overall sales. And we recognize the department managers who have the highest sales companywide. Wecall up the truck drivers who've won the safety awards for the best driving records, and we honor them. Before I begin--here's a cheque for one thousand dollars. We will all miss him. Dear Daddy-Long-Legs, Most meetings are held in some hotel ballroom in a big city, and are pretty quick, formal affairs with thereading of the minutes and the passing of a few shareholder motions. A lot of them, I understand, are heldin places like Wilmington, Delaware, where the companies are incorporated, in the hope that a whole lotof people won't show up. We took the opposite approach. We figured we were already out of the wayenough to discourage anybody from coming, but since we wanted to encourage folks to attend, wescheduled a whole weekend of events for them. We invited folks down from New York, Chicago, orwherever. They paid their own way down and back, but we really showed them a time. 鈥淥h, I do 鈥?I begin to see,鈥?said Maggie, unable to repress this utterance of her recent pain. 鈥淚 know I shall be insulted. I shall be thought worse than I am.鈥? 日本无码不卡高清免费v 日本视频高清免费观看 日本高清免费一本视频 日本高清视频在线网站 The Sam's launch reflects another part of my management style that applies not only to the competition,but to our own people as well. I like to keep everybody guessing. I don't want our competitors gettingtoo comfortable with feeling like they can predict what we're going to do. And I don't want our ownexecutives feeling that way either. It's part of my strong feeling for the necessity of constant change, forkeeping people a little off balance. Daddy, to remember sixty years ago? And, if so, did people talk Think One Store at a TimeThat sounds easy enough, but it's something we've constantly had to stay on top of. Because our salesand earnings keep going up doesn't mean that we're smarter than everyone else, or that we can make ithappen because we're so big. What it means is that our customers are supporting us. If they stopped, ourearnings would simply disappear, and we'd all be out looking for new jobs. So we know what we haveto do: keep lowering our prices, keep improving our service, and keep making things better for the folkswho shop in our stores. That is not something we can simply do in some general way. It isn't somethingwe can command from the executive offices because we want it to happen. We have to do it store bystore, department by department, customer by customer, associate by associate.