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一本道高清到手机在线

时间: 2019年12月06日 05:55

� � The Indian proceeded with his story. Wrenford escaped to the woods, followed by himself in hot pursuit, and just as he was about to step into a canoe at the river's bank the Indian captured him and tied him to a tree, while he overturned the canoe on shore, emptying it of all its contents. Then, placing his pistol at Wrenford's clean-shaven head, he said: So you see what I mean when I say you have to think small to grow big. And really, I don't have anydoubt that Wal-Mart will stay the course and reach $100 billion in sales by the year 2000. It's achallenge. Nothing like it has ever been done before, but our folks will do it. And now I'm going toconfess to a really radical thought I've been having lately. I probably won't do anything about it, but thefolks who come after me are eventually going to have to face up to this question. Even by thinking small,can a $100 billion retailer really function as efficiently and productively as it should Or would maybe five$20 billion companies work better � For several minutes neither spoke, when Chrissy said, slowly and thoughtfully: 一本道高清到手机在线 It all sounds simple enough. And the theories really are pretty basic. None of this leads to a truepartnership unless your managers understand the importance of the associates to the whole process andexecute it sincerely. Lip service won't make a real partnershipnot even with profit sharing. Plenty ofcompanies offer some kind of profit sharing but share absolutely no sense of partnership with theiremployees because they don't really believe those employees are important, and they don't work to leadthem. These days, the real challenge for managers in a business like ours is to become what we callservant leaders. And when they do, the teamthe manager and the associatescan accomplish anything. 鈥淚 think,鈥?said Corinna, looking up at him, 鈥測ou have the most delicious little town I have seen in France.鈥? � Very few outsiders ever get to see our Saturday meetings. So the event that gives people the mostinsight into our corporate culture, the place where they really get a chance to see the Wal-Mart chemistryin action, is our annual stockholders' meeting. I told you how it began as an attempt to do somethingdifferent for the analysts, taking them on float trips and making them camp out. But since then it's growninto what is probably the largest corporate annual meeting in the world. It's gotten so big nowwith over10,000 shareholders and gueststhat we hold it down in Fayetteville at Barnhill Arena, the University ofArkansas's basketball coliseum. Soon we'll be holding it in the new Bud Walton Arena they're buildingdown there, and I know my brother will really take a lot of pride in that. And our success, it turned out, had attracted a lot of attention. My landlord, the department storeowner, was so impressed with our Ben Franklin's success that he decided not to renew our leaseat anypriceknowing full well that we had nowhere else in town to move the store. He did offer to buy thefranchise, fixtures, and inventory at a fair price; he wanted to give the store to his son. I had no alternativebut to give it up. But I sold the Eagle Store lease toSterlingso that John Dunham, my worthy competitorand mentor, could finally have that expansion he'd wanted.