They assumed that Ron Mayer and all his folks were the reason we'd done well, and they just ignored allthe basics we had in place, all our principles: keeping our costs down, teaching our associates to takecare of our customers, and, frankly, just working our tails off. Earlier on, there were fewer of us. Jackie Lancaster, our first floor manager inNewport,Arkansas. InezThreet, Ruby Turner, Wanda Wiseman, Ruth Kellermy first four associates when we opened Walton'sFive and Dime in Bentonville onAugust 1, 1951. What would we have done without those earlymanagers Most of them risked so much by leaving good jobs with much larger variety chains to join upwith a one-horse outfit run by an overactive dreamer down in Bentonvillepeople like Clarence Leis,Willard Walker, Charlie Baum, Ron Loveless, Bob Bogle, Claude Harris, Ferold Arend, Charlie Cate,Al Miles, Thomas Jefferson, Gary Reinboth. There was Bob Thornton, Darwin Smith, Jim Henry, PhilGreen, and Don Whitaker. And I can't forget Ray Thomas, Jim Dismore, Jim Elliott, or John Hawks. By then, I knew the discount idea was the future. But I was used to franchising, and I liked the mind-set. Wal-Mart, like many other corporations, conducts a very aggressive United Way campaign which meetswith great success among our associates every year. In fact, we keep our United Way goal sign in theyard right outside my office here so everybody can see how we're doing. We strongly believe in UnitedWay becausein spite of all the publicity it received recently for some problems in the nationalofficemost all the money that's collected in these campaigns is directed locally. We believe in locallydirected charities, so we have a matching grant program for associates who want to raise money forcharities of their choice. We're also a big contributor to the Children's Miracle Network Telethonwhichsupports locally directed children's hospitals. Last year, Wal-Mart and its associates were the largestsingle contributors to this campaignat $7.5 million. For some years Mme. de Genlis had been dame pour accompagner la Duchesse de Chartres, though it was suggested that it was more the Duke than the Duchess whom she accompanied; but she now exchanged this designation for that of 鈥済overness to the Princesses of Orl茅ans.鈥?The Duchess, who had always longed for a daughter, was delighted with these two and Mme. de Genlis, who wished to have charge of them from the first. 啪啪免费观看大全av-a片-啪啪啪视频在线观看-啪啪啪视频大全 Now, in the first place, a country where the population is not crowded, where the resources of the soil are more than sufficient for the inhabitants,鈥攁 country of recent origin, not burdened with the worn-out institutions and clumsy lumber of past ages,鈥攐ught not to be satisfied to do only as well as countries which have to struggle against all these evils. Regardless of what was going on at Kmart, the new team we had in place in Bentonville by the lateseventies had us well positioned for the next decade of growth. It was around this same time that many ofthe high-flying promoters in the discounting business began to struggle for their lives. The nationaleconomy weakened in the mid-seventies, and the intense competition among the real merchants began todrive the fast-buck types out of the business. The more efficient Kmart, Target, Wal-Mart, and some ofthe regionals became, and the more we bumped into each other in competitive situations, the more wewere able to lower prices. RULE 10: SWIM upstream. Go the other way. Ignore the conventional wisdom. If everybody else isdoing it one way, there's a good chance you can find your niche by going in exactly the oppositedirection. But be prepared for a lot of folks to wave you down and tell you you're headed the wrongway. I guess in all my years, what I heard more often than anything was: a town of less than 50,000population cannot support a discount store for very long.