If we fail to live up to somebody's hypothetical projection for what we should be doing, I don't care. Itmay knock our stock back a little, but we're in it for the long run. We couldn't care less about what isforecast or what the market says we ought to do. If we listened very seriously to that sort of stuff, wenever would have gone into small-town discounting in the first place. Upon the ensuing day, having received the answer from Vienna, he wrote to his brother: 曰曰摸天天摸人人看_天天看免费高清影视_2019天天爱天天做_色天天综合色天天 Competition is actually the reason I love retailing so much. The Wal-Mart story is just another chapter inthat history of competitiona great chapter, mind you but it's all part of the evolution of the industry. The Saturday morning meeting is where we discuss and debate much of our philosophy and ourmanagement strategy: it is the focal point of all our communications efforts. It's where we share ideaswe've picked up from various places. And while it's not the most exciting part of the meeting, sometimesI like to read from management articles that pertain to our business. Two of our executives, WesleyWright and Colon Washburn, seem to read just about everything there is in the way of managementliterature, and they're constantly calling useful articles or books to my attention. At the meeting, we'll talkabout competitors, specifically, but also in general. For example, we'll spend ten minutes talking abouthow Wal-Mart can compete successfully with all the good specialty retailers coming onto the scene. It'soften the place where we first decide to try things that seem unattainable. And instead of everybodyshouting it down right away, we try to figure out how to make it work. That's exactly how I ended updancing the hula on Wall Street, by making that bet at a Saturday morning meeting. And, as embarrassingas it was to have to dance on Wall Street, believe me, achieving a pretax profit of more than 8 percent,when most everybody else in the retail industry averages about half that, made it well worth the red face. I won't deny for a second that my approach has been single-minded. I've concentrated on keeping ourWal-Mart stores and Sam's Clubs on track, and I have to admit that I never have spent a great deal ofmy time, or energy, thinking about what some of the broader implications of our family's wealth could be.