Walton Key Quotes

High expectations are the key to everything.

The key is that you never take the piss out of them. You approach them with overwhelming respect, and then you do what you need to get done, and then you must be humble enough to say it was their brilliant idea all along. Understand: This has been

The heart of the issue is not simply that a group that gets a large portion of its budget from the Walton family fortune is unlikely to be highly critical of Walmart. The 1990s was the key decade when the contours of the climate battle were being drawn—when a collective strategy for rising to the challenge was developed and when the first wave of supposed solutions was presented to the public. It was also the period when Big Green became most enthusiastically pro-corporate, most committed to a low-friction model of social change in which everything had to be ‘win- win.’ And in the same period many of the corporate partners of groups like the EDF and the Nature Conservancy—Walmart, FedEx, GM—were pushing hard for the global deregulatory framework that has done so much to send emissions soaring. This alignment of economic interests—combined with the ever powerful desire to be seen as ‘serious’ in circles where seriousness is equated with toeing the pro-market line —fundamentally shaped how these green groups conceived of the climate challenge from the start. Global warming was not defined as a crisis being fueled by overconsumption, or by high emissions industrial agriculture, or by car culture, or by a trade system that insists that vast geographical distances do not matter—root causes that would have demanded changes in how we live, work, eat, and shop. Instead, climate change was presented as a narrow technical problem with no end of profitable solutions within the market system, many of which were available for sale at Walmart.

We must also remember some of the key lessons of Scripture. In our weakness he is strong. He can use suffering to strengthen our character. He can use evil to accomplish good (precisely the nature of the discussion in the book of Habakkuk). God’s sovereignty is demonstrated in that whatever personal or nonpersonal agents do, God takes it and turns it to his purpose.

The key features of this interpretation include most prominently: The Hebrew word translated “create” (bārāʾ) concerns assigning functions. The account begins in verse 2 with no functions (rather than with no material). The first three days pertain to the three major functions of life: time, weather, food. Days four to six pertain to functionaries in the cosmos being assigned their roles and spheres. The recurring comment that “it is good” refers to functionality (relative to people). The temple aspect is evident in the climax of day seven when God rests—an activity in a temple. The account can then be seen to be a seven-day inauguration of the cosmic temple, setting up its functions for the benefit of humanity, with God dwelling in relationship with his creatures.

High expectations are the key to everything. —Sam Walton, founder, Walmart

If you had to boil down the Wal-Mart system to one single idea, it would probably be communication, because it is one of the real keys to our success. We do it in so many ways, from the Saturday morning meeting to the very simple phone call, to our satellite system. The necessity for good communication in a big company like this is so vital it can’t be overstated. What good is figuring out a better way to sell beach towels if you aren’t going to tell everybody in your company about it?

Walmart’s “key strategy,” in Walton’s own words, “was to put good-sized stores into little one-horse towns which everybody else was ignoring.” In terms of the five forces, this choice of customers insulated Walmart from direct rivalry with other discounters. Although people tend to think of Walmart as a fierce competitor, Walmart started out by completely avoiding head-to-head competition. Doing so gave it many years of breathing room to develop and extend its positioning as a provider of everyday low prices.

said Reel, shooting Robie a quick glance that he did not notice. “Maybe that was their plan. But Luke could never do that while he was with the skinheads. They wouldn’t have allowed it. And I doubt Luke would have wanted Holly anywhere near those people. They are bad news.” Robie said, “Maybe that’s why they came for him. Because he told them he was leaving the group so he could start a new life with Holly.” Reel said, “That actually makes sense. Too bad we don’t know where either one is so we can ask them. The police let Luke go and he’s disappeared.” “Did Holly have any other visitors?” asked Robie. “Her sister, Valerie, on a regular basis. A couple of young women she knew. Her parole officer also visited regularly, of course. But Luke came more often than anyone else. Now, let me see if there were any others. We keep records of all of them.” She turned to her computer and clicked some keys. “Yes, there was another person.” She glanced at the name on the screen. “Roger Walton.” Both Reel and Robie tensed. “When did he come by?” asked Reel. Fishbaugh clicked some more keys. “He came by only once.” “When was that?” “Five days ago.” “So, shortly before he disappeared. Did you talk to him?” “Briefly. He seemed to know

In the same way, if we are going to comprehend communication that took place between members of an ancient culture, we are going to have to adjust our thinking to be able to sit in the circle of communication with the ancient audience. The Bible has plenty of examples like “Iron Curtain” and “daylight savings time” that are not explained, and we do not intrinsically understand. But in many cases the key to understanding can be found in other ancient Near Eastern literature. When we study an ancient text, we cannot make words mean whatever we want them to, or assume that they meant the same to the ancient audience that they do to a modern audience.

In his book The Prime Movers,1 psychologist Edwin Locke identifies the core mental traits of great business leaders—Steve Jobs, Sam Walton, Jack Welch, Bill Gates, Walt Disney, and J. P. Morgan, to name only a few. While a number of variables contributed to their success, Locke found one key trait they all shared: vision.

repeated failure is key to doing bold things, to being entrepreneurial. Try stuff, fail, fail fast, try again. When Sam Walton was asked why Walmart was so successful, he said, “We do a lot of things right.” Then asked how they did things right, he said, “Because we did them wrong the first time.