"They were back there about a half hour, and then they marched out without so much as a goodbye. Afew minutes later, Sam came down and told Whitaker and me that they had issued an ultimatum: Don'tbuild any more of these Wal-Mart stores. We knew he felt threatened because he had all those BenFranklin franchises. But we also knew Sam Walton wasn't the kind of guy you issued ultimatums to."To tell the truth, though, that first Wal-Mart in Rogers wasn't all that great. We did a million dollars in ayear, a lot more than most of our variety stores, which did $200,000 to $300,000 a year. But remember,Saint Robertup there in that Army townwas doing $2 million in sales. Once we opened Rogers, we satthere and held our breath for two years. Then we put stores up in Springdale, a bigger town near Rogers,and Harrison, a smaller town. Here, of course, I have to let David Glass tell his now-famous story aboutcoming to Harrison to see what a Wal-Mart was, and being so horrified at the sight. 鈥淲ho is it? Have you brought a boat?鈥? 日本av电影-av电影-av在线-日本av-亚洲av-av视频-欧美av-av网站- 鈥淥ld Leopold is hardly at home at Dessau,鈥?writes Carlyle, 鈥渨hen the new Pandour tempests, tides of ravaging war, again come beating against the Giant Mountains, pouring through all passes, huge influx of wild riding hordes, each with some support of Austrian grenadiers, cannoniers, threatening to submerge Silesia. Precursors, Frederick need not doubt, of a strenuous, regular attempt that way. Hungarian majesty鈥檚 fixed intention,347 hope, and determination is to expel him straightway from Silesia.鈥?1 鈥淚s there any battalion which has a mind to follow me to Lissa?鈥? "We have a lot of fun with all this item promotion, but here's what it's really all about. The philosophy itteaches, which rubs off on all the associates and the store managers and the department heads, is thatyour stores are full of items that can explode into big volume and big profits if you are just smart enoughto identify them and take the trouble to promote them. It has been a real key to helping this companydramatically increase its sales per square foot. If you are going to show the kind of double-digitcomparable store sales increases that we show every year, and grow a company the way we've grownours, you have to be merchandise driven. Otherwise, you become like everybody else. I can name you alot of retailers who were originally merchandise driven, but somehow lost it over the years. In retail, youare either operations drivenwhere your main thrust is toward reducing expenses and improvingefficiencyor you are merchandise driven. The ones that are truly merchandise driven can always workon improving operations. But the ones that are operations driven tend to level off and begin todeteriorate. So Sam's item promotion mania is a great game and we all have a lot of fun with it, but it isalso at the heart of what creates our extraordinary high sales per square foot, which enable us todominate our competition."By the way, I'm promoting an item in the stores this year that I think is a real winner: a halogen carheadlight for only $10.94. I teamed up on it with Jack Welch, the CEO of General Electric. It's a goodexample of how we're cooperating with our big vendors these days at the highest levels.