美女视频免费是黄的 "I remember him saying over and over again: go in and check our competition. Checkeveryone who isour competition. And don't look for the bad. Look for the good. If you get one good idea, that's onemore than you went into the store with, and we must try to incorporate it into our company. We're reallynot concerned with what they're doing wrong, we're concerned with what they're doing right, andeveryone is doing something right."CLARENCE LEIS: He was always looking for a way to do a better job. I don't remember the details, but I remember somekind of panty price war they got into. Later on, long after we had leftNewport, and John had retired, wewould see him and he would laugh about Sam always being in his store. But I'm sure it aggravated himquite a bit early on. John had never had good competition before Sam."I learned a tremendous amount from running a store in the Ben Franklin franchise program. They had anexcellent operating program for their independent stores, sort of a canned course in how to run a store. Itwas an education in itself. They had their own accounting system, with manuals telling you what to do,when and how. They had merchandise statements, they had accounts-payable sheets, they hadprofit-and-loss sheets, they had little ledger books called Beat Yesterday books, in which you couldcompare this year's sales with last year's on a day-by-day basis. They had all the tools that anindependent merchant needed to run a controlled operation. I had no previous experience inaccountingand I wasn't all that great at accounting in collegeso I just did it according to their book. Infact, I used their accounting system long after I'd started breaking their rules on everything else. I evenused it for the first five or six Wal-Marts. This store was as bad off as any Wal-Mart I've ever seen. It had the highest shrinkage of any Wal-Marteveraround 6 percent, which for us is unheard of. The store was losing more than a half-million dollars ayear, and we thought we ought to close it. But we had a real maverick named Ed Nagy, who was then adistrict manager. Ed's a fella who's always stepping on toes or breaking one rule or another. He'sconstantly in trouble, and he likes to try new things, and, I have to admit, he reminds me a bit of myself asa youngster. He goes into that store, and he has a talk with the store manager, and he starts training thedepartment heads. And he sets some realistic goals for these folks. And he starts giving them somemotivational talks, explaining how we're different from other companies and they're really missing out onsomething by not participating.