She was shown up at once, after being announced, into Dr. Kenn鈥檚 study, where he sat amongst piled-up books, for which he had little appetite, leaning his cheek against the head of his youngest child, a girl of three. The child was sent away with the servant, and when the door was closed, Dr. Kenn said, placing a chair for Maggie 鈥? Encourage your associates to hold a stake in the company. Offer discounted stock, and grant themstock for their retirement. It's the single best thing we ever did. As well as all that worked out for everyoneand it really didI won't pretend there wasn't tensionsurrounding that period in our history. This is a highly competitive business, and an even more competitivecompany. It naturally attracts a lot of ambitious people, sometimes with egos to match. Ever since mypeewee football days, I've believed almost any kind of competition is great. I expect our folks tocompete with one another and as I have said, what I hate is to see a rivalry become a personal thing,where the folks don't support one another. "More than anything else, we had manpower problemsfinding good people and getting them trained in ahurry. Because we always ran a real tight organization, we had no excess people in the stores so they hadto get real good real fast. Back when I had been at Hested's, and at Newberry's, too, a guy had to haveten years' experience before we'd even consider him to be what we called a manager-in-training. Downhere, Sam would take people with hardly any retail experience, give them six months with us, and if hethought they showed any real potential to merchandise a store and manage people, he'd give them achance. He'd make them an assistant manager. They were the ones who would go around and open allthe new stores, and they would be next in line to manage their own store. In my opinion, most of themweren't anywhere near ready to run stores, but Sam proved me wrong there. He finally convinced me. Ifyou take someone who lacks the experience and the know-how but has the real desire and thewillingness to work his tail off to get the job done, he'll make up for what he lacks. And that proved truenine times out of ten. It was one way we were able to grow so fast."We were trying to put in as many merchandising programs as we could and give our stores as muchsupport as possible during all this growth, but in the early seventies, that Wal-Mart manager was stillpretty much out there on his own when it came to promoting items and moving the merchandise. 成av人电影在线观看_亚洲人成电影网站色_亚洲成人美图_想要爱影院 What they had was a Ben Franklin variety store inNewport,Arkansasa cotton and railroad town ofabout 7,000 people, in the Mississippi River Delta country of easternArkansas. I remember riding downthere on the train from St. Louis, still wearing my Army uniform with the Sam Browne belt, and walkingdown Front Street to give this storemy dreamthe once-over. A guy fromSt. Louisowned it, and thingsweren't working out at all for him. He was losing money, and he wanted to unload the store as fast as hecould. I realize now that I was the sucker Butler Brothers sent to save him. I was twenty-seven years oldand full of confidence, but I didn't know the first thing about how to evaluate a proposition like this so Ijumped right in with both feet. I bought it for $25,000 $5,000 of our own money and $20,000borrowed from Helen's father. My naivet about contracts and such would later come back to haunt mein a big way. I always wanted to be the best retailer in the world, not necessarily the biggest. In fact, as I said in thatarticle thirty something years ago, I've always been a little bit afraid that big might get in the way of doinga good job. Of course, being this big has some real advantages. Until we reached a billion dollars, a lot ofsuppliers and vendors just ignored us way out here in the Arkansas outback. For years, some supplierswouldn't even call on us. Now, of course, we're too big to ignore. But being big also poses dangers. Ithas ruined many a fine companyincluding some giant retailerswho started out strong and got bloated orout of touch or were slow to react to the needs of their customers. DON SODERQUIST, FORMER PRESIDENT OF BEN FRANKLIN, NOW VICE CHAIRMANAND CHIEF OPERATING OFFICER, WAL-MART: "It's true that I came up with the idea of making the annual meeting more of an event, but Sam didn't tellyou the whole reason why. I'll never forget Wal-Mart's first annual meeting, or I should say, meetings. Iwent up a day early to help prepare for it, but this friend of Sam'sFred Pickens from Newportgotconfused on the dates and showed up a day early. So Sam decided to go ahead and hold the meeting forFred, right there in his office. The next day we had the official annual meeting: six of us met around a tableof the coffee shop there by the warehouse. Maggie made no answer.