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众彩网童彤大乐透

时间: 2019年11月12日 22:05 阅读:5123

众彩网童彤大乐透

In some ways, our annual meeting is a bigger version of the kind of show we have on Saturdaymornings. We have entertainers, like Reba McEntire, the popular country singer, and we have guestspeakers. In other ways, it's a lot like the meetings of many companiesonly louder. We makepresentations to the shareholders, which focus on our accomplishments over the past year and on ourgoals and plans for the coming one. But what I think really sets our meeting apart is the degree to whichwe involve our associates, who, after all, are some of our most important shareholders. "Sam had us send our sales report in every week, and along with it we had to send in a Best SellingItem. I mean wehad to. What he was doing was teaching us to look for what's selling all the time. Youhad to look because you had to send in this report every week, and if you reported that nothing wasselling well, Mr. Walton would not be happy. He would think you weren't studying your merchandise,and in that case he'd come study it for you. He's been that way ever since I first met him in 1954."It's almost embarrassing to admit this, but it's true: there hasn't been a day in my adult life when I haven'tspent some time thinking about merchandising. I suspect I have emphasized item merchandising and theimportance of promoting items to a greater degree than most any other retail management person in thiscountry. It has been an absolute passion of mine. It is what I enjoy doing as much as anything in thebusiness. I really love to pick an itemmaybe the most basic merchandiseand then call attention to it. Weused to say you could sell anything if you hung it from the ceiling. So we would buy huge quantities ofsomething and dramatize it. We would blow it out of there when everybody knew we would have onlysold a few had we just left it in the normal store position. It is one of the things that has set our companyapart from the very beginning and really made us difficult to compete with. And, man, in the early days ofWal-Mart it really got crazy sometimes. � 众彩网童彤大乐透 "Sam had us send our sales report in every week, and along with it we had to send in a Best SellingItem. I mean wehad to. What he was doing was teaching us to look for what's selling all the time. Youhad to look because you had to send in this report every week, and if you reported that nothing wasselling well, Mr. Walton would not be happy. He would think you weren't studying your merchandise,and in that case he'd come study it for you. He's been that way ever since I first met him in 1954."It's almost embarrassing to admit this, but it's true: there hasn't been a day in my adult life when I haven'tspent some time thinking about merchandising. I suspect I have emphasized item merchandising and theimportance of promoting items to a greater degree than most any other retail management person in thiscountry. It has been an absolute passion of mine. It is what I enjoy doing as much as anything in thebusiness. I really love to pick an itemmaybe the most basic merchandiseand then call attention to it. Weused to say you could sell anything if you hung it from the ceiling. So we would buy huge quantities ofsomething and dramatize it. We would blow it out of there when everybody knew we would have onlysold a few had we just left it in the normal store position. It is one of the things that has set our companyapart from the very beginning and really made us difficult to compete with. And, man, in the early days ofWal-Mart it really got crazy sometimes. When all this comes together at one of our distribution centers, it's really a sight to behold. You reallyhave to see one of these places in action to appreciate them, and sometimes I can hardly believe themmyself. But I'll try to describe the activity at one. Start with a building of around 1.1 million square feet,which is about as much floor space as twenty-three football fields, sitting out somewhere on some 150acres. Fill it high to the roof with every kind of merchandise you can imagine, from toothpaste to TV's,toilet paper to toys, bicycles to barbecue grills. Everything in it is bar-coded, and a computer tracks thelocation and movement of every case of merchandise, while it's stored and when it's shipped out. Somesix hundred to eight hundred associates staff the place, which runs around the clock, twenty-four hours aday. On one side of the building is a shipping dock with loading doors for around thirty trucks at atimeusually full. On the other side is the receiving dock, which may have as many as 135 doors forunloading merchandise. � � � � Two years ago, we earned $1 billion in profits for the first time. That's a jump from only $41 million justten years before. Here's a chart that completely amazes me: � � On the other hand, let me say this: anytime we have ever had real trouble, or the serious possibility of aunion coming into the company, it has been because management has failed, because we have notlistened to our associates, or because we have mistreated them. "Sam had us send our sales report in every week, and along with it we had to send in a Best SellingItem. I mean wehad to. What he was doing was teaching us to look for what's selling all the time. Youhad to look because you had to send in this report every week, and if you reported that nothing wasselling well, Mr. Walton would not be happy. He would think you weren't studying your merchandise,and in that case he'd come study it for you. He's been that way ever since I first met him in 1954."It's almost embarrassing to admit this, but it's true: there hasn't been a day in my adult life when I haven'tspent some time thinking about merchandising. I suspect I have emphasized item merchandising and theimportance of promoting items to a greater degree than most any other retail management person in thiscountry. It has been an absolute passion of mine. It is what I enjoy doing as much as anything in thebusiness. I really love to pick an itemmaybe the most basic merchandiseand then call attention to it. Weused to say you could sell anything if you hung it from the ceiling. So we would buy huge quantities ofsomething and dramatize it. We would blow it out of there when everybody knew we would have onlysold a few had we just left it in the normal store position. It is one of the things that has set our companyapart from the very beginning and really made us difficult to compete with. And, man, in the early days ofWal-Mart it really got crazy sometimes. INEZ THREET, CLERK, WALTON's FIVE AND DIME, BENTONVILLE: