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彩神争霸大发pk10

时间: 2019年11月12日 09:43 阅读:54302

彩神争霸大发pk10

� As helpful as that franchise program was to an eager-to-learn twenty-seven-year-old kid, ButlerBrothers wanted us to do things literally by the booktheir book. They really didn't allow their franchiseesmuch discretion. The merchandise was assembled inChicago,St. Louis, orKansas City. They told mewhat merchandise to sell, how much to sell it for, and how much they would sell it to me for. They toldme that their selection of merchandise was what the customers expected. They also told me I had to buyat least 80 percent of my merchandise from them, and if I did, I would get a rebate at year-end. If Iwanted to make a 6 or 7 percent net profit, they told me I would have to hire so much help and do somuch advertising. This is how most franchises work. � 彩神争霸大发pk10 As helpful as that franchise program was to an eager-to-learn twenty-seven-year-old kid, ButlerBrothers wanted us to do things literally by the booktheir book. They really didn't allow their franchiseesmuch discretion. The merchandise was assembled inChicago,St. Louis, orKansas City. They told mewhat merchandise to sell, how much to sell it for, and how much they would sell it to me for. They toldme that their selection of merchandise was what the customers expected. They also told me I had to buyat least 80 percent of my merchandise from them, and if I did, I would get a rebate at year-end. If Iwanted to make a 6 or 7 percent net profit, they told me I would have to hire so much help and do somuch advertising. This is how most franchises work. � One of the key elements in Wal-Mart's success has been the lack of competition in its small, ruralmarkets ... It is clearly easier to operate in this kind of situation than in a competitive one: pricing need notbe so sharp, and the "right" merchandise is less critical, simply because customers have no alternative . . . � � � "She went on to say that the day our store opened turned out to be the biggest day she had ever hadsince her paint store opened. 'You're pulling all these people into our shopping center. And the neatestthing happened to me Saturday. A man came in looking for a particular kind of paint and said he knewwe had it. He said he knew because he'd been in the Wal-Mart looking for it, and the paint departmentmanager told him we had it and sent him on over. I thought that was wonderful.'"Our guy sent the customer along to the paint store because it was the right thing to do. He was takingcare of the customer. What makes me sad these daysand a little angry toois that some of these storesare starting to shut down before we come to a town. They hear we're coming, and they close up beforewe ever even get there. We get a bad rap for that, but to my mind somebody who'll close his store justbecause he hears competition's coming is somebody who must know he's not doing much of a job,somebody who probably shouldn't have been in the retail business to begin with. "What we helped him with in the early days was really logistics. It's like in the Army. You can movetroops all over the world, but unless you have the capacity to supply them with ammunition and food,there's no sense putting them out there. Sam understood that. He knew that he was already in what thetrade calls an 'absentee ownership' situation. That just means you're putting your stores out where you, asmanagement, aren't. If he wanted to grow he had to learn to control it. So to service these stores you'vegot to have timely information: How much merchandise is in the store What is it What's selling andwhat's not What is to be ordered, marked down, replaced To get more technical, that helps youcontrol what we call turn, or inventory turnoverthe ratio of sales to inventory. That's a key. The moreyou turn your inventory, the less capital is required. And all this involves getting the merchandise to thestore at the right time, communicating how it's being priced and how it's being marked down, whatever. � � As helpful as that franchise program was to an eager-to-learn twenty-seven-year-old kid, ButlerBrothers wanted us to do things literally by the booktheir book. They really didn't allow their franchiseesmuch discretion. The merchandise was assembled inChicago,St. Louis, orKansas City. They told mewhat merchandise to sell, how much to sell it for, and how much they would sell it to me for. They toldme that their selection of merchandise was what the customers expected. They also told me I had to buyat least 80 percent of my merchandise from them, and if I did, I would get a rebate at year-end. If Iwanted to make a 6 or 7 percent net profit, they told me I would have to hire so much help and do somuch advertising. This is how most franchises work. "I have personally competed with Wal-Mart, so I know it can be done. You develop a uniqueness, aniche, and then you capitalize on it. And let me tell you, not all small merchants in these little towns hateus. Some of them have learned to feed off us rather successfully.