"There's a difference between being tough and being obnoxious. But every buyer has to be tough. That'sthe job. I always told the buyers: 'You're not negotiating for Wal-Mart, you're negotiating for yourcustomer. And your customer deserves the best price you can get. Don't ever feel sorry for a vendor. Heknows what he can sell for, and we want his bottom price.' If you're interested in "how Wal-Mart did it," this is one story you've got to sit up and pay close attentionto. Harry was selling ladies' pantiestwo-barred, tricot satin panties with an elastic waistfor $2.00 adozen. We'd been buying similar panties from Ben Franklin for $2.50 a dozen and selling them at threepair for $1.00. Well, at Harry's price of $2.00, we could put them out at four for $1.00 and make a greatpromotion for our store. THOMAS JEFFERSON: The next day the Prussian army, in two divisions, occupying a space about ten miles long and ten broad in the lines of march, crossed the frontiers, and entered the Silesian territory.45 Frederick issued a proclamation declaring that he had come as a friend; that no one would be molested in person, property, or religious privileges; and that every thing used by the army would be amply paid for. 久久人人97超碰_超碰国产亚洲人人 鈥淣ot long ago we mentioned the Prince of Prussia鈥檚 marriage with Elizabeth of Brunswick. The husband, young and dissolute, given up to a profligate life, from which his relatives could not correct him, was continually committing infidelities to his wife. The princess, who was in the flower of her beauty, felt outraged by such neglect of her charms. Her vivacity and the good opinion she had of herself brought her upon the thought of avenging her wrongs by retaliation. Speedily she gave into excesses scarcely inferior to those of her husband. Family quarrels broke out, and were soon publicly known. The antipathy which ensued took away all hope of succession. The brothers of the king, Henry and Ferdinand, avowed frankly that they would never consent to have, by some accidental birth, their rights of succession to the crown carried off. In the end, there was nothing for it but proceeding to a divorce.鈥?76 "As a result, we assembled the top ten officers of both companies in Bentonville for two days ofsoul-searching and thinking, and within three months we had created a P&G/Wal-Mart team to build awhole new kind of vendor-retailer relationship. We formed a partnership to conduct our business, withone of the most important outcomes being that we started sharing information by computer. P&G couldmonitor Wal-Mart's sales and inventory data, and then use that information to make its own productionand shipping plans with a great deal more efficiency. We broke new ground by using informationtechnology to manage our business together, instead of just to audit it."Following the P&G/Wal-Mart partnership, many other companies began to view the supplier as animportant partner. The partnership was also a model for many of our other vendor relationships. In oursituation today, we are obsessed with quality as well as price, and, as big as we are, the only way we canpossibly get that combination is to sit down with our vendors and work out the costs and margins andplan everything together. By doing that, we give the manufacturer the advantage of knowing what ourneeds are going to be a year out, or six months out, or even two yearsout. Then, as long as they arehonest with us and try to lower their costs as much as they can and keep turning out a product that thecustomers want, we can stay with them. We both win, and most important, the customer wins too. Theadded efficiency of the whole process enables the manufacturer to reduce its costs, which allows us tolower our prices.