"We used to get in some terrific fights. You have to be just as tough as they are. You can't let them getby with anything because they are going to take care of themselves, and your job is to take care of thecustomer. I'd threaten Procter & Gamble with not carrying their merchandise, and they'd say, 'Oh, youcan't get by without carrying our merchandise.' And I'd say, 'You watch me put it on a side counter, andI'll put Colgate on the endcap at a penny less, and you just watch me.' They got offended and went toSam, and he said, 'Whatever Claude says, that's what it's going to be.' Well, now we have a real goodrelationship with Procter & Gamble. It's a model that everybody talks about. But let me tell you, onereason for that is that they learned to respect us. They learned that they couldn't bulldoze us likeeverybody else, and that when we said we were representing the customer, we were dead serious."In those days, of course, we desperately needed Procter & Gamble's product, whereas they could havegotten along just fine without us. Today, we are their largest customer. But it really wasn't until 1987 thatwe began to turn a basically adversarial vendor/retailer relationship into one that we like to think is thewave of the future: a win-win partnership between two big companies both trying to serve the samecustomer. Believe it or not, as big as we had become by then, I don't believe Wal-Mart had ever beencalled on by a corporate officer of P&G. We just let our buyers slug it out with their salesmen and bothsides lived with the results. 网上的福利彩票到底能赚钱吗 Push Responsibilityand AuthorityDownThe bigger we get as a company, the more important it becomes for us to shift responsibility andauthority toward the front lines, toward that department manager who's stocking the shelves and talkingto the customer. When we were much smaller, I probably wasn't as quick to catch on to this idea as Ishould have been. But as an avid student of management theory, back in the mid-seventies I startedreading the work of W. Edwards Deming, the famous statistician who taught so much to the Japaneseabout improving their productivity and competitiveness. Then Helen and I took a trip to Japan andKorea, which got me thinking about a whole bunch of different things we could do to improve ourcompany. That's probably when I first began thinking about some of the very real ways that we couldimprove our teamwork and put more authority in the hands of our people in the stores. 鈥楬e cannot tell.鈥? The Continuation of the History of Galesia. 鈥楶erhaps you sometimes wonder at my so often making the special request for prayer for wisdom. But oh, love, if you knew the puzzling cases which meet us! I observe that experienced and sensible Natives are taken in; so can we wonder at being so? I will just give you a specimen case where we have not been taken in, because warned in time. I have not even seen the woman in question; I suppose that the parties found out that we have had notice.... A woman professes, I hear, to be an inquirer. She wishes baptism. Why? A Muhammadan man is at the bottom of her inclination towards Christianity. The woman is of low caste, so that the man would be degraded by marrying her, as he desires to do. Let her become a Christian,鈥攖hat will be a kind of white-washing for her,鈥攕he will be received amongst us, be able to eat with us, etc. Then the Muhammadan is to pervert her to the faith of Islam, and gain credit for converting a Christian, instead of disgrace for marrying a Mitrani. ... We hope for more than twenty baptisms in C鈥斺€? but Francis is in no hurry to baptize, nor I to write to Miss 鈥斺€?about our hopes. I think that I have gained more experience in this my seventh year than any other; and dear Francis has also greatly added to his. One of the parts of this experience is the finding out our need of wisdom from above. Only God knows the heart! Do not suppose me dismayed, or that I cease to value the dear Natives; but it is almost sad to me to see that self-confidence which often arises from lack of experience.鈥? 鈥楴o, sergeant, not these hours past. He鈥檚 in the usual place, I鈥檒l go bail.鈥? 鈥榃hat could have happened? Had the dear youth been seized by his Muhammadan relations? Such things do happen; the danger is a very real one. It is often no easy matter to confess Christ in India. Mr. B., who was here, wrote off a note to a Christian Maulvi in Amritsar to search for the lad. He did so, and found him, and brought him here in safety last night; but not before 鈥斺€?had had a painful time of it in Amritsar. 鈥楢mritsar, Jan. 11, 1886.鈥擨 hope that my telegram arrived before the news that would trouble you. The doctor pronounced me 鈥渙ut of danger鈥?last Friday, the 8th; so I almost immediately thought of sending a telegram. Now I鈥檓 going to make a little confession of exaggeration. I told you that I saw more than one hundred people on Christmas Day. Babu Singha told me that there were only eighty-four at the feast; so, as babies count at the feast and didn鈥檛 come up to me, I probably didn鈥檛 see more than seventy. I questioned the doctor a little time ago as to the influx of visitors; and he only told me, that, as he thought I was sure to die, it didn鈥檛 matter whom I saw. But I didn鈥檛 think I was going to die; and you see I was right....鈥? But as I mentioned, we couldn't find anybody who wanted to run their trucks sixty or seventy miles outof the way into these little towns where we were operating. We were totally ignored by the distributorsand the jobbers. That's not only how we came to build our own distribution system, it's also how we gotused to beating the heck out of everybody on prices. We had a time getting good merchandise for ourstores back then, but our cost of acquiring the goods was rock bottombecause we sat out there withabsolutely no help from distributors. And because we got used to doing everything on our own, we havealways resented paying anyone just for the pleasure of doing business with him. And despite my dealings with the likes of Harry Weiner, I still had that contract saying I was supposed tobuy at least 80 percent of my merchandise from Ben Franklin. If I missed that target, I didn't get myyear-end rebate. The fact of the matter is I stretched that contract every way I could. I would buy asmuch as I could on the outside and still try to meet the 80 percent. Charlie Baumwho was then one ofthe field men for Ben Franklinwould say we were only at 70 percent, and I would foam at the mouthand rant and rave about it. I guess the only reason Butler Brothers didn't give me a harder time about it allis that our store had quickly gone from being a laggard to one of the top performers in our district.