He said, 'Charlie, we don't give raises of a quarter an hour. We give them a nickel an hour.' But I didn'tcut back. I stayed with the seventy-five cents because those girls were earning it. We were a high-volumestore for those days, making pretty good money."I don't remember beingthat tight, but I guess Charlie's got it about right. We didn't pay much. It wasn'tthat I was intentionally heartless. I wanted everybody to do well for themselves. It's just that in my veryearly days in the business, I was so doggoned competitive, and so determined to do well, that I wasblinded to the most basic truth, really the principle that later became the foundation of Wal-Mart'ssuccess. You see, no matter how you slice it in the retail business, payroll is one of the most importantparts of overhead, and overhead is one of the most crucial things you have to fight to maintain your profitmargin. That was true then, and it's still true today. Back then, though, I was so obsessed with turning in aprofit margin of 6 percent or higher that I ignored some of the basic needs of our people, and I feel badabout it. I generally liked my experience with Ben Franklin, and I didn't want to get involved in having to build acompany with all that support apparatus. So, first I went up to Butler Brothers in Chicago armed with myusual yellow legal pad full of notes and made a big pitch for them to back me in a discounting venture. Iwanted them to be our wholesale arm, our merchandiser. If they had agreed, our family could havecontinued our fairly normal lifestyle. In those days, I wasn't as fully committed with my time to thebusiness, and it wouldn't have been all that difficult to put together an organization with them. But theyweren't interested. Then I approached Gibson, but he already had his franchiser so we couldn't gettogether either. We really had only two choices left: stay in the variety store business, which I knew wasgoing to be hit hard by the discounting wave of the future; or open a discount store. Of course I wasn'tabout to sit there and become a target. Now, right down the road from Bentonville sits Rogers,Arkansas, which was a good bit bigger town, but I never could operate there because Max Russellowned the Ben Franklin franchise. I tried to talk him into going in with me as a partner and building a bigstore there. But he wasn't interested. Managing that whole period of growth was the most exciting time of all for me personally. Really, therehas never been anything quite like it in the history of retailing. It was the retail equivalent of a real gusher: Susan had been retained too securely by Christina to be likely to side with Ernest all in a moment. He knew this very well, and did not call on her for the sake of support, moral or otherwise. He had called because he liked her, and also because he knew that he should gather much in a chat with her that he should not be able to arrive at in any other way. 超碰97免费人妻_超碰在线视频_CaoPorn97资源站 "Donald was unconscious and his whole body had turned blue. It took quite a while to bring himaround."They said I saved his lifemaybe yes, maybe no. Newspapers tend to exaggerate these things. But atleast I got him out of the water. Looking back on such boyhood episodes helps me to realize now thatI've always had a strong bias toward actiona trait that has been a big part of the Wal-Mart story. 鈥淲hat else can we do?鈥? Afew days later, Dad entered the University of Arkansas hospital in Little Rock. Even in the final weeksof his life, he took great pleasure in doing what he had always done. One of the last people he spoke withoutside the family was a local Wal-Mart manager who, at our request, dropped by to chat with Dadabout his store's sales figures for the week. Then, less than three weeks after receiving the Medal ofFreedom, and just days after his seventy-fourth birthday, Dad's struggle with cancer finally ended. OnSunday morning, April 5, he died peacefullyas inspirational in facing death as he had been in facing life.