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时间: 2019年12月10日 18:18

This saturation strategy had all sorts of benefits beyond control and distribution. From the verybeginning, we never believed in spending much money on advertising, and saturation helped us to save afortune in that department. When you move like we did from town to town in these mostly rural areas,word of mouth gets your message out to customers pretty quickly without much advertising. When wehad seventy-five stores in Arkansas, seventy-five in Missouri, eighty in Oklahoma, whatever, peopleknew who we were, and everybody except the merchants who weren't discounting looked forward toour coming to their town. By doing it this way, we usually could get by with distributing just oneadvertising circular a month instead of running a whole lot of newspaper advertising. We've never beenbig advertisers, and, relative to our size today, we still aren't. Just like today, we became our owncompetitors. In the Springfield, Missouri, area, for example, we had forty stores within 100 miles. WhenKmart finally came in there with three stores, they had a rough time going up against our kind of strength. This saturation strategy had all sorts of benefits beyond control and distribution. From the verybeginning, we never believed in spending much money on advertising, and saturation helped us to save afortune in that department. When you move like we did from town to town in these mostly rural areas,word of mouth gets your message out to customers pretty quickly without much advertising. When wehad seventy-five stores in Arkansas, seventy-five in Missouri, eighty in Oklahoma, whatever, peopleknew who we were, and everybody except the merchants who weren't discounting looked forward toour coming to their town. By doing it this way, we usually could get by with distributing just oneadvertising circular a month instead of running a whole lot of newspaper advertising. We've never beenbig advertisers, and, relative to our size today, we still aren't. Just like today, we became our owncompetitors. In the Springfield, Missouri, area, for example, we had forty stores within 100 miles. WhenKmart finally came in there with three stores, they had a rough time going up against our kind of strength. Ron Mayer made special contributions, and Jack Shewmaker had as much to do with making Wal-Marta great company as anybody. John Tate has provided valuable counsel all along the way. 鈥淰ery well,鈥?said Stephen, dreamily, looking at her, as he rested his arm on the back of his chair. 鈥淭hen we鈥檒l stay here.鈥? � Most of these early guys were very egotistical people who loved to drive big Cadillacs and fly around intheir jets and vacation on their yachts, and some of them lived in houses like I'd never even thought aboutbefore. I remember going to dinner at one of their houses, and we got picked up by this limousine thatmust have had room for fourteen people. Man, they were living high. And they could afford to back thenbecause this discounting thing was working so well. Customers just flocked to their stores, and thesefellows were covered up in cash. Most of them could still be around today if they had followed somebasic principles about running good stores. There are a lot of ways to build strong companies. They don'thave to be done the Wal-Mart way, or my way, or anybody else's way. But you do have to work at it. 色播五月亚洲综合网,亚洲视频网站欧美视频网站,99久久免热在线观看,久久爱看免费观看 � � � 鈥業 wonder if you would do me a great favour,鈥?he said bluntly. "I realized before we went public that I didn't want it to happen. I guess if I were going to be mad withSam about anything, it would be over the fact that I always felt we could have gotten by without goingpublic. Nothing about the company ever affected me as deeply, and it was at that point that I decided Ihad to pursue my other interests outside the company. I just hated the idea that we were going to put allour financial interests out there for everybody to see. When you go public, they can ask all kinds ofquestions, and the family gets involved. We just became an open book, and I hated it."Helen's right, of course, about the downside of taking the company public. It did end up bringing us a lotof unwanted attention. But coming back from New York that day, I experienced one of the greatestfeelings of my life, knowing that all our debts were paid off. The Walton family only owned 61 percent ofWal-Mart after that day, but we were able to pay off all those bankers, and from that day on, we haven'tborrowed one dime personally to support Wal-Mart. The company has rolled along on its own andfinanced itself. Going public really turned the company loose to grow, and it took a huge load off me. Wehad another offering later on, trying to get broader ownership of the stock so we could be traded on theNew York Stock Exchange, but as a family we've only sold very limited amounts of Wal-Mart stockoutside of those offerings. I think that has really set us apart, and, as I said, that's the source of our networth. We just kept that stock. Most families somewhere along the line would have said, We don't wantthis rat race. We don't need to do what we are doing. Let somebody else have it. And then either Iwould have retired and backed out of the company and sold it to some Dutch investor or to Kmart orFederated, or somebody like that. But I enjoyed doing what I was doing so much and seeing the thinggrow and develop, and seeing our associates and partners do so well, that I never could quit.