"This is hard to believe, but between my paper route money and the money I made in the Army both ofwhich I invested in those storesthat investment is worth about $40 million today."Whatever money we made in one store, we'd put it in another new one, and just keep on going. Also,from Willard Walker on, we would offer to bring the managers we hired in as limited partners. If youhad, say, a $50,000 investment in a store, and the manager put in $1,000, he'd own 2 percent. A Postscript Iplayed end, but I wanted to throw the ball or be a running back, even though I was a little guy andcouldn't squeeze my way in yet. Team athletics remained a big part of my life all through high school andat the intramural levelin college too. By the time we moved to Shelbina, I had more football experiencethan most of the other kids in the ninth grade, so I was able to make the team as a second-stringquarterback. I was still smallonly about 130 poundsbut I knew a lot about blocking and tackling andthrowing the ball, and by being extremely competitive I got my letter. 多多影院理论片在线中文字幕,人人澡超碰碰中文字幕,在线观看?有码?制服 中文 HELEN WALTON: None of that matters to me. What I like about it is the kind of information we can pull out of it on amoment's noticeall those numbers. For one thing, we keep a sixty-five-week rolling history of everysingle item we stock in Wal-Mart or Sam's. That means I can pick anything, say a little combinationTV/VCR like I use here in my office, and tell you exactly how many of them we've bought over the lastyear and a quarter, and exactly how many of them we've sold. Not only overall, but in any or everyregion, every district, every store. It makes it tough for a vendor to know more about how his product isdoing in our stores than we do. I guess we've always known that information gives you a certain power,but the degree to which we can retrieve it in our computer really does give us the power of competitiveadvantage. I can walk in that satellite room, where our technicians sit in front of their computer screens talking onthe phone to any stores that might be having a problem with the system, and just looking over theirshoulder for a minute or two will tell me a lot about how a particular day is going. Up on the screen I cansee the total of the day's bank credit card sales adding up as they occur. I can see how many stolen bankcards we've retrieved that day. I can tell if our seven-second credit card approval system is working as itshould be and monitor the number of transactions we've conducted that day. If we have something reallyimportant or urgent to communicate to the stores and distribution centerssomething important enough towarrant a personal visitI, or any other Wal-Mart executive, can walk back to our TV studio and get onthat satellite transmission and get it right out there. And, as I told you earlier, I can go in every Saturdaymorning around three, look over those printouts, and know precisely what kind of week we've had. "In those days, word was starting to get out that a guy named Sam Walton had some interesting retailingideas, so I drove down from Springfield, where I was with Crank Drugs at the time, to see a Wal-Martopening. It was the worst retail store I had ever seen. Sam had brought a couple of trucks ofwatermelons in and stacked them on the sidewalk. He had a donkey ride out in the parking lot. It wasabout 115 degrees, and the watermelons began to pop, and the donkey began to do what donkeys do,and it all mixed together and ran all over the parking lot. And when you went inside the store, the messjust continued, having been tracked in all over the floor. He was a nice fellow, but I wrote him off. It wasjust terrible."I guess it really was about as bad as David describes it, but he just happened to hit it on its worst day.