The writer has received the facts in this case in a letter from John Garret himself, from which some extracts will be made: LEE SMITH, EARLY WAL-MART ASSOCIATE: Invidious as the duty may be, I cannot withhold my testimony to the fact that families of slaves are often separated. I know not how any man can have the hardihood to deny it. The thing is notorious, and is often the subject of painful remark in the Southern States. I have often heard the practice of separating husband and wife, parent and child, defended, apologized for, palliated in a thousand ways, but have never heard it denied. How could it be denied, in fact, when probably the very circumstance which elicited the conversation was a case of cruel separation then transpiring? No, sir! the denial of this fact by mercenary scribblers may deceive persons at a distance, but it can impose upon no one at the South. But there's no question about it: one of the main reasons we've been able to roll this company outnationally was all the pressure put on me by guys like David Glass and, earlier, Jack Shewmaker andRon Mayer, to invest so heavily in technology. Yes, I argued and resisted, but I eventually signed thechecks. And we have been able to move way out front of the industry in both communications anddistribution. During that period in the late seventies when Kmart's management had such a strongresistance to any kind of change, that resistance included investment in systems. At the same time, ourfellows were just absolutely convinced that computers were essential to managing growth and keepingdown our cost structure. Today, of course, they've been proven so right that they look like geniuses. Iwould go so far as to say, in fact, that the efficiencies and economies of scale we realize from ourdistribution system give us one of our greatest competitive advantages. 免费看成年人视频大全,免费看成年人视频在线观看,第一改装网 "We have a lot of fun with all this item promotion, but here's what it's really all about. The philosophy itteaches, which rubs off on all the associates and the store managers and the department heads, is thatyour stores are full of items that can explode into big volume and big profits if you are just smart enoughto identify them and take the trouble to promote them. It has been a real key to helping this companydramatically increase its sales per square foot. If you are going to show the kind of double-digitcomparable store sales increases that we show every year, and grow a company the way we've grownours, you have to be merchandise driven. Otherwise, you become like everybody else. I can name you alot of retailers who were originally merchandise driven, but somehow lost it over the years. In retail, youare either operations drivenwhere your main thrust is toward reducing expenses and improvingefficiencyor you are merchandise driven. The ones that are truly merchandise driven can always workon improving operations. But the ones that are operations driven tend to level off and begin todeteriorate. So Sam's item promotion mania is a great game and we all have a lot of fun with it, but it isalso at the heart of what creates our extraordinary high sales per square foot, which enable us todominate our competition."By the way, I'm promoting an item in the stores this year that I think is a real winner: a halogen carheadlight for only $10.94. I teamed up on it with Jack Welch, the CEO of General Electric. It's a goodexample of how we're cooperating with our big vendors these days at the highest levels. "Sam is very sharp on being able to read people and their personalities, and their integrity, and he didn'tmake any mistakes back there picking people, if I do say so myself. Really, back early, one bad managercould have pulled us under. When you're only making $8,000 or maybe $12,000 a year net in a store, itwould have only taken one or two managers who were dishonest to lose the whole company. Sam wouldmeet them in the stores where they worked, and invite them down to look at his stores. You know, he's avery persuasive man; he could charm a bird out of a tree. And he and Helen would have you out to thehouse and serve ice cream, and they'd always ask if you and your family went to church. He was sogood at evaluating and selecting these fellows. He wasn't just looking for store managers. I think he wasselecting people he thought he could go forward with. He was progressive. He knew that he neededsomething, and he was looking for it, and he was getting it every step of the way."We found Claude over in Memphis running a Woolworth store. He was from Muskogee, Oklahoma,and about one-quarter Indian, and he had started with Woolworth out of high school. None of thesefellows like Don or Claude had any college, and they didn't want me hiring any college men. They had theidea that college graduates wouldn't get down and scrub floors and wash windows. The classic training inthose days was to put a two-wheeleryou know, a cart that you carry merchandise oninto a guy's handswithin the first thirty minutes he came to work and get him pushing freight out of the back room. They allcame out of these variety stores with the same background and the same kind of philosophy andeducation. And we looked for the action-oriented, do-it-now, go type of folks. Nobody wanted to gamble on that first Wal-Mart. I think Bud put in 3 percent, and DonWhitakerwhom I had hired to manage the store from a TG&Ystore out in Abilene, Texasput in 2percent, and I had to put up 95 percent of the dollars. Helen had to sign all the notes along with me, andher statement allowed us to borrow more than I could have alone. We pledged houses and property,everything we had. But in those days we were always borrowed to the hilt. We were about to go into thediscount business for real now. And from the time those doggone Wal-Marts opened until almost today,it has been a little challenging. Competition is actually the reason I love retailing so much. The Wal-Mart story is just another chapter inthat history of competitiona great chapter, mind you but it's all part of the evolution of the industry.