"At that first Bentonville store I was part of the shrinkage [unaccounted-for inventory losses usuallycaused by theft]. If I needed something, I just got it and took it home with me. I didn't even think aboutpaying for it. It wasn't good business at all. I mean, people would see me picking up things and theyprobably thought, well, I'll pick up some too. I remember it was difficult for me when we went into theWal-Mart business from the Five and Dime. I had to start paying for things, and it was a real shock. Over the previous few years, Vigil had become convinced that the next leap forward in humanendurance would come from a dimension he dreaded getting into: character. Not the 鈥渃haracter鈥? 1516专注彩票平台 As disappointed and unhappy as he was, Ron said, "Sam, I know you're going to think that things arefalling apart, and a lot of other people are going to think they're falling apart, but you've got such a strongfield organization here, and such loyalty from the associates and the managers in those stores out there,and such loyal customers, and the company is so sound in its operating philosophies, that I think you'lljust move right down the road." I appreciated his expressing that confidence in us. I know he meant it,and I'll never forget it. 鈥?Por qu茅?鈥?I asked. Why? Maggie鈥檚 voice was getting choked as she uttered these last words. 鈥淲ho is it? Have you brought a boat?鈥? Intoxicated with his startling new talent, Ted kept pushing further. He went on to run the MotherRoad 100鈥攐ne hundred miles of asphalt on the original Route 66鈥攁nd the Leona Divide fiftymiler,and the Angeles Crest 100-Mile Endurance Run through the rugged San Gabriel Mountains. 鈥淪o what鈥檚 Scott like?鈥?Jenn asked. Ultrarunning, like rap music, was split by geography; as EastCoast playas, Jenn and Billy had done most of their racing close to home and hadn鈥檛 yet crossedpaths (or swords) with many of the West Coast elites. To them鈥攖o just about all ultrarunners,actually鈥擲cott was as much of a mythic figure as the Tarahumara. Eventually, we opened two Hypermarts in the DallasFort Worth area, one in Topeka, and one inKansas City. By now we had gotten enough respect in the business so that Kmart jumped right in behindus with their own Hypermart concept called American Fare. Our Hypermarts weren't disasters, but theywere disappointments. They were marginally profitable stores, and they taught us what our next stepshould be in combining grocery and general merchandisinga smaller concept called the Supercenter. ButI was mistaken in my vision of the potential the Hypermart held in this country.