时间: 2019年12月11日 09:01

MIKE SMITH: 鈥淚n their death they were not divided.鈥? We saturated northwest Arkansas. We saturated Oklahoma. We saturated Missouri. We went fromNeosho to Joplin, to Monett and Aurora, to Nevada and Belton, to Harrisonville, and then on to FortScott and Olathe in Kansasand so on. Sometimes we would jump over an area, like when we openedstore number 23 in Ruston, Louisiana, and we didn't have a thing in south Arkansas, which is between usand Ruston. So then we started back-filling south Arkansas. In those days we didn't really plan for thefuture. We just felt like we could keep rolling these stores out this way, and they would keep working, inTennessee, or Kansas, or Nebraskawherever we decided to go. But we did try to think ahead somewhen it came to the cities. We never planned on actually going into the cities. What we did instead wasbuild our stores in a ring around a citypretty far outand wait for the growth to come to us. That strategyworked practically everywhere. We started early with Tulsa, putting stores in Broken Arrow and SandSprings. Around Kansas City, we built in Warrensburg, Belton, and Grandview on the Missouri side oftown and in Bonner Springs and Leavenworth across the river in Kansas. We did the same thing inDallas. By now, I hope I've given you a pretty clear impression of what my business priorities have been overthe years. If I've explained myself well, you know that I have concentrated all along on building the finestretailing company that we possibly could. Period. Creating a huge personal fortune was never particularlya goal of mine, and the proof of that lies in the fact that even to this day most of my, and my family's,wealth remains in the form of Wal-Mart stock. I think most people in our position would have hedgedtheir bets a long time ago and diversified into all kinds of investments. As it's happened, though, our verysimplistic, very personal investment strategy has turned out far better than anyone could ever haveexpected. So Wal-Mart stock has made the Waltons a very wealthy family on paper anyway. � Wal-Mart, like every other American retailer, is a huge importer of merchandise from overseas. In somecasestoo many in my opinionimporting is really our only alternative because a lot of American-madegoods simply aren't competitive, either in price, or quality, or both. We committed ourselves to seeing ifwe could do anything to improve the situation. The remedy we envisioned wasn't some blind patrioticidea that preaches buying American at any cost. We, like any other retailer, will only buy American ifthose goods can be produced efficiently enough to offer good value. We're not interested in charity here;we don't believe in subsidizing substandard work or inefficiency. So our primary goal became to workwith American manufacturers, and see if our formidable buying power could help them deliver the goodsand, in the process, save some American manufacturing jobs. I sent out an open letter to our suppliers,inviting them to work with us on the program. "Wal-Mart believes American workers can make thedifference," I told them, "if management provides the leadership."We were surprised ourselves at the results. It turned out that if Wal-Mart committed to high volumepurchases well in advance of shipping deadlines, a lot of American manufacturers could save enough onthe purchase of materials, personnel scheduling, and inventory costs to realize significant efficiency gains. 日本一本道A不卡免费 I kept at it. I probably spent two years going around trying to sell people on the idea of shopping centersin Arkansas in the middle fiftieswhich was about ten years too early. I finally got an option on one pieceof property and talked Kroger and Woolworth into signing leases, based on us getting this one streetpaved. I started raising money for the pavement, but it got real complicated, and in the end I decided Ihad better take my whipping, so I backed out of the whole deal and went back to concentrating on theretail business. I probably lost $25,000, and that was at a time when Helen and I were counting everydollar. It was probably the biggest mistake of my business career. I did learn a heck of a lot about thereal estate business from the experience, and maybe it paid off somewhere down the linethough I wouldrather have learned it some cheaper way. Incidentally, after I dropped my option on that last piece ofland, a well-known young fellow named Jack Stephenswho had a whole lot more money than Ididwent on to develop a successful shopping center that's still there. In 1991, I had $228,000. I told my brother to show me anywhere else I could go and do that, and Iwould change jobs. If you have faith in this company, it's amazing how your loyalty pays off. I'm so glad Istuck to it. My money is going to send my daughter, Ashley, to college."Those are some of my partners, and we've come a long way together. About the same time we startedprofit sharing, we cranked up a lot of other financial partnership programs. We've got an employee stockpurchase plan so associates can buy stock through payroll deductions at a discount of 15 percent offmarket value. Today, more than 80 percent of our associates own Wal-Mart stock, either through profitsharing or on their own, and personally I figure most of the other 20 percent either haven't qualified forprofit sharing yet, or haven't been with us long enough to catch on. Over the years, we've also had avariety of incentive and bonus plans to keep every associate involved in the business as partners. When they finally opened the front doors, there was a stampede like you wouldn't believe: five hundredor six hundred people tearing through that store looking for one twenty-two-cent television set. Phil solda ton that day, but the place was so totally out of control that even he admitted playing hide-and-seekwith merchandise was a terrible idea. Two years ago, we earned $1 billion in profits for the first time. That's a jump from only $41 million justten years before. Here's a chart that completely amazes me: �