NERBASKA FURNITURE MART - SMALL FURNITURES - ROOMS HAWAII FURNITURE.
Nerbaska Furniture Mart
- Furniture is the mass noun for the movable objects ('mobile' in Latin languages) intended to support various human activities such as seating and sleeping in beds, to hold objects at a convenient height for work using horizontal surfaces above the ground, or to store things.
- furnishings that make a room or other area ready for occupancy; "they had too much furniture for the small apartment"; "there was only one piece of furniture in the room"
- Furniture + 2 is the most recent EP released by American post-hardcore band Fugazi. It was recorded in January and February 2001, the same time that the band was recording their last album, The Argument, and released in October 2001 on 7" and on CD.
- Large movable equipment, such as tables and chairs, used to make a house, office, or other space suitable for living or working
- Small accessories or fittings for a particular use or piece of equipment
- A person's habitual attitude, outlook, and way of thinking
- marketplace: an area in a town where a public mercantile establishment is set up
- Carl Friedrich Philipp von Martius (April 17, 1794-December 13, 1868 Munich) was a German botanist and explorer.
- A trade center or market
- Mart is an Estonian masculine given name, a version of Martin.
nerbaska furniture mart - The Wal-Mart
The Wal-Mart Way: The Inside Story of the Success of the World's Largest Company
Since Sam Walton's death in 1992, Wal-Mart has gone from being the largest retailer in the world to holding the top spot on the Fortune 500 list as the largest company in the world. Don Soderquist, who was senior vice chairman during that time, played a crucial role in that success. Sam Walton said, "I tried for almost twenty years to hire Don Soderquist . . . But when we really needed him later on, he finally joined up and made a great chief operating officer." Responsible for overseeing many of Wal-Mart's key support divisions, including real estate, human resources, information systems, logistics, legal, corporate affairs, and loss prevention, Soderquist stayed true to his Christian values as well as Wal-Mart's distinct management style. "Probably no other Wal-Mart executive since the legendary Sam Walton has come to embody the principles of the company's culture-or to represent them within the industry-as has Don Soderquist," Discount Store News once reported.
In The Wal-Mart Way, Soderquist shares his story of helping lead a global company from being a $43 billion company to one that would eventually exceed $200 billion. Several books have been written about Wal-Mart's success, but none by the ones who were the actual players. It was more than "Everyday Low Prices" and distribution that catapulted the company to the top. The core values based on Judeo-Christian principles-and maintained by leaders such as Soderquist-are the real reason for Wal-Mart's success.
Wal-Mart, (old) Belton MO, 4 wm
I believe Belton's Wal-Mart occupied an interim space, between this oldie and the current Super Center. I don't believe this has been occupied by Wal-Mart since 1990, if not earlier. This was once a Bud's Bargains, or whatever that was, operated by Sam Walton's cousin. Now it is FOUR things: Tractor Supply, World Liquidators, Goodwill Thrift, and Cirilla's adult novelties. Hmmm. Sam Walton is spinning in his grave.
Wal-Mart (former) 3 wm
Some more shots to supplement existing photoset for Olathe's first Wal-Mart, opened approx 1983-84. The "long" end, or "plain" end, is where Hobby Lobby now is, and it's the District Office too, so it's larger than some of the other Hobby Lobby stores in the area. Wal-Mart's original entry is where the Goodwill Store now enteres, with scarcely any modifications to the canopy, etc.
nerbaska furniture mart
This trenchant study analyzes the rise and decline in the quality and format of science in America since World War II.
During the Cold War, the U.S. government amply funded basic research in science and medicine. Starting in the 1980s, however, this support began to decline and for-profit corporations became the largest funders of research. Philip Mirowski argues that a powerful neoliberal ideology promoted a radically different view of knowledge and discovery: the fruits of scientific investigation are not a public good that should be freely available to all, but are commodities that could be monetized.
Consequently, patent and intellectual property laws were greatly strengthened, universities demanded patents on the discoveries of their faculty, information sharing among researchers was impeded, and the line between universities and corporations began to blur. At the same time, corporations shed their in-house research laboratories, contracting with independent firms both in the States and abroad to supply new products. Among such firms were AT&T and IBM, whose outstanding research laboratories during much of the twentieth century produced Nobel Prize–winning work in chemistry and physics, ranging from the transistor to superconductivity.
Science-Mart offers a provocative, learned, and timely critique, of interest to anyone concerned that American science—once the envy of the world—must be more than just another way to make money.