representativesindependent sales agents who generally work on commission to represent severaldifferent manufacturershave complained about some of our practices. We don't have any problem withthe idea of paying a middleman a commission on a sale, if his services add value to the purchasingprocess by making it more efficient. From the time the program began in 1985, until the end of last year1991we estimate that we boughtAmerican-made goods with a retail value of more than $5 billion that would previously have beenpurchased overseas. And just to keep everybody thinking along these lines, we always post our latesttally and our latest Bring it Home success story right by the door where all our vendors have to enter ourbuilding to make sales calls. I won't deny for a second that my approach has been single-minded. I've concentrated on keeping ourWal-Mart stores and Sam's Clubs on track, and I have to admit that I never have spent a great deal ofmy time, or energy, thinking about what some of the broader implications of our family's wealth could be. "So I say, 'Well, welcome to the fraternity of discount merchants. I'm sure you'll enjoy the conferenceand getting acquainted socially with everyone.' 免费看成年人视频大全 免费看成年人视频在线观看 That's why we at Wal-Mart are just absolute fanatics about our managers and buyers getting off theirchairs here in Bentonville and getting out into those stores. We have twelve airplanesonly one of them ajet, I'm proud to sayin our hangars out at the Rogers, Arkansas, airport, and that's why they're there. Chapter 11 Creating a Culture "We used to get in some terrific fights. You have to be just as tough as they are. You can't let them getby with anything because they are going to take care of themselves, and your job is to take care of thecustomer. I'd threaten Procter & Gamble with not carrying their merchandise, and they'd say, 'Oh, youcan't get by without carrying our merchandise.' And I'd say, 'You watch me put it on a side counter, andI'll put Colgate on the endcap at a penny less, and you just watch me.' They got offended and went toSam, and he said, 'Whatever Claude says, that's what it's going to be.' Well, now we have a real goodrelationship with Procter & Gamble. It's a model that everybody talks about. But let me tell you, onereason for that is that they learned to respect us. They learned that they couldn't bulldoze us likeeverybody else, and that when we said we were representing the customer, we were dead serious."In those days, of course, we desperately needed Procter & Gamble's product, whereas they could havegotten along just fine without us. Today, we are their largest customer. But it really wasn't until 1987 thatwe began to turn a basically adversarial vendor/retailer relationship into one that we like to think is thewave of the future: a win-win partnership between two big companies both trying to serve the samecustomer. Believe it or not, as big as we had become by then, I don't believe Wal-Mart had ever beencalled on by a corporate officer of P&G. We just let our buyers slug it out with their salesmen and bothsides lived with the results.