In the early days of Wal-Mart, this period we've been talking about, I really believe our emphasis onitem promotion helped us to make up for a lot of shortcomings we hadan unsophisticated buyingprogram, a less than ideal merchandise assortment, and practically no back-office support. It wasanother way of swimming upstream. We made up for what we didn't have by being merchants. 北京急速赛车计划 "I loved it. So many times we overcomplicate this business. You can take computer reports, velocityreports, any kind of reports you want to and go lay out your counters by computer. But if you simplythink like a customer, you will do a better job of merchandise presentation and selection than any otherway. It's not always easy. To think like a customer, you have to think about details. Whoever said 'retailis detail' is absolutely 100 percent right. On the other hand it's simple. If the customers are the bosses, allyou have to do is please them."I couldn't agree with David more. Everything we've done since we started Wal-Mart has been devotedto this idea that the customer is our boss. The controversies it has led us into have surprised me, butthey've been easy to live with because we have never doubted our philosophy that the customer comesahead of everything else. The second question is if I were a young man or woman starting out today with the same sorts of talentsand energies and aspirations that I had fifty years ago, what would I do The answer to that is a littleharder to figure out. I don't know exactly what I would do today, but I feel pretty sure I would be sellingsomething, and I expect it would be at the retail level, where I could relate directly to customers off thestreet. I think I'd study the retail field today and go into the business that offered the most promise for theleast amount of money. Probably some kind of specialty retail, something to do with computers maybe,or something like the Gapeven the Body Shop. To it she replied, perhaps a little slower than before, "Why, four, seven, three, nine, five."