9 Who knows what may happen in that land by day or by night? And who knows whether it will be far or near, O Eve? Where it will please God to put us, may be far from the garden, O Eve? Or where God will prevent us from beholding Him, because we have transgressed His commandment, and because we have made requests of Him at all times? DEAN SANDERS, EXECUTIVE VICE PRESIDENT OPERATIONS, WAL-MART: It's true that we have many fine associates from the country, but they have had to enter our culture andlearn retailing just like anybody else, and we have spent a good deal of time teaching many of them toovercome their natural shyness and learn to speak up and help our customers. So I think some folksoutside our company may be putting a little too much emphasis on the supposed low quality of workersin the city, and not enough emphasis on the failure of some managers to do their jobs in getting thoseworkers going in the right direction. Years ago, if we hadn't done so well, some of these folks might havesaid you could never build a retailing empire in small-town America because you wouldn't be able toattract a work force that was sophisticated enough. 高频彩票将取消2019 DEAN SANDERS, EXECUTIVE VICE PRESIDENT OPERATIONS, WAL-MART: But before we got the stock issued, the market fell out on us, and we had to postpone the offering. Wewere already having unusual managers' meetings in those days. We would all go fishing together, withoutwives, for four or five days at a time and talk about the business. I remember we were on one of thosetrips to Table Rock Dam, and I had to tell everybody that we were pulling back on the deal. But themarket recovered some, and on October 1, 1970, Wal-Mart became a public company, traded over thecounter. Our prospectus offered 300,000 shares at a price of $15, but it sold for $16.50. It was wellreceived, though not widely held; we only had about 800 shareholders, most of them either institutions orfolks we knew. Those who bought in that offering, or who owned some of those early partnerships andhad them converted in that offering, made an absolute killing. For example, we've got one store in Panama City, Florida, and another only five miles away in PanamaCity Beach, but actually they're worlds apart when it comes to their merchandise mix and their customerbase. They're entirely different kinds of stores. One is built for tourists going to the beach, and the other ismore like the normal Wal-Mart, built for folks who live in town. That's why we try our best to put amerchant in charge of each store, and to develop other merchants as the heads of each department inthose stores. If the merchandise mix is really going to be right, it has to be managed by the merchandisersthere on the scene, the folks who actually deal face to face with the customers, day in and day out,through the seasons. 鈥淏ut he (Mr. Gholson) has labored to show that the abolition of slavery would be impolitic, because your slaves constitute the entire wealth of the state, all the productive capacity Virginia possesses; and, sir, as things are, I believe he is correct. He says that the slaves constitute the entire available wealth of Eastern Virginia. Is it true that for two hundred years the only increase in the wealth and resources of Virginia has been a remnant of the natural increase of this miserable race? Can it be that on this increase she places her sole dependence? Until I heard these declarations, I had not fully conceived the horrible extent of this evil. These gentlemen 149state the fact, which the history and present aspect of the commonwealth but too well sustain. What, sir! have you lived for two hundred years without personal effort or productive industry, in extravagance and indolence, sustained alone by the return from the sales of the increase of slaves, and retaining merely such a number as your now impoverished lands can sustain as STOCK?鈥? "In those days, we would go on these buying trips with Sam, and we'd all stay, as much as we could, inone room or two. I remember one time inChicagowhen we stayed eight of us to a room. And the roomwasn't very big to begin with. You might say we were on a pretty restricted budget."But sometimes I'm asked why today, when Wal-Mart has been so successful, when we're a $50billion-plus company, should we stay so cheap That's simple: because we believe in the value of thedollar. We exist to provide value to our customers, which means that in addition to quality and service,we have to save them money. Every time Wal-Mart spends one dollar foolishly, it comes right out of ourcustomers' pockets. Every time we save them a dollar, that puts us one more step ahead of thecompetitionwhich is where we always plan to be. 9 For You, O God, caused him to fall asleep, and took a bone from his side, and restored the flesh in the place of it, by Your divine power. DEAN SANDERS, EXECUTIVE VICE PRESIDENT OPERATIONS, WAL-MART: We never leave an item hanging. We will make a decision in that meeting even if it's wrong, andsometimes it is. But when the people come out of that room, you would be hard-pressed to tell whichones oppose it and which ones are for it. And once we've made that decision on Friday, we expect it tobe acted on in all the stores on Saturday. What we guard against around here is people saying, 'Let'sthink about it.' We make a decision. Then we act on it."Once these regional managers have come back on Thursdays, we load up the planes with some buyersand send them out to visit the individual stores. As we've gotten bigger, we've added on all kinds of waysto keep our buyers responsive to the store needs. These days we've got folks called regional buyers,who go around and help the store managers customize the merchandise for their own stores. My favoritebuyer program is one called Eat What You Cook. Once a quarter, every buyer has to go out to adifferent store and act as manager for a couple of days in the department he or she buys merchandise for.