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彩票数据分析师

时间: 2019年11月11日 05:12 阅读:544

彩票数据分析师

鈥淲ant to sneak in a run?鈥?Scott asked. 鈥淐aballo said we鈥檙e on the road by eight, so we鈥檝e got tohit it now.鈥? "More than anything else, we had manpower problemsfinding good people and getting them trained in ahurry. Because we always ran a real tight organization, we had no excess people in the stores so they hadto get real good real fast. Back when I had been at Hested's, and at Newberry's, too, a guy had to haveten years' experience before we'd even consider him to be what we called a manager-in-training. Downhere, Sam would take people with hardly any retail experience, give them six months with us, and if hethought they showed any real potential to merchandise a store and manage people, he'd give them achance. He'd make them an assistant manager. They were the ones who would go around and open allthe new stores, and they would be next in line to manage their own store. In my opinion, most of themweren't anywhere near ready to run stores, but Sam proved me wrong there. He finally convinced me. Ifyou take someone who lacks the experience and the know-how but has the real desire and thewillingness to work his tail off to get the job done, he'll make up for what he lacks. And that proved truenine times out of ten. It was one way we were able to grow so fast."We were trying to put in as many merchandising programs as we could and give our stores as muchsupport as possible during all this growth, but in the early seventies, that Wal-Mart manager was stillpretty much out there on his own when it came to promoting items and moving the merchandise. 彩票数据分析师 "More than anything else, we had manpower problemsfinding good people and getting them trained in ahurry. Because we always ran a real tight organization, we had no excess people in the stores so they hadto get real good real fast. Back when I had been at Hested's, and at Newberry's, too, a guy had to haveten years' experience before we'd even consider him to be what we called a manager-in-training. Downhere, Sam would take people with hardly any retail experience, give them six months with us, and if hethought they showed any real potential to merchandise a store and manage people, he'd give them achance. He'd make them an assistant manager. They were the ones who would go around and open allthe new stores, and they would be next in line to manage their own store. In my opinion, most of themweren't anywhere near ready to run stores, but Sam proved me wrong there. He finally convinced me. Ifyou take someone who lacks the experience and the know-how but has the real desire and thewillingness to work his tail off to get the job done, he'll make up for what he lacks. And that proved truenine times out of ten. It was one way we were able to grow so fast."We were trying to put in as many merchandising programs as we could and give our stores as muchsupport as possible during all this growth, but in the early seventies, that Wal-Mart manager was stillpretty much out there on his own when it came to promoting items and moving the merchandise. "Everybody wanted to go see Sam Walton's store. We never had another store that had a Ding Dongice cream bar in it, one of those ice creammaking machines. People went there for that, and it wasfantastic. But one Saturday night for some reason they forgot to clean that machine up when they closed,and I went by there the next day with some of my clients to show them Sam's front window. And I wantto tell you, the flies in that window were just out of this world."As good as business was, I never could leave well enough alone, and, in fact, I think my constant fiddlingand meddling with the status quo may have been one of my biggest contributions to the later success ofWal-Mart. As I mentioned, we facedFront Street, and our biggest competitorJohn Dunham's SterlingStorewas acrossHazel Streeton the other corner. His store was slightly smaller than ours, but he stillmanaged to do twice as much business as our store did before we bought it. We were coming on strong,though. In our first year, the Ben Franklin did $105,000 in sales, compared to $72,000 under the oldowner. Then the next year $140,000, and then $175,000. "We've never been very sympathetic to this whole small-town argument. What's happened to thesmall-town merchant isn't any different from what happened when supermarkets first appeared in thefifties. The whole point of retailing is to serve the customer. If you're a merchant with no competition, youcan charge high prices, open late, close early, and shut down on Wednesday and Saturday afternoons. Everything it took to run a store. We had to keep expenses to a minimum. That is where it started, yearsago. Our money was made by controlling expenses. That, and Sam always being ingenious. He neverstopped trying to do something different. One thing, though: I never forgave him for making me clean outthat damned ice cream machine. He knew I'd hated milk and dairy products ever since we were kids. Heused to squirt me when he milked the cows. I always thought he gave me that job because he knew Ididn't like milk. He still laughs about it."We couldn't have felt better about our situation down there. Helen and I both have the kinds ofpersonalities that make us want to participate in community life, and we had become deeply involved. 鈥淚 guess that鈥檚 everyone, then. Caballo is going to be psyched.鈥? 鈥淲haddaya mean?鈥? "More than anything else, we had manpower problemsfinding good people and getting them trained in ahurry. Because we always ran a real tight organization, we had no excess people in the stores so they hadto get real good real fast. Back when I had been at Hested's, and at Newberry's, too, a guy had to haveten years' experience before we'd even consider him to be what we called a manager-in-training. Downhere, Sam would take people with hardly any retail experience, give them six months with us, and if hethought they showed any real potential to merchandise a store and manage people, he'd give them achance. He'd make them an assistant manager. They were the ones who would go around and open allthe new stores, and they would be next in line to manage their own store. In my opinion, most of themweren't anywhere near ready to run stores, but Sam proved me wrong there. He finally convinced me. Ifyou take someone who lacks the experience and the know-how but has the real desire and thewillingness to work his tail off to get the job done, he'll make up for what he lacks. And that proved truenine times out of ten. It was one way we were able to grow so fast."We were trying to put in as many merchandising programs as we could and give our stores as muchsupport as possible during all this growth, but in the early seventies, that Wal-Mart manager was stillpretty much out there on his own when it came to promoting items and moving the merchandise.