If we fail to live up to somebody's hypothetical projection for what we should be doing, I don't care. Itmay knock our stock back a little, but we're in it for the long run. We couldn't care less about what isforecast or what the market says we ought to do. If we listened very seriously to that sort of stuff, wenever would have gone into small-town discounting in the first place. He said, 'Charlie, we don't give raises of a quarter an hour. We give them a nickel an hour.' But I didn'tcut back. I stayed with the seventy-five cents because those girls were earning it. We were a high-volumestore for those days, making pretty good money."I don't remember beingthat tight, but I guess Charlie's got it about right. We didn't pay much. It wasn'tthat I was intentionally heartless. I wanted everybody to do well for themselves. It's just that in my veryearly days in the business, I was so doggoned competitive, and so determined to do well, that I wasblinded to the most basic truth, really the principle that later became the foundation of Wal-Mart'ssuccess. You see, no matter how you slice it in the retail business, payroll is one of the most importantparts of overhead, and overhead is one of the most crucial things you have to fight to maintain your profitmargin. That was true then, and it's still true today. Back then, though, I was so obsessed with turning in aprofit margin of 6 percent or higher that I ignored some of the basic needs of our people, and I feel badabout it. When somebody made a bad mistakewhether it was myself or anybody elsewe talked about it,admitted it, tried to figure out how to correct it, and then moved on to the next day's work. 天天综合网网欲色,天天影视综合在线影院,天天影视涩香欲综合网 鈥楢ug. 18, 1892. Acknowledgments And every man and woman mentioned in this history was still living, except those whose end we know. My proposal wasn't agreeable to Ron, and I can certainly understand why. He wanted to run thecompany, and when he couldn't he decided to leave us. Nobody believed it at the time, but although Iwas unhappy with some of the things going on under Ron's chairmanship,real unhappy with a few, I triedas hard as I could to convince him to stay and be part of our growth even though he couldn't be chairmanand CEO anymore. I said, "Ron, we are going to miss you, we are going to need you, and I think we'regoing to suffer a lot because you're not here." I offered him everything to stay, but he felt it was time togo. "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.