"I had been with the company about five days, and we were opening a store in Idabel, Oklahoma. Wehad thirteen days to open it, which is still a record. They worked me about 125 hours or more the firstweek. The second week it was getting worse. Then Samwho knew who I was because I was a localBentonville boycomes walking up to me and says, 'Who hired you' I told him that Ferold Arend had,and he said, 'Well, do you think you'll ever be a merchant' Just the way he said it made me mad enoughto want to quit. Then Don Whitaker came walking up to me and looked at me almost like he smelledsomething bad, and said, 'Who in thehell hired you' At the time, it didn't seem like going to college wasmuch of an advantage in this company. We really had to prove ourselves to those old guys."Obviously if we were going to grow, we had to bring in college-educated folks. But at first, the culturetried to reject them. And now that we have even more complicated needsin technology, finance,marketing, legal, whateverour demand for a more sophisticated work force is growing all the time. Allthis requires some basic changes in the way we think about ourselves, about who's a good Wal-Mart hirefor tomorrow and about what we can do for the folks already on board. That's one reason Helen and Istarted the Walton Institute down at the University of Arkansas in Fort Smith. It's a place where ourmanagers can go and get exposure to some of the educational opportunities they may not have hadearlier on. Also, we as a company need to do whatever we can to encourage and help our associatesearn their college degrees. We need these folks to get the best training they possibly can. It opens uptheir career opportunities, and it benefits us. Even Euclid, who has laid himself as little open to the charge of credulity as any writer who ever lived, cannot get beyond this. He has no demonstrable first premise. He requires postulates and axioms which transcend demonstration, and without which he can do nothing. His superstructure indeed is demonstration, but his ground is faith. Nor again can he get further than telling a man he is a fool if he persists in differing from him. He says 鈥渨hich is absurd,鈥?and declines to discuss the matter further. Faith and authority, therefore, prove to be as necessary for him as for anyone else. 鈥淏y faith in what, then,鈥?asked Ernest of himself, 鈥渟hall a just man endeavour to live at this present time?鈥?He answered to himself, 鈥淎t any rate not by faith in the supernatural element of the Christian religion.鈥? 幸运快3怎么稳赚 "On one occasion," he said, "while returning by steamer from Lachine, an oddly-dressed person sailed along with us. He had a short-tailed blue coat with metal buttons that once had been clear, but the salt spray of the Atlantic Ocean had dimmed their lustre, a woollen-striped, double-breasted waistcoat, while a pair of velveteen pantaloons graced his hurdies. He was a forward kind of little man from the south of Scotland, who had paid little attention to the cut of his whiskers, and the hair of his head seemed to furnish a good cover for game of a peculiar kind. Corinna rose and gathered up her gloves. 鈥淚鈥檓 glad you realise the fact.鈥? 鈥淚 don鈥檛,鈥?she retorted. 鈥淚 shall always remember you and your kindness.鈥? Case closed. But as long as he is convinced that it is the right thing, it just keeps coming upweek afterweek after weekuntil finally everybody capitulates and says, well, it's easier to do it than to keep fightingthis fight. I guess it could be called management by wearing you down."One way I've managed to keep up with everything on my plate is by coming in to the office really earlyalmost every day, even when I don't have those Saturday numbers to look over. Four-thirty wouldn't beall that unusual a time for me to get started down at the office. That early morning time is tremendouslyvaluable: it's uninterrupted time when I think and plan and sort things out. I write my letters and myarticles forWal-Mart World, our company newsletter. He looked enquiringly at Martin and Martin looked enquiringly at Corinna. "We used to get in some terrific fights. You have to be just as tough as they are. You can't let them getby with anything because they are going to take care of themselves, and your job is to take care of thecustomer. I'd threaten Procter & Gamble with not carrying their merchandise, and they'd say, 'Oh, youcan't get by without carrying our merchandise.' And I'd say, 'You watch me put it on a side counter, andI'll put Colgate on the endcap at a penny less, and you just watch me.' They got offended and went toSam, and he said, 'Whatever Claude says, that's what it's going to be.' Well, now we have a real goodrelationship with Procter & Gamble. It's a model that everybody talks about. But let me tell you, onereason for that is that they learned to respect us. They learned that they couldn't bulldoze us likeeverybody else, and that when we said we were representing the customer, we were dead serious."In those days, of course, we desperately needed Procter & Gamble's product, whereas they could havegotten along just fine without us. Today, we are their largest customer. But it really wasn't until 1987 thatwe began to turn a basically adversarial vendor/retailer relationship into one that we like to think is thewave of the future: a win-win partnership between two big companies both trying to serve the samecustomer. Believe it or not, as big as we had become by then, I don't believe Wal-Mart had ever beencalled on by a corporate officer of P&G. We just let our buyers slug it out with their salesmen and bothsides lived with the results.