In 1971, we took our first big step: we corrected my big error of the year before, and started aprofit-sharing plan for all the associates. I guess it's the move we made that I'm proudest of, for a numberof reasons. Profit sharing has pretty much been the carrot that's kept Wal-Mart headed forward. Everyassociate of the company who has been with us at least a year, and who works at least 1,000 hours ayear, is eligible for it. Using a formula based on profit growth, we contribute a percentage of everyeligible associate's wages to his or her plan, which the associate can take when they leave thecompanyeither in cash or Wal-Mart stock. There's nothing that unusual about the structure of the plan. What Coach Joe Vigil sensed about character, what Dr. Bramble conjectured with hisanthropological models, Scott had been his entire life. The reason we race isn鈥檛 so much to beateach other, he understood, but to be with each other. Scott learned that before he had a choice,back when he was trailing Dusty and the boys through the Minnesota woods. He was no good andhad no reason to believe he ever would be, but the joy he got from running was the joy of addinghis power to the pack. Other runners try to disassociate from fatigue by blasting iPods or imaginingthe roar of the crowd in Olympic Stadium, but Scott had a simpler method: it鈥檚 easy to get outsideyourself when you鈥檙e thinking about someone else.*That鈥檚 why the Tarahumara bet like crazy before a ball race; it makes them equal partners in theeffort, letting the runners know they鈥檙e all in it together. Likewise, the Hopis consider running aform of prayer; they offer every step as a sacrifice to a loved one, and in return ask the Great Spiritto match their strength with some of his own. Knowing that, it鈥檚 no mystery why Arnulfo had nointerest in racing outside the canyons, and why Silvino never would again: if they weren鈥檛 racingfor their people, then what was the point? Scott, whose sick mother never left his thoughts, wasstill a teenager when he absorbed this connection between compassion and competition. " 'Well, to be perfectly honest with you, Mr. Marks, I didn't come here to socialize, I came here to meetyou. I know you're a CPA and you're able to keep confidences, and I really wanted your opinion onwhat I am doing now.' So he opens up this attach case, and, I swear, he had every article I had everwritten and every speech I had ever given in there. I'm thinking, 'This is a very thorough man.' Then hehands me an accountant's working column sheet, showing all his operating categories all written out byhand. 鈥淢y life is a controlled explosion,鈥?Barefoot Ted likes to say. He lives in Burbank, in a smallcompound that resembles Tom Hanks鈥檚 kid-gone-wild apartment in Big. The grounds are full ofgumball-colored Spyder sports cars, carousel horses, Victorian high-wheel bicycles, vintage Jeeps,circus posters, a saltwater swimming pool, and a hot tub patrolled by an endangered Californiadesert tortoise. Instead of a garage, there are two giant circus tents. Wandering in and out of thesingle-story bungalow are an assortment of dogs and cats, plus a goose, a tame sparrow, thirty-sixhoming pigeons, and a handful of odd Asian chickens with claws covered in fur-like feathers. 亚洲高清自有码中文字,香蕉在线手观看视频,亚洲台湾蝴蝶中文网,琪琪see色原网色原网站在线 鈥極h, yes, you could. Now do just as I tell you, Alice. When you鈥檝e eaten, we鈥檒l talk again.鈥? At our size today, there's all sorts of pressure to regiment and standardize and operate as a centrallydriven chain, where everything is decided on high and passed down to the stores. In a system like that,there's absolutely no room for creativity, no place for the maverick merchant that I was in the early daysat Ben Franklin, no call for the entrepreneur or the promoter. Man, I'd hate to work at a place like that,and I worry every single day about Wal-Mart becoming that way. I stay on these guys around here allthe time about it. Of course, all those vendors and suppliers would love to see us get that way. It wouldmake their jobs a lot simpler for sure. If anybody at Wal-Mart thinks we as a company are immune toBig Disease, I wish they'd just pack up and leave right now because it's always something we'll have toworry about. "He hired me with the full understanding that I was going to put together a warehouse and distributionsystem. I accepted the job, moved down here, and started drawing some plans. Then one day heproceeds to tell me he doesn't know for sure whether we really need a warehouse yet or not. It upset meto no end because that was really the only field I wanted to be into. I said, 'Gee, Sam, I want to run awarehouse.' For about six months to a year there, I just worked doing various things around thecompany, and in my spare time I drew up plans for a distribution center. There wasn't room for me in theoffice so they knocked a hole through the wall and went into the upstairs of the shoe store next door. Itwas kind of like an attic, my office, with no heat or air conditioning in it. We had one old toilet for a restroom, with a screen-door hook on the door. And there were about twenty-five people working there bynow. Sam would come by every so often and tell me to keep working on drawing those warehouseplans, but I could see he wasn't sure about it at all."I knew we needed a warehouse. I just wanted to make sure we got the kind we needed, and at this timetoo, remember, we were financing everything ourselves. We were borrowing heavily to open new stores.