The only other reason the thing held together back then is that from the very start we would get all ourmanagers together once a week and critique ourselvesthat was really our buying organization, a bunchof store managers getting together early Saturday morning, maybe in Bentonville, or maybe in some motelroom somewhere. We would review what we had bought and see how many dollars we had committedto it. We would plan promotions and plan the items we intended to buy. Really, we were planning ourmerchandising programs. And it worked so well that over the years, as we grew and built the company, itjust became part of our culture. I guess that was the forerunner of our Saturday morning meetings. Wewanted everybody to know what was going on and everybody to be aware of the mistakes we made. Truth be told, discounting attracted mostly promoters in the beginningpeople who had been in thedistribution center business or who were real estate promoters, guys who weren't really even aspiringmerchants but who saw a huge opportunity. You didn't have to be a genius to see discounting as a newtrend that was going to sweep the country, and all kinds of folks came jumping into it with all fourfeetwherever they could arrive firstCedar Rapids, Iowa, or Springfield, Missouri, it didn't matter. Theywould take a carbon copy of somebody's store in Connecticut or Boston, hire some buyers and somesupervisors who were supposed to know the business, and start opening up stores. From about 1958until around 1970, it was phenomenally successful. "Another time, the chairman decided I was going to have to stand up there and sing 'Red River Valley' ata meeting three weeks away. He knew I couldn't carry a tune in a bucket but he made a bigger andbigger deal out of it every week until finally I had to put a group together to sing it so nobody would hearonly me. I always figured he just wanted to force me into doing something in public that I wasn't so goodat, and that way I had to eat a little humble pie. Anyway, I believe those meetings are managed fun, and Ithink the chairman manages them very discreetly. He knows when he wants it to be serious, and heknows when he wants it to be fun. Sometimes it's very democratic, and sometimes it's very dictatorial. 韩国三级 韩国三级电影 韩国三级片大全 DAVID GLASS: When we meet opposition to a prospective store site, we try to work with the opponents to see if wecan reasonably satisfy them. Occasionally, we will change a proposed location, or make someconcessions if they make sense to us. Today, though, we have almost adopted the position that if somecommunity, for whatever reason, doesn't want us in there, we aren't interested in going in and creating afuss. I encourage us to walk away from this kind of trouble because there are just too many other goodtowns out there who do want us. For every one that doesn't, I'd say we have another two hundredbegging us to come to their town. Wal-Mart wants to go where it's wanted. I've always said that thesimplest test of how right we are on this issue would be to go into any town where we've been for acouple of years and let everyone vote on whether they wanted us there or not. My Lord, they'd go crazyif we left. In fact, every now and then we do have to close up a store someplace because we just can'tmake it profitable, and the outcry is something awful. It's another part of the price you pay for success.