It was the low point of my business life. I felt sick to my stomach. I couldn't believe it was happening tome. It really was like a nightmare. I had built the best variety store in the whole region and worked hardin the communitydone everything rightand now I was being kicked out of town. It didn't seem fair. Iblamed myself for ever getting suckered into such an awful lease, and I was furious at the landlord. For some little time the Comte d鈥橝rtois had been regarding the sister of one of his valets de pied with an admiration which she was evidently quite ready to return. Finding some difficulty in getting an interview with her, he applied to her brother who, delighted at the fancy of the Prince for his sister, and the probable advantages it might bring, promised his assistance, and arranged that the young girl, who was extremely pretty, should meet him dressed as a peasant in the cottage of a forester of Compi猫gne. "Sam decidedcorrectly at the timethat White, Weld knew more about public offerings than we did, sohe let them have the business. But he told them, 'I hope you'll include the folks at Stephens, becausethey're good friends, and they're good people.' White, Weld asked us if we wanted to take a third of thedeal to their two-thirds. I talked it over with Jack, and he asked me what I thought of the company. Isaid I thought we ought to do it. And we did. Later on, in other offerings, we got a fifty-fifty piece of thedeal along with White, Weld."So Rob started to work on the plan, which was to consolidate all these partnerships into one companyand then sell about 20 percent of it to the public. At the time, our family owned probably 75 percent ofthe company, Bud owned 15 percent or so, some other relatives owned a percentage, Charlie Baumowned some, Willard Walker owned some, Charlie Cate owned some, Claude Harris owned some. Allthose early managers would borrow money from our bank to buy stock in the stores. Willard was themost skillful at getting money. He would cultivate the guys who ran the banks and they'd let him havewhat he wanted. Consequently, he realized fabulous returns on it. He had more ownership than any of themanagers. 黄色三级片 欧美三级片 韩国三级片 日本三级片 三级片电影 By now, my five years inNewportwere about up, and I had met my goal. That little Ben Franklin storewas doing $250,000 in sales a year, and turning $30,000 to $40,000 a year in profit. It was thenumber-one Ben Franklin storefor sales or profitnot only inArkansas, but in the whole six-state region. ONE HUNDRED DOLLARS REWARD. It's the one kind of store for which I have the least sympathy because, frankly, a good smart hardwarestore operator can just beat us to death if he thinks about what he's doing and commits to putting up afight. If he gets his assortment right and makes sure his salespeople have excellent knowledge of theproducts and how to use them, and goes out of his way to take care of his customers, he can keep plentyof business away from us. We don't have nearly the assortment of a hardware storeplumbing suppliesand electrical equipment and specialty tools. And not all of our folks can explain how to fix a leaky faucetor rewire a lamp the way folks in a hardware store should be able to. Our paint customers don't getwaited on much either. They have to pick out their own paint and then walk around with it looking for therest of the things they want. The same is true in sporting goods, where the customer can't expect to getnearly the same kind of service from us as from a specialty store.