Ugh, you great silly! Haven't you got no feeling for the poor husband? He looks scared well-nigh to death, poor lad. And as for you, it ain't much you care what's become of missus. You never had a good word for her. You're only crying because you're a coward. Left alone, Castalia closed her eyes and tried to review the situation, but at first her brain would do nothing but represent to her over and over again certain scenes and circumstances, with a great gap here and there, like a broken kaleidoscope. Horatia. Do you think them.... 鈥榃e have had such an amusing breakfast. Lord Glenelg was here. And he and Mamma have been making us laugh so,鈥攈e with his quiet jokes, and dear Mamma with her na?vet茅. Mamma very freely criticised Sir R. Peel鈥檚 and Lord John Russell鈥檚 manner of speaking, to the great amusement of our guest, who threw out a hint that he might inform, and that Mamma had compromised herself. 鈥淚t would be rather awkward,鈥?he observed, 鈥渋f I were to sit beside Sir Robert this evening, after what has passed鈥? and when he heard that Sir Robert was not to be present, he hinted that Mamma was in the same danger in regard to Lord John Russell. 鈥淏ut if I tell him that he opens his mouth too wide,鈥?said Lord Glenelg, 鈥渉e may think I mean that he eats too much!鈥? 看日本持a级毛片 Unless small merchants are already doing a great job, they'll probably have to rethink theirmerchandising and advertising and promotional programs once a discounter arrives on the scene. Theyneed to avoid coming at us head-on, and do their own thing better than we do ours. It doesn't make anysense to try to underprice Wal-Mart on something like toothpaste. That's not what the customer islooking to a small store for anyway. Most independents are best off, I think, doing what I prided myselfon doing for so many years as a storekeeper: getting out on the floor and meeting every one of thecustomers. Let them know how much you appreciate them, and ring that cash register yourself. That littlepersonal touch is so important for an independent merchant because no matter how hard Wal-Mart triesto duplicate itand we try awfully hard we can't really do it. Traditionally, we've had this attitude that if you wanted to be a manager at Wal-Mart, you basically hadto be willing to move on a moment's notice. You get a call that says you're going to open a new store500 miles away, you don't ask questions. You just pack and go, then sometime later you worry aboutselling your house and moving your family. Maybe that was necessary back in the old days, and maybe itwas more rigid than it needed to be. Now, though, it's not really appropriate anymore for severalreasons. First, as the company grows bigger, we need to find more ways to stay in touch with thecommunities where we operate, and one of the best ways to do that is by hiring locally, developingmanagers locally, and letting them have a career in their home communityif they perform. Second, theold way really put good, smart women at a disadvantage in our company because at that time theyweren't as free to pick up and move as many men were. Now I've seen the light on the opportunities wemissed out on with women. (I have to admit that Helen and my daughter Alice have helped me comearound to this way of thinking.)In the old days, retailers felt the same way about women that they did about college boys, only more so. I had a heck of a time making up my mind what to do. I wanted to get into that territory before Kmart orsomebody else woke up and stole our thunder there. It seemed like a great competitive move to make.