It is hard to give an account of such thing to them as wasn't present, ma'am. But there was a great outpouring of grace. Most extraordinary! exclaimed Mrs. Errington, and began to recapitulate all the occasions on which the wine supplied to her from the "Blue Bell" inn had been pronounced excellent by the first connoisseurs. But Castalia made small pretence of listening to or believing her statements. Indeed, I am sorry to say that obstinate incredulity was this young woman's habitual tone of mind with regard to almost every word that her mother-in-law uttered; whereby the Honourable Mrs. Castalia occasionally fell into mistakes. Because Wal-Mart had always been such a homegrown operation, this whole period sparked a lot ofphilosophical debate around our offices, and, frankly, I changed sides so often that I drove everybodyinvolved pretty crazy. I didn't have many problems at all with our first real acquisition, which came in1977. My brother Bud and David Glass negotiated a deal to buy a small chain called Mohr Valuediscount stores up in Illinois. Their stores had been averaging $3 million to $5 million a year per store,and it seemed like a good way to put a beachhead into some new territory. We closed five stores andconverted the remaining sixteen to Wal-Marts, and it wasn't much of a shock to our system. So you see what I mean when I say you have to think small to grow big. And really, I don't have anydoubt that Wal-Mart will stay the course and reach $100 billion in sales by the year 2000. It's achallenge. Nothing like it has ever been done before, but our folks will do it. And now I'm going toconfess to a really radical thought I've been having lately. I probably won't do anything about it, but thefolks who come after me are eventually going to have to face up to this question. Even by thinking small,can a $100 billion retailer really function as efficiently and productively as it should Or would maybe five$20 billion companies work better 在线看黄av免费,在线看的免费网站黄页,天天嚕2017最新视频免费 As helpful as that franchise program was to an eager-to-learn twenty-seven-year-old kid, ButlerBrothers wanted us to do things literally by the booktheir book. They really didn't allow their franchiseesmuch discretion. The merchandise was assembled inChicago,St. Louis, orKansas City. They told mewhat merchandise to sell, how much to sell it for, and how much they would sell it to me for. They toldme that their selection of merchandise was what the customers expected. They also told me I had to buyat least 80 percent of my merchandise from them, and if I did, I would get a rebate at year-end. If Iwanted to make a 6 or 7 percent net profit, they told me I would have to hire so much help and do somuch advertising. This is how most franchises work. Aron unstrapped and arose. Why? returned the lady, without raising her eyes from her soup-plate. Her family had seen some partnerships go sour, and she was dead-set in the notion that the only way togo was to work for yourself. So I went back to Butler Brothers to see what else they might have for me.