Helen walton: KURT BARNARD, RETAILING CONSULTANT: But there's no question about it: one of the main reasons we've been able to roll this company outnationally was all the pressure put on me by guys like David Glass and, earlier, Jack Shewmaker andRon Mayer, to invest so heavily in technology. Yes, I argued and resisted, but I eventually signed thechecks. And we have been able to move way out front of the industry in both communications anddistribution. During that period in the late seventies when Kmart's management had such a strongresistance to any kind of change, that resistance included investment in systems. At the same time, ourfellows were just absolutely convinced that computers were essential to managing growth and keepingdown our cost structure. Today, of course, they've been proven so right that they look like geniuses. Iwould go so far as to say, in fact, that the efficiencies and economies of scale we realize from ourdistribution system give us one of our greatest competitive advantages. 黄色视频网站_亚洲 中文 自拍 另类 "Finally, I said, 'Sam Walton, is that you' And he looked up from the floor and said, 'Oh, Don! Hi! Another point missed by Margo Alexander and others was that a very fortunate thing happened to us onthe competitive front: Kmart was developing its own problems. Toward the end of 1976, they hadpurchased more than two hundred store locations left over from the defunct Grant's chain, and they hadtheir hands full trying to make that work. Not only that, they seemed to have a management philosophy atthe time of avoiding all change, something that never works in this business. I'm sure that worrying aboutWal-Mart fell way down on their priority list, and I occasionally think back to how lucky we were not tohave had to face Harry Cunninghamor Kmart's current management teamduring that period.