Joe hardin: "Sam is very sharp on being able to read people and their personalities, and their integrity, and he didn'tmake any mistakes back there picking people, if I do say so myself. Really, back early, one bad managercould have pulled us under. When you're only making $8,000 or maybe $12,000 a year net in a store, itwould have only taken one or two managers who were dishonest to lose the whole company. Sam wouldmeet them in the stores where they worked, and invite them down to look at his stores. You know, he's avery persuasive man; he could charm a bird out of a tree. And he and Helen would have you out to thehouse and serve ice cream, and they'd always ask if you and your family went to church. He was sogood at evaluating and selecting these fellows. He wasn't just looking for store managers. I think he wasselecting people he thought he could go forward with. He was progressive. He knew that he neededsomething, and he was looking for it, and he was getting it every step of the way."We found Claude over in Memphis running a Woolworth store. He was from Muskogee, Oklahoma,and about one-quarter Indian, and he had started with Woolworth out of high school. None of thesefellows like Don or Claude had any college, and they didn't want me hiring any college men. They had theidea that college graduates wouldn't get down and scrub floors and wash windows. The classic training inthose days was to put a two-wheeleryou know, a cart that you carry merchandise oninto a guy's handswithin the first thirty minutes he came to work and get him pushing freight out of the back room. They allcame out of these variety stores with the same background and the same kind of philosophy andeducation. And we looked for the action-oriented, do-it-now, go type of folks. "I think one of Sam's greatest strengths is that he is totally unpredictable. He is always his own person,totally independent in his thinking. As a result, he is not a rubber-stamp manager. He neverrubber-stamps anything for anyone. 亚洲在线大香蕉网久久,大香伊蕉最新视频,免费久久狼人香蕉网 "Anyway, the man's a genius. He realizedeven at the rudimentary level he was on in 1966, operatingthose few stores that he hadthat he couldn't expand beyond that horizon unless he had the ability tocapture this information on paper so that he could control his operations, no matter where they might be. In reply.鈥擠oes not attribute the softening of the brain to the blows; it was slight, and might have been the result of age; it was some evidence of impairment of vital powers by advancing age. For the most part up where we werein the small towns of northwest Arkansas, Missouri, Oklahoma,and Kansasyou didn't see much of the mall construction and fast food neon that you saw everywhereelse. McDonald's didn't go into the small towns, and neither did Kmart. You saw the small-towncommercial centers start to sort of shrivel up. A lot of our customer base had moved on, and the oneswho remained behind weren't stupid consumers. If they had something big to buysay a ridinglawnmowerthey wouldn't hesitate to drive fifty miles to get it if they thought they could save $100. Notonly that, but with the introduction of TV and new postwar car models, being modern had become a bigthing. Everybody wanted to feel up-to-date, and if they knew Kroger or somebody had a big newgrocery store in Tulsa or somewhere they'd drive in there to shop it. When they saw that the prices werelower and the selection was better, they would go back again and again, until somebody brought asupermarket to their town.