewherethere in the seventies, or we certainly wouldn't have been able to pull off our really incredible expansion inthe eighties. Getting an early start on all these systems, building a foundation for our distribution centerdevelopment, starting to put data processing into the stores, really saved our bacon later on. We knew we had to act. He was the only one discounting out this way, and, because I had made allthose trips back East, I was probably one of the few out here who understood what he was up to.