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14017期排列三

时间: 2019年11月17日 11:28 阅读:50649

14017期排列三

鈥淏ob,鈥?she said, after a few moments, looking down at the baby, and holding it anxiously, as if she feared it might slip from her mind and her fingers, 鈥淚 have a favor to ask of you.鈥? "More than anything else, we had manpower problemsfinding good people and getting them trained in ahurry. Because we always ran a real tight organization, we had no excess people in the stores so they hadto get real good real fast. Back when I had been at Hested's, and at Newberry's, too, a guy had to haveten years' experience before we'd even consider him to be what we called a manager-in-training. Downhere, Sam would take people with hardly any retail experience, give them six months with us, and if hethought they showed any real potential to merchandise a store and manage people, he'd give them achance. He'd make them an assistant manager. They were the ones who would go around and open allthe new stores, and they would be next in line to manage their own store. In my opinion, most of themweren't anywhere near ready to run stores, but Sam proved me wrong there. He finally convinced me. Ifyou take someone who lacks the experience and the know-how but has the real desire and thewillingness to work his tail off to get the job done, he'll make up for what he lacks. And that proved truenine times out of ten. It was one way we were able to grow so fast."We were trying to put in as many merchandising programs as we could and give our stores as muchsupport as possible during all this growth, but in the early seventies, that Wal-Mart manager was stillpretty much out there on his own when it came to promoting items and moving the merchandise. � 14017期排列三 "More than anything else, we had manpower problemsfinding good people and getting them trained in ahurry. Because we always ran a real tight organization, we had no excess people in the stores so they hadto get real good real fast. Back when I had been at Hested's, and at Newberry's, too, a guy had to haveten years' experience before we'd even consider him to be what we called a manager-in-training. Downhere, Sam would take people with hardly any retail experience, give them six months with us, and if hethought they showed any real potential to merchandise a store and manage people, he'd give them achance. He'd make them an assistant manager. They were the ones who would go around and open allthe new stores, and they would be next in line to manage their own store. In my opinion, most of themweren't anywhere near ready to run stores, but Sam proved me wrong there. He finally convinced me. Ifyou take someone who lacks the experience and the know-how but has the real desire and thewillingness to work his tail off to get the job done, he'll make up for what he lacks. And that proved truenine times out of ten. It was one way we were able to grow so fast."We were trying to put in as many merchandising programs as we could and give our stores as muchsupport as possible during all this growth, but in the early seventies, that Wal-Mart manager was stillpretty much out there on his own when it came to promoting items and moving the merchandise. � � "Sam would haul in all kinds of merchandise that he bought from these friends of his over inTennesseehaul it in by station wagon. It worked real good. The first year that store was open, I believeBentonville did $95,000 and we did $90,000. � � "Then what?" demanded Doyle, as though fearful that something might even yet arise to stop the story. � � � "More than anything else, we had manpower problemsfinding good people and getting them trained in ahurry. Because we always ran a real tight organization, we had no excess people in the stores so they hadto get real good real fast. Back when I had been at Hested's, and at Newberry's, too, a guy had to haveten years' experience before we'd even consider him to be what we called a manager-in-training. Downhere, Sam would take people with hardly any retail experience, give them six months with us, and if hethought they showed any real potential to merchandise a store and manage people, he'd give them achance. He'd make them an assistant manager. They were the ones who would go around and open allthe new stores, and they would be next in line to manage their own store. In my opinion, most of themweren't anywhere near ready to run stores, but Sam proved me wrong there. He finally convinced me. Ifyou take someone who lacks the experience and the know-how but has the real desire and thewillingness to work his tail off to get the job done, he'll make up for what he lacks. And that proved truenine times out of ten. It was one way we were able to grow so fast."We were trying to put in as many merchandising programs as we could and give our stores as muchsupport as possible during all this growth, but in the early seventies, that Wal-Mart manager was stillpretty much out there on his own when it came to promoting items and moving the merchandise. �