Afew days later, Dad entered the University of Arkansas hospital in Little Rock. Even in the final weeksof his life, he took great pleasure in doing what he had always done. One of the last people he spoke withoutside the family was a local Wal-Mart manager who, at our request, dropped by to chat with Dadabout his store's sales figures for the week. Then, less than three weeks after receiving the Medal ofFreedom, and just days after his seventy-fourth birthday, Dad's struggle with cancer finally ended. OnSunday morning, April 5, he died peacefullyas inspirational in facing death as he had been in facing life. 冠军pk10四码步步为赢公式 "There was this thing between Ron and Ferold. I wasn't too involved personally because I was out in thefield then. But even out there it was very apparent that two camps were building up in the company. Youknow, you almost felt committed to say, Well, I'm on this team, or I'm on that team. We started seeing alooseness in our organization that had never been there, and things none of us liked were starting tohappen regularly. The seriousness of running our stores and taking care of our people wasn't happening. "Sam had us send our sales report in every week, and along with it we had to send in a Best SellingItem. I mean wehad to. What he was doing was teaching us to look for what's selling all the time. Youhad to look because you had to send in this report every week, and if you reported that nothing wasselling well, Mr. Walton would not be happy. He would think you weren't studying your merchandise,and in that case he'd come study it for you. He's been that way ever since I first met him in 1954."It's almost embarrassing to admit this, but it's true: there hasn't been a day in my adult life when I haven'tspent some time thinking about merchandising. I suspect I have emphasized item merchandising and theimportance of promoting items to a greater degree than most any other retail management person in thiscountry. It has been an absolute passion of mine. It is what I enjoy doing as much as anything in thebusiness. I really love to pick an itemmaybe the most basic merchandiseand then call attention to it. Weused to say you could sell anything if you hung it from the ceiling. So we would buy huge quantities ofsomething and dramatize it. We would blow it out of there when everybody knew we would have onlysold a few had we just left it in the normal store position. It is one of the things that has set our companyapart from the very beginning and really made us difficult to compete with. And, man, in the early days ofWal-Mart it really got crazy sometimes. JIM WALTON: Stay Lean, Fight BureaucracyAnytime a company grows as fast as Wal-Mart has, pockets of duplication are going to build up, andthere will be areas of the business which we may no longer need. No boss or employee really likes todwell on such matters: it's only human nature not to want to have your job, or the jobs of the people whowork for you, eliminated. But it is absolutely the responsibility of a company's top management to bethinking about this issue all the timeto ensure a sound future for the overall company. 鈥淢aggie, dearest,鈥?he said at last, 鈥渋f this vessel should be going to Mudport, or to any convenient place on the coast northward, it would be our best plan to get them to take us on board. You are fatigued, and it may soon rain; it may be a wretched business, getting to Torby in this boat. It鈥檚 only a trading vessel, but I dare say you can be made tolerably comfortable. We鈥檒l take the cushions out of the boat. It is really our best plan. They鈥檒l be glad enough to take us. I鈥檝e got plenty of money about me. I can pay them well.鈥? What was happening to them at the Mill? The flood had once nearly destroyed it. They might be in danger, in distress 鈥?her mother and her brother, alone there, beyond reach of help! Her whole soul was strained now on that thought; and she saw the long-loved faces looking for help into the darkness, and finding none.