We tried a lot of promotional things that worked really well. First, we put a popcorn machine out on thesidewalk, and we sold that stuff like crazy. So I thought and thought about it and finally decided what weneeded was a soft ice cream machine out there too. I screwed my courage up and went down to thebank and borrowed what at the time seemed like the astronomical sum of $1,800 to buy that thing. Thatwas the first money I ever borrowed from a bank. Then we rolled the ice cream machine out there on thesidewalk next to the popcorn machine, and I mean we attracted some attention with those two. It wasnew and differentanother experimentand we really turned a profit on it. I paid off that $1,800 note intwo or three years, and I felt great about it. I really didn't want to be remembered as the guy who lost hisshirt on some crazy ice cream machine. "Fortunately, we turned Searcy around and made it work because it saved our neck after we took on allthose Kuhn's stores. We had to figure out how to supply them, and our arrangement with a third-partydistributor turned into a nightmare. So we built an addition at Searcy to service them, and it solved theproblem. Searcywhich is one of our best-performing distribution centers todayreally was the key to ourwhole distribution system. After we proved it would work, we were able to duplicate the modelanywhere, and that's what we've done."I think it's fair to say that our distribution system today is the envy certainly of everyone in our industry,and in a lot of others as well. We now have twenty of these centers placed strategically in our trade areasaround the countrystill mostly within a day's drive, or about 350 miles, of the stores they serve. This store was as bad off as any Wal-Mart I've ever seen. It had the highest shrinkage of any Wal-Marteveraround 6 percent, which for us is unheard of. The store was losing more than a half-million dollars ayear, and we thought we ought to close it. But we had a real maverick named Ed Nagy, who was then adistrict manager. Ed's a fella who's always stepping on toes or breaking one rule or another. He'sconstantly in trouble, and he likes to try new things, and, I have to admit, he reminds me a bit of myself asa youngster. He goes into that store, and he has a talk with the store manager, and he starts training thedepartment heads. And he sets some realistic goals for these folks. And he starts giving them somemotivational talks, explaining how we're different from other companies and they're really missing out onsomething by not participating. Jack told Mrs. Regan what he had done. An assiduous reader of the newspapers, it appeared that she knew all about the magnificence of the Columbian. "You mean it!" 小老弟影院-日本红怡院一本道-大香蕉影视 鈥淎lone, Maggie?鈥?said Tom, in a voice of deep astonishment, as he opened the middle window, on a level with the boat. "Another time, the chairman decided I was going to have to stand up there and sing 'Red River Valley' ata meeting three weeks away. He knew I couldn't carry a tune in a bucket but he made a bigger andbigger deal out of it every week until finally I had to put a group together to sing it so nobody would hearonly me. I always figured he just wanted to force me into doing something in public that I wasn't so goodat, and that way I had to eat a little humble pie. Anyway, I believe those meetings are managed fun, and Ithink the chairman manages them very discreetly. He knows when he wants it to be serious, and heknows when he wants it to be fun. Sometimes it's very democratic, and sometimes it's very dictatorial. Kennedy had sought this opportunity to question her about Vail Wilford alone. But, as he plied her with questions, she had little to say either about him or about her mistress. She was evidently well trained.