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北京赛车手机投注

时间: 2019年11月13日 13:44 阅读:5586

北京赛车手机投注

� "He hired me with the full understanding that I was going to put together a warehouse and distributionsystem. I accepted the job, moved down here, and started drawing some plans. Then one day heproceeds to tell me he doesn't know for sure whether we really need a warehouse yet or not. It upset meto no end because that was really the only field I wanted to be into. I said, 'Gee, Sam, I want to run awarehouse.' For about six months to a year there, I just worked doing various things around thecompany, and in my spare time I drew up plans for a distribution center. There wasn't room for me in theoffice so they knocked a hole through the wall and went into the upstairs of the shoe store next door. Itwas kind of like an attic, my office, with no heat or air conditioning in it. We had one old toilet for a restroom, with a screen-door hook on the door. And there were about twenty-five people working there bynow. Sam would come by every so often and tell me to keep working on drawing those warehouseplans, but I could see he wasn't sure about it at all."I knew we needed a warehouse. I just wanted to make sure we got the kind we needed, and at this timetoo, remember, we were financing everything ourselves. We were borrowing heavily to open new stores. � 北京赛车手机投注 "He hired me with the full understanding that I was going to put together a warehouse and distributionsystem. I accepted the job, moved down here, and started drawing some plans. Then one day heproceeds to tell me he doesn't know for sure whether we really need a warehouse yet or not. It upset meto no end because that was really the only field I wanted to be into. I said, 'Gee, Sam, I want to run awarehouse.' For about six months to a year there, I just worked doing various things around thecompany, and in my spare time I drew up plans for a distribution center. There wasn't room for me in theoffice so they knocked a hole through the wall and went into the upstairs of the shoe store next door. Itwas kind of like an attic, my office, with no heat or air conditioning in it. We had one old toilet for a restroom, with a screen-door hook on the door. And there were about twenty-five people working there bynow. Sam would come by every so often and tell me to keep working on drawing those warehouseplans, but I could see he wasn't sure about it at all."I knew we needed a warehouse. I just wanted to make sure we got the kind we needed, and at this timetoo, remember, we were financing everything ourselves. We were borrowing heavily to open new stores. In 1971, we took our first big step: we corrected my big error of the year before, and started aprofit-sharing plan for all the associates. I guess it's the move we made that I'm proudest of, for a numberof reasons. Profit sharing has pretty much been the carrot that's kept Wal-Mart headed forward. Everyassociate of the company who has been with us at least a year, and who works at least 1,000 hours ayear, is eligible for it. Using a formula based on profit growth, we contribute a percentage of everyeligible associate's wages to his or her plan, which the associate can take when they leave thecompanyeither in cash or Wal-Mart stock. There's nothing that unusual about the structure of the plan. � � � � The biggest challenge was buying health and beauty aids at low cost and staying stocked up on thembecause those items were really at the heart of almost every early discounter's strategy. I figured that outafter I went into the first Gibson's store. His whole concept was to buy direct at a lower cost thanindividual stores could buy, then charge $300 a month to run one of his franchises, and he would act asthe store's buying agent. The basic discounter's idea was to attract customers into the store by pricingthese itemstoothpaste, mouthwash, headache remedies, soap, shampooright down at cost. Those werewhat the early discounters called your "image" items. That's what you pushed in your newspaperadvertisinglike the twenty-seven-cent Crest at Springdaleand you stacked it high in the stores to callattention to what a great deal it was. Word would get around that you had really low prices. Everythingelse in the store was priced low too, but it had a 30 percent margin. Health and beauty aids were pricedto give away. � � � "He hired me with the full understanding that I was going to put together a warehouse and distributionsystem. I accepted the job, moved down here, and started drawing some plans. Then one day heproceeds to tell me he doesn't know for sure whether we really need a warehouse yet or not. It upset meto no end because that was really the only field I wanted to be into. I said, 'Gee, Sam, I want to run awarehouse.' For about six months to a year there, I just worked doing various things around thecompany, and in my spare time I drew up plans for a distribution center. There wasn't room for me in theoffice so they knocked a hole through the wall and went into the upstairs of the shoe store next door. Itwas kind of like an attic, my office, with no heat or air conditioning in it. We had one old toilet for a restroom, with a screen-door hook on the door. And there were about twenty-five people working there bynow. Sam would come by every so often and tell me to keep working on drawing those warehouseplans, but I could see he wasn't sure about it at all."I knew we needed a warehouse. I just wanted to make sure we got the kind we needed, and at this timetoo, remember, we were financing everything ourselves. We were borrowing heavily to open new stores. But I never seriously considered retail in those days. In fact, I was sure I was going to be an insurancesalesman. I had a high school girlfriend whose father was a very successful salesman for GeneralAmerican Life Insurance Company, and I had talked to him about his business. It appeared to me that hewas making all the money in the world. Insurance seemed like a natural for me because I thought I couldsell. I had always sold things. As a little kid I soldLibertymagazines for a nickel, and then switched toWoman's Home Companion when it came along for a dime, figuring I could make twice as muchmoney. The girl and I broke up, but I still had big plans. I figured I would get my degree and go on to theWharton School of Finance inPennsylvania. But as college wound down, I realized that even if I kept upthe same kind of work routine I'd had all through college, I still wouldn't have the money to go toWharton. So I decided to cash in what chips I already had, and I visited with two company recruiterswho had come to theMissouricampus. Both of them made me job offers. I accepted the one from JCPenney; I turned down the one from Sears Roebuck. Now I realize the simple truth: I got into retailingbecause I was tired and I wanted a real job.