Managing that whole period of growth was the most exciting time of all for me personally. Really, therehas never been anything quite like it in the history of retailing. It was the retail equivalent of a real gusher: Yes, yes; it is true. "The first time I ever saw Sam Walton was when he and his brother-in-law, Nick Robson, dropped intoa TG&Y dime store I was managing in Tulsa. He visited with me for about an hour, asking a lot ofquestions, and left, and I never thought anything about it. Later on he called me and said he was openinga new store in Fayetteville and wondered if Id be interested in interviewing for the manager's job. I had tomove myself over there, work half days for free until the store opened, and I remember sleeping on a cotin the storeroom. But he said I would get a percentage of the profits, and that appealed to me. When Iwent to quit TG&Y, the vice president said, 'Remember, Willard, a percentage of nothing is still nothing.' There is no occasion. My wife has no secrets from me. 久久爱www免费人成-亚洲理论在线a中文字幕-国产精品香蕉视频在线 "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. No doubt Roland will envy you, said Mr. Kenyon. "I am sure he would prefer the city to our quiet little country village. But I cannot make up my mind to part with him. He is my own son, and though I endeavor to treat you both alike, of course that makes some difference," said Mr. Kenyon, in rather an apologetic tone. 鈥楤y that person, that woman? Father, how dare you mention her name in my presence? What claims can such a creature as her offspring have upon you?鈥? Another day I walked out into the lobby and began talking with this salesman from the AladdinCompany, the folks who make Thermos bottles. He had his samples with him, and I asked him the usualquestion, what do you have that is real hot that we could promote successfully And he had a half-gallonred and blue Thermos bottle that looked real handsome and he said, "This will make a great special.