123彩票网是正规合法吗钱能取出来吗 We applaud associates who have created particularly successful displays, or who have won one of ourVPI (Volume Producing Item) contests, and we honor them. The point is that we're not there to honorour shareholders as much as we are to let them meet the folks who are responsible for the amazingreturns on their investments year after year. And as things turned out, this setback presented us with one of the great opportunities in our company'shistory. Ever since David Glass and I had met at that awful Wal-Mart opening in Harrison, Arkansas, Ihad been trying to somehow persuade him to work for us. He was a big deal at this discount drug chainup in Springfield, and I was convinced he was one of the finest retail talents I had met. For some time, Ihad been after Ron Mayer to hire David, but he wouldn't do it. So when Ron left, David was the firstperson I went to see, and I finally talked him into coming to Wal-Mart. I'm not saying that with Davidand Jack Shewmaker as executive vice presidentsDavid for finance and distribution, and Jack foroperations and merchandisewe didn't still have some turf fighting left to do between the two sides of thecompany. But, man, we had as much retail talent and firepower together under one roof as any companycould handle. "He was always thinking up new things to try in the store. I remember one time he made a trip to NewYork, and he came back a few days later and said, 'Come here, I want to show you something. This isgoing to be the item of the year.' I went over and looked at a bin full ofI think they called them zorisandalsthey call them thongs now. And I just laughed and said, 'No way will those things sell. They'll justblister your toes.' Well, he took them and tied them together in pairs and dumped them all on a table atthe end of an aisle for nineteen cents a pair. And they just sold like you wouldn't believe. I have neverseen an item sell as fast, one after another, just piles of them. Everybody in town had a pair."Right away I started looking around for store opportunities in other towns. Maybe it was just my itch todo more business, and maybe, too, I didn't want all my eggs in one basket again. By 1952 I had drivendown to Fayetteville and found an old grocery store that Kroger was abandoning because it was fallingapart. It was right on the square, only 18 feet wide and 150 feet deep. Our main competitor was aWoolworth's on one side of the square, and a Scott Store on the other side of the square. So here wewere challenging two popular stores with a little old 18-foot independent variety store. It wasn't a BenFranklin franchise; we just called it Walton's Five and Dime like the store in Bentonville. I remembersitting on the square right after I bought it listening to a couple of the local codgers say: "Well, we'll givethat guy sixty days, maybe ninety. He won't be there long."But this store was ahead of its time too, self-service all the way, unlike the competition. This was thebeginning of our way of operating for a long while tocome. We were innovating, experimenting, andexpanding. Somehow over the years, folks have gotten the impression that Wal-Mart was something Idreamed up out of the blue as a middle-aged man, and that it was just this great idea that turned into anovernight success. It's true that I was forty-four when we opened our first Wal-Mart in 1962, but thestore was totally an outgrowth of everything we'd been doing since Newportanother case of me beingunable to leave well enough alone, another experiment. And like most other overnight successes, it wasabout twenty years in the making.