diff options
| -rw-r--r-- | .gitattributes | 3 | ||||
| -rw-r--r-- | 31073-8.txt | 2552 | ||||
| -rw-r--r-- | 31073-8.zip | bin | 0 -> 47525 bytes | |||
| -rw-r--r-- | 31073-h.zip | bin | 0 -> 52720 bytes | |||
| -rw-r--r-- | 31073-h/31073-h.htm | 2832 | ||||
| -rw-r--r-- | 31073-h/images/deco.png | bin | 0 -> 1586 bytes | |||
| -rw-r--r-- | 31073.txt | 2552 | ||||
| -rw-r--r-- | 31073.zip | bin | 0 -> 47501 bytes | |||
| -rw-r--r-- | LICENSE.txt | 11 | ||||
| -rw-r--r-- | README.md | 2 |
10 files changed, 7952 insertions, 0 deletions
diff --git a/.gitattributes b/.gitattributes new file mode 100644 index 0000000..6833f05 --- /dev/null +++ b/.gitattributes @@ -0,0 +1,3 @@ +* text=auto +*.txt text +*.md text diff --git a/31073-8.txt b/31073-8.txt new file mode 100644 index 0000000..5d0dea8 --- /dev/null +++ b/31073-8.txt @@ -0,0 +1,2552 @@ +Project Gutenberg's How Department Stores Are Carried On, by W. B. Phillips + +This eBook is for the use of anyone anywhere at no cost and with +almost no restrictions whatsoever. You may copy it, give it away or +re-use it under the terms of the Project Gutenberg License included +with this eBook or online at www.gutenberg.org + + +Title: How Department Stores Are Carried On + +Author: W. B. Phillips + +Release Date: January 25, 2010 [EBook #31073] + +Language: English + +Character set encoding: ISO-8859-1 + +*** START OF THIS PROJECT GUTENBERG EBOOK DEPARTMENT STORES *** + + + + +Produced by Charlene Taylor, Barbara Kosker and the Online +Distributed Proofreading Team at http://www.pgdp.net (This +file was produced from images generously made available +by The Internet Archive/Canadian Libraries) + + + + + + + + + + How Department Stores Are Carried On + + + + + BY + + W. B. PHILLIPS + + + + + [Illustration] + + + + + NEW YORK + DODD, MEAD & COMPANY + 1901 + + + + +Contents. + + Introduction, 5 + + General Principles, 7 + + The Management, 10 + + The System, 12 + + Advertising, 15 + + The Buying Organization, 25 + + Receiving Goods, 32 + + Taking Care of Stock, 34 + + Serving Customers, 35 + + Exchanging Goods, 38 + + Floor Managers and Ushers, 40 + + Making out Checks, 43 + + Inspecting, Checking and Parcelling + Goods, 46 + + Collecting Goods for Delivery, 48 + + Delivering Goods, 51 + + Stables, 54 + + Cash Office, 57 + + Check Office, or Auditing Department, 58 + + C. O. D. Business, 60 + + The Mail-Order Business, 62 + + Catalogues, 73 + + Receiving and Opening Mail, 95 + + Book-keeping, Buying, Checking, etc., 100 + + Assembling and Packing Mail-Order + Goods, 106 + + Goods sent by Mail, Correspondence, + Paying for Goods, etc., 110 + + Filing Correspondence, 117 + + Special Orders, 119 + + Returned Goods, Exchanges and Complaints, 121 + + Samples, 123 + + Keeping Employees' Time, 125 + + Employing Help, 128 + + Paying Wages, 130 + + Watchmen, 131 + + General Rules for Employees, 133 + + Mechanical Section, 139 + + + + +INTRODUCTION. + + +No other branch of business can bear comparison with the wonderful +results achieved by Department Stores, such a success as has made them +the wonder of modern merchandising. These stores, that have grown to +greatness from small beginnings, have a force and power behind them that +commands general interest. Their store-keeping rests upon certain +well-defined principles, and not upon chance, sensations or experiments. + +It is not the intention in this volume to prejudice public opinion +against Department Stores. No attempt has been made to enumerate any +reasons why they exist and flourish, nor any effort made to prove that +they are a necessity, or otherwise. + +Whether they promote and build up the best interests of the people and +country at large, or are detrimental to them, is a question on which +intelligent opinion is largely divided. + +The fact remains--a plain indisputable fact--that they do exist; that +they have had a tremendous growth in recent years, both in Europe and +America; that organizations of this character beginning a few years ago +have developed into the largest and most successful mercantile +institutions in the world. + +The author, from several years' practical experience, having been +closely identified with the policy adopted, and with all the detail of +system employed, in running one of the largest Department Stores on this +continent, having visited at different times the trade centers of +America, and examined carefully into the systems employed in other +stores of a similar character, and made careful comparisons, is +satisfied that the enquiring public will appreciate the endeavor to give +them an intelligent idea of "How Department Stores are carried on." + + + + +General Principles. + + +One of the great underlying principles of Modern Department Stores is +cash. Buying and selling for cash. Cash and one price. Some deviations +are made from this rule, according to existing conditions in different +business centers; but this is exceptional, the larger percentage of +trade being strictly cash, and this fact has contributed largely to the +general success. + +A few years ago nobody sold for cash. Nobody in those days marked the +price on goods in plain figures and stuck to it. To-day this is done, +and is acknowledged to be highly satisfactory. + +The first aim is to get the best and choicest goods direct from the +makers; and, second, to have the lowest prices, thus enlarging the +purchasing power of every dollar. A Department Store is different from +the ordinary store, by being big enough to deal in almost everything +that people need; handling merchandise of every class that goes well +together for all sorts of people; providing the means of doing +everything quickly, easily, cheaply. + +A store large enough to accommodate thousands of shoppers arranged to +serve a purpose. Floor upon floor filled with merchandise, broad aisles, +easy stairways, elevators to do the stair climbing, cash system for +quick and easy change-making, with all the newest ideas in store +mechanism; places to sit, wait, meet, lunch, talk and rest; in short, an +ideal place to shop in. Everything done that can be done to study the +convenience of customers and look after their interests. This +constitutes one of the greatest factors in the success of modern +retailing. + +Looking after the customer. Looking after them in such a manner that the +service is an attraction in itself, that shopping is made easy and +comfortable. Service is what these stores are for. Complete service in +every detail, beginning with the purchase of the goods, and ending with +delivery to customers, guaranteeing every article sold to be exactly as +represented, or cheerfully refunding the money. + +The development of these great businesses is largely the product of +better service, and this service has been effective in winning the favor +of shoppers. + +The strength of these organizations, while centered in well-known +principles strictly adhered to, is backed up by a well-defined system of +government, including all departments, and the development of this +system has had a great deal to do with the success of present-day +business. The principles referred to build up and support the business, +but it is the careful management and perfect system which controls. + + + + +The Management. + + +The central point around which the whole organization of Department +Stores gather is the man, or men, who put up the capital; who own, +control and manage the business; and who insist that the profits shall +be consistent with their expectations. They not only put up the cash, +but define the policy of the business, and organize and develop the +system under which it operates. The organizing and executive ability, as +well as the faculty of knowing men, must be largely displayed; knowing +men, and how to combine them; knowing how to use their capabilities and +energies, how to bring out all their qualifications and all their +ambitions. + +The management must be of large perspective and broad experience, make a +close study of store-keeping ways and methods, be quick to take +advantage of every new idea in service and appointments, and +enterprising in everything that goes to make a business strong and +successful. Associated with the head of the business, usually selected +from active workers who live with the business every day, are a few who +are taken into intimate relations with the business policy, and who very +materially assist in its development, and in the working out and +building up of the system by which the business is carried on. Capable, +intelligent, energetic, lieutenants, who are intensely interested, and +who exhibit no lack of earnestness or energy; who are imbued with +implicit faith and confidence in whatever may be advocated and decided +upon, and who direct their best efforts to its accomplishment. + + + + +The System. + + +The system that dresses the windows with attractive goods, that provides +the special bargains, that furnishes such a variety of goods comprising +nearly everything that people wear or use, that gives a courteous and +agreeable service under all conditions, that provides a place to rest +when fatigued, that enables shopping to be done under such favorable +circumstances, that delivers all purchases promptly, and if a mistake +has been made in the selection, or for any reason goods bought are not +satisfactory, presents no difficulty in their being exchanged or the +money refunded; the system which does all this and more is not the +result of accident or chance, but there is a vast machinery behind it +all which directs and controls. + +But the system must do much more than this. It must provide for getting +at results, and it is in this respect that the perfection of the system +is reached. While the store space is divided up into little stores or +departments, under different heads, who are given every possible leeway +in the buying of goods and management of stocks, yet each head is made +directly responsible for everything in connection with this part of the +business. Each department is charged with the goods bought and with the +expense of selling, and credited with the sales made. Each section pays +its proper share of all general expenses, such as delivering goods, +lighting, heating, elevator service, fixtures, rent, etc. The system +employed enables the head of the business to always know the true +condition of each section. It enables him to know, if desired, what each +individual salesperson does; how much the total business is of any +department on any day; what the expenses are for any given time; and +these facts are not obtained spasmodically, but are regularly recorded +and made use of. Lack of knowledge of the condition of any department +does not exist. Success, or the lack of it, is apparent at once. The +truth of Eternal Vigilance being the Price of Success is here +acknowledged, and in no other business organization is more special care +and attention paid to knowing constantly just what the actual results +are. + + + + +Advertising. + + +Someone has said, "The time to advertise is all the time," and among +modern business organizations none more thoroughly recognize and +strictly adhere to this statement than Department Stores. Nowhere else +is the science, the art, of advertising more intelligently understood, +appreciated and applied. Advertising is recognized as the pulse of the +business, the great vitalizing force. The importance of the relation of +advertising to business cannot possibly be exaggerated, and for this +reason it is considered most seriously. A recognized authority has said, +"Advertising taken seriously in the retail business makes the policy of +the business. It is the fundamental thing, the corner stone. Therefore, +it demands the attention of the head of the business. I cannot think of +any concern so large in its affairs, so extended in its ramifications, +with so many responsibilities resting upon the head of the business, as +to make the advertising subservient to the general management of the +business, to make the head of the business ignore the advertising. The +manager of a department, and the salespeople who are to sell the goods, +should be told the policy of the head of the business so far as +advertising is concerned, and the way the matter is to be presented to +the public, so as to arouse the interest of all. It is important that +the man at the head should vitalize the business by making everybody +feel and know that the advertising, the address to the public, is made +in conformity with his wishes, under his supervision, and is absolutely +part of his plans for disposing of his merchandise. This being so, the +proposition that the advertising of a well-ordered establishment makes +the policy of the business is really correct." + +Many methods are made use of to present and keep the business before the +public, but preëminently the best and most satisfactory is the +newspaper. Its columns are recognized as the very best medium for +business notices, going as it does into the homes of the people +regularly, filled with the world's news, with information for everybody, +about everything from everywhere. The newspaper column is the merchant's +platform, his pulpit from which he speaks to the public. It gives his +words thousands of tongues. It is in this way he reaches his audience +and tells them about his goods and business. He must talk straight, and +his address must be interesting and readable, and, above everything +else, true. It must always have the true ring of honesty, and +advertisements are becoming more truthful every day, as business men +realize that it must be true or it will fail. People judge and form +their estimate of a business by the honesty with which their +advertisements are lived up to, soon find the truth-telling places, and +trade gravitates that way with absolute certainty. Lying advertisements +never built a permanent and successful business. Advertising of to-day +is honest, or meant to be, and, every day, people are gaining more +confidence in it, and are understanding more and more that it is a +necessary and legitimate part of this business; in other words, a "Store +Bulletin," to which they can refer as an honest statement of what the +store has to offer them. + +Advertising properly means attractive news, news of daily importance, +news which is appreciated and taken advantage of by the most wide-awake, +economical and thrifty. News that must not get old by repetition. There +is nothing more important about the business than advertising. Of what +use to have tons of merchandise to sell if the people are not told about +it, told about it regularly? Keeping everlastingly at it. Hammering away +day after day. Continuous effort in the right direction, systematic, +persistent. The advertising must be clear, logical and convincing; +containing exact and definite information, telling the store news +plainly and honestly, telling the people what the store can do for them, +telling it often and in the right way. Some departments may be +systematized so fine that they don't require such undivided attention; +but the advertising can't run along like this, but must have constant +and careful thought. Every advertisement must have careful +consideration. Carelessness or neglect will lead to serious results. +Spasmodic advertising won't do. One might as well expect to close the +store one day and open it the next. It must be regular, just as regular +as the day comes. + +Attractive advertising becomes a department of the paper, and people +expect it--look for it with the same interest as other features. It is +keeping the business prominently before the people and asking +persistently for their trade that brings the business. Advertising is +the greatest force, the most powerful lever, for facilitating business. +There is a generally-accepted theory that advertising pays, but +Department Stores prove by facts that the theory is true. There has +been considerable talk about the uncertainty of advertising; but +thoroughly understood and skillfully used in the interest of Department +Stores, it has become a most powerful factor in contributing to their +general success. + +Back of Department Store success, are earnestness, persistence, +concentration, energy; but between these and achievement stands +advertising. "As the business grows and is prosperous, it is due to the +controlling factors of system, merchandise and advertising, but +advertising is the dynamic force which vitalizes all the rest." + +With this understanding of the important relation of advertising to +business, a decision is arrived at as to the amount of advertising +appropriation the business demands, not a fixed amount--no more or no +less--but about the amount expected to be spent, which depends upon the +amount of business necessary to be done, and is determined by the +percentage of profits. A selection is made of the best daily papers, +space secured, and "The Advertising Department" is ready for business. +This department is under the direct management of the Advertising +Manager, or "Ad. Writer." He has a distinct recognition as one having a +separate profession, and must, if the best results are obtained, be +confidentially taken into the inner workings of the firm. He must be +familiar with the history of the business, its progress and development. +While he may not require to know the exact amount of money made, yet he +must know which departments are weak and which are strong. The strength +of the best departments must be maintained and increased, and the weaker +ones built up. He should know what the goods cost, where made, how +bought, etc., and receive the hearty coöperation of the buyers, to +obtain the necessary information to write up his appeal so as to secure +a hearty response from the buying public. He must give an individuality +to the store advertising, and see that every advertisement is backed up +honestly, every promise fulfilled, and that the information he gives +the public is absolutely true. He must keep on file a complete record of +all advertising, and should keep in constant touch with each +department's daily sales, with a view to continual comparison with +previous records. He must know what other stores are advertising and see +that his prices do not run higher than competing figures. All window +dressing, wagon cards, display cards and interior decorations should +come under his supervision. He must decide the amount of newspaper space +for each department; and though heads of departments may take issue with +his decisions, yet, as head of the advertising, he does what he thinks +is best, usually giving space according to the money-making abilities of +the departments. He must understand the goods he is advertising, know +all about their uses and superior qualities, go in amongst the +salespeople and customers, and talk with them, in order to write +convincing money-bringing, trade-building advertisements. Copy should +be submitted by departments at least two days before advertisement +appears, in order that he may give it proper attention, prepare the cuts +used in illustrating, have his copy to the papers early, proof carefully +read, and any corrections made. He must study the character of his +illustrations, the display part of the advertisement, and having secured +a distinctive cut or style of the firm name must stick to it, as it adds +an individuality to the advertising. The type used must also be +selected, usually good, clear and legible, easily read, but +characteristic, so that it distinguishes his Ads. from all others, and +advertisements should always appear in the same position on the same +page, so that the public know just where to find them. He must not only +look after all the detail connected with the advertising, but must be +able to analyze the conditions which confront him, grasp every +possibility of the field, be wide awake to every change, sensitive to +every trade throb, and have such a command of the English language as +will express his ideas in a captivating and original manner. He is the +artist who, having the ability and talent, either inherent or acquired, +paints the picture that attracts; and who, when backed up by good +merchandise, right prices, perfect system and careful management, +becomes a great business force and an indispensable adjunct to +present-day business. + + + + +The Buying Organization. + + +A large force of experienced buyers are constantly employed, who visit +the world's markets at regular intervals in search of new goods. The aim +is to save all intermediate profit, by buying direct from the makers, +making direct connection between the manufacturer and consumer, and thus +getting as near as possible to the actual cost of production. + +Hundreds of thousands of dollars are represented in the several stocks +purchased. Assortments must be complete at all times, and there must be +a constant income of new goods. As fast as one thing sells, another must +take its place, and no interest must be overlooked in the buying. Buying +in great quantities, they are enabled to send buyers regularly to the +great manufacturing centers and leading sources of supply. Prices are +low in proportion as orders are large, and ready cash secures the best +trade discounts. To collect such a wealth of goods and have styles and +qualities just right, means a good deal. It means that the whole range +of merchandise must be known. To get the best in the world for the +money, and keep assortments complete the season through, calls for +careful calculation. The varied human needs of civilization are to be +satisfied, and each buyer in his own particular lines must be a man of +large experience, of most excellent judgment, and high mercantile +ability. They must know the merchandise they buy, that such a factory +has the best reputation for one line, that this mill excels in another +class, never buying anything simply because it is cheap, but picking out +the best manufactures in each department, always maintaining a strict +standard of reliability; and that the goods are well bought is +demonstrated by the persistent growth of the business. They buy to +unusual advantage by reason of ready money and the great outlet for all +classes of merchandise. Several of the largest stores render valuable +assistance to their buyers by establishing permanent foreign buying +offices, thus enabling them to keep in close touch with the newest +styles and novelties; and from these offices the shipment of a +considerable amount of foreign goods is managed, the service being so +facilitated and systematized that a prompt and rapid delivery of goods +is effected. + +But the buyers' duties do not end with the purchase of goods. He is also +manager of the department which is made up of the various lines he buys, +and is responsible for the proper management of the same. In his absence +while buying, he must provide a capable assistant to represent him and +the department, one whose services are esteemed as second only to his +own, and who, if need be, in many instances is quite capable of acting +as buyer and manager in his stead. He is given almost complete control +of everything pertaining to his department, must sell the goods he buys, +and his permanent position depends entirely upon the success with which +his department is handled. As "head of a department," he is expected to +comply with the rules of the house and set an example to all those under +him. He should be first in the department in the morning and last to +leave in the evening. He should be thoroughly acquainted with all rules +pertaining to employees, and any new instructions which may be issued +from time to time, and see that they are carried out. He is expected to +use his best efforts to aid salespeople in making sales, instruct +inexperienced help how to handle and display goods, how to wait on +customers, make out checks, and, in fact, see that all duties are +intelligently understood. It is not sufficient that new, inexperienced +help be given a number and salesbook and told to go ahead, but thorough +instructions must be given as to the methods of doing business. In order +that enquiries of customers may be intelligently answered, he should +know the location of all the stocks of the house. If travelers' samples +are to be examined, it should be done in the sample room provided for +that purpose, and in forenoons only. Only in special cases is it +permissible to examine samples in the afternoon, as he is expected to be +in his department during the busy hours of every day, to watch the trade +and see that customers are properly waited upon. + +Certain expenses are almost wholly within the control of heads of +departments, and must be watched by them with the greatest care. This is +especially true as applied to the amount of help employed. By using care +and judgment, it is often possible to do with less help, and thus reduce +the cost of selling. This is largely supplemented by watching the sales +of each salesperson, and enquiring carefully into any cases where there +is a falling below the average percentage of cost. + +He should see that all advertised goods are properly displayed at the +counters, and that all the people in that section are promptly notified +of all particulars, such as quantities to be sold, price, etc. + +He should see that all slow-moving goods are reported promptly, and +goods must not be allowed to get old, but be moved out quickly. Any +goods that do not move readily _must_ be got rid of--cleared +out--whatever cash value they have must be secured, and at once, and no +matter at what sacrifice; it being considered best to get what you can +for them immediately, and replace the stock with something that will +sell readily. + +He should furnish a complete statement of stock to be purchased and hand +the same to the office a reasonable time before going on a purchasing +trip, and must have the sanction of the office to the same. Buyers are +expected to respect the limits placed and not to exceed the figures +sanctioned; but if the market is showing any special lots of goods which +in his judgment should be bought, or he is confident that a saving will +be effected on goods which are likely to rise in value by buying +heavier, considerable latitude is permitted. + +All business correspondence for the house should be handled through the +regular correspondence office, be submitted for approval, and signed +only by those authorized. + +The buyer's work bears such important relations to the business, both in +the selection of goods and in the direct management of his department, +that his qualifications must be the best, in order to render such a +service as is desired and demanded. + + + + +Receiving Goods. + + +A general receiving room for all case goods and packages is provided. +Space is allotted to each department, and all goods bought must pass +through this room before going into stock. Porters prepare all goods for +examination, by removing lids of cases, opening packages, putting aside +all paper, canvas, etc., which is held for reference until goods are +checked, and goods are then placed in proper department space ready for +the department managers. Heads of departments are usually notified each +day of all goods to be marked off the following day, and furnished with +invoices of the same. The receiving room is usually open for checking +purposes from 8 A. M. to 10 A. M. only, and goods must not be checked +off nor removed from this room during any other hour of the day, except +by special permission. Goods are called off by assistants, checker +compares with invoice, selling price and stock number are entered on +goods, and selling price marked on invoice. Until properly marked off, +no goods are allowed to be sent out of the receiving room. If goods do +not come up to sample, and are to be returned, it must be done at once, +and shipper advised. In case of errors or shortages, they must be +certified to by two or three competent persons. All invoices should be +returned to the office as soon as goods are marked off. Receiving room +should be closed at 10 o'clock sharp, at which time all department +managers and assistants should be back in the selling departments. Heavy +goods, such as furniture, wall paper, etc., are received in their +respective stock rooms and checked off in the same manner. Goods should +never be received without an invoice. + + + + +Taking Care of Stock. + + +Salespersons must keep in good order all stock under their charge. +Customers of the house, as well as those in authority, readily recognize +who takes an interest in the business, by the display and arrangement of +the stock. No excuse can be taken for merchandise that does not present +a clean, attractive and presentable appearance. Every article should be +properly marked or tagged, and each piece of goods ticketed in plain, +neat figures, so that a glance will tell price, size, etc. + +No matter what the stock is, it should be attractively displayed, and +the display changed regularly, having a suitable card on all goods so +exhibited. When a sale is completed and clerks are through showing +goods, they should be replaced as soon as possible, thus avoiding +confusion and keeping the selling space clear and in good shape for new +business. + + + + +Serving Customers. + + +All customers should be waited upon with equal promptness and +politeness, no matter whether the purchase is large or small, whether it +is simply an enquiry or an exchange of goods. There should be no +favorites among customers. First come, first served. A customer who is +being served should never be left because a liberal buyer, who is well +known, approaches the counter. Goods must not be misrepresented. +Customers buy upon the understanding that they can get their money back +without argument, therefore only true representation must be made. +Exaggerated statements, or trickery in selling goods, is not permitted. +In all matters relating to the business of the house the greatest +courtesy is required. Clerks are expected to accommodate themselves, as +far as possible, to the peculiarities of those they are serving, being +civil and polite in their attentions. Should articles asked for be in +another department, customers should be informed where they may be +obtained; and if clerks don't know, they should refer to the floor +manager. If clerks don't happen to have just the article the customer +asks for, they should show the nearest they have in stock, and if that +won't answer the purpose, consult the head of the department, and +possibly it could be procured. They should try and understand what the +customer wishes and get it as near as possible, never showing too many +goods at a time, as it is confusing and often results in the loss of a +sale. If a second customer is waiting, a disengaged clerk should be +called. If all are busy, customer should be asked to be seated until one +is disengaged. The undue urging of merchandise upon customers is not +countenanced, nor yet is indifference in the slightest degree permitted. +While large sales are important factors with all salespeople, and +largely form the basis for salary paid, yet genuine interest in their +duties, the exercise of patience, showing goods pleasantly and +cheerfully, polite attention and care in waiting upon customers, are +also very important factors in the recognition of value of services. +Clerks should always leave a good impression and never let customers go +away feeling that they have been treated in an overbearing or uncivil +manner, as it hurts the clerks personally and also the house. The +interests of employer and employee being identical, better opportunity +for advancement and greater compensation is assured the more the store +prospers. Upon all matters, under all conditions, the greatest courtesy +is insisted upon. + + + + +Exchanging Goods. + + +The general understanding existing with Department Stores concerning +merchandise sold is, that if for any reason it is not satisfactory it +may be returned and exchanged or money refunded, on customer's request. +This understanding, however, has some qualifications,--such as articles +that have been worn, when such a time has elapsed between the purchase +and return as to render articles unsalable, goods made to order +according to measurements, toilet goods, etc.; but, with few exceptions, +the almost unalterable rule is to exchange cheerfully, to avoid +unnecessary questions or remarks, rather preferring to be occasionally +the subject of imposition than to leave an unpleasant impression. Where +an exchange is desired in the same department as purchase was originally +made, an exchange bill is issued. Should the customer select other goods +of less value than the exchange bill, the cash office, when new check +and exchange bill are received, will return the difference in change. +The exchange bill, when signed by the head of a department, or one +authorized, is good for its value in any department; and should the +customer not be able to make a suitable selection, this bill, when +properly stamped or signed, is good for cash on presentation. These +exchanges, as collected and audited, are usually deducted from each +department's daily sales. + + + + +Floor Managers and Ushers. + + +Floor managers must be thoroughly familiar with and see to the +enforcement of the rules of the house, as applied to their sections. +They must see that each department in their division is promptly +prepared for business, covers off, and everything in order, and must +have a general supervision over their division. Aisle space, circles and +fixtures must be kept scrupulously clean. All cardboard, paper, twine, +boxes, etc., removed from goods sold during the day, must be sent from +the departments at regular intervals, and not allowed to accumulate and +present an untidy appearance, being first thoroughly examined, to see +that no goods are contained. Sweeping should be avoided as much as +possible during the day, but the departments at all times must be neat +and clean in appearance. They should not allow cash boys or parcel boys +to loiter in their division, and should see that all customers are +properly served, and the greatest courtesy and politeness shown them, +whether buying or simply looking at goods. Strangers from out of town +visiting the store should be made to feel at home, and particular +attention paid them. Should they desire to be shown through the store, +it should be arranged. They should be impressed with the manner of doing +business, and this effect is best secured where consideration is shown +them. It is better to answer the inquiries of customers by accompanying +them to the department asked for and requesting a salesperson to wait on +them, rather than pointing to that department, and much better to name +the salesperson than to use the word "forward." They should see that +goods do not collect at any time at the parcel desks, but that they are +removed by carriers promptly. They should attend, in case of sickness or +accident, to any customer, see that they are taken at once to the place +provided, and report the same. Any claims or complaints of customers +should be referred to them, and their best efforts used to adjust any +errors made, and, where necessary, refer them to the Complaint +Department. They should see that customers returning goods for exchange, +or desiring money returned, are promptly and properly served. They +should bring to the notice of the house the existence of inefficient or +inattentive help, and report anything which in their judgment should +have attention. + + + + +Making Out Checks, Etc. + + +This is not as simple as it may appear, and to master it thoroughly +requires time, care and attention. Whether it is filling out a +purchasing ticket, a C. O. D. check, or a regular sales check, special +care must be exercised, as one cannot afford to exhaust the patience of +customers by exhibiting a lack of knowledge. Every check in a check book +should be accounted for: a spoiled check should be marked "Nil" or +"Void," be signed by one in authority and sent to the cashier. Quantity, +goods and prices should always be written plainly, all blanks properly +filled out, plain, neat writing, and particularly good figures. +Salespeople are usually held responsible for all errors made in checks +or on purchasing tickets, and should always use their own book. They +should always mention to customer the amount of money received, and +enter the amount on their check at once. Many people strictly honest +might forget what money they handed in, and when change is returned +might claim that the bill given was of a larger denomination. Repeating +the amount received will avoid argument afterwards. Duplicates should be +closely examined, to see that the black-leaf impression is good. Change +should be counted in giving it to customer, and where goods are to be +sent, the name and address given should be repeated. The use of +purchasing tickets should be encouraged. Customers should be asked if +they intend making further purchases, and the use of purchasing ticket +suggested. The delay in settling for each purchase is thus avoided and +customers' time is saved, as they can pay for all purchases at once. +Salespersons should see that their department letter is on their check +book. Check books should commence with No. 1 and run consecutively to +the end, and should be examined to see that none are missing, and checks +should never be altered. All checks should be sent to the cash office +immediately upon being made out. + + + + +Inspecting, Checking and Parcelling Goods. + + +Parcel desks are usually conveniently located at all counters, for the +purpose of examining and wrapping goods sold. All goods sold, whether +taken by customers or sent by the delivery, should first pass through +the parcel desk. Goods sold should be passed to the parcel desk by the +salesperson with the bill, and they should always be examined carefully, +to see that they correspond. Price, quantity, number of yards, etc., +should be checked and goods should be examined, to insure their being in +perfect condition, not cracked, soiled, or injured in any way. Should +goods when compared with bill be found short or over, marked wrong, or +not satisfactory in any way, they should be returned to the salesperson +at once, with refusal to parcel goods until everything is O. K. Parcels +should not be given to customers, but handed back to the salesperson +direct. Every taken parcel should have the sales number marked on the +outside. When parcels are to be sent, the address should be on the bill +and also on the address slip, and they should always compare. Care +should be exercised in handling goods likely to be soiled, crushed, +broken or damaged. Where necessary, they should be put in boxes or sent +to be specially packed. Every parcel should be securely and properly +wrapped, using no more paper or twine than is necessary. Goods to be +sent should not be held at the desk, and if carriers delay unnecessarily +in calling, the matter should be reported to the head of the department +or floor manager. Attention should be paid to the order in which parcels +are handed up, so that customers will receive their purchases in the +order in which they have been served. All desk supplies, such as paper, +bags, twine, purchasing tickets, etc., should be obtained in the +morning, at which time the stock-supply room should be open. + + + + +Collecting Goods for Delivery. + + +Goods to be delivered are usually divided into two classes, individual +purchases styled "Sent Parcels," and collective purchases made on +purchasing tickets. Checks for sent parcels when made out in +salesperson's check book in duplicate, with name and address slip and +hour of delivery, should be separated, one half going to the cash office +with the cash received, and the other half going with the goods. + +Checks made out for purchases on purchasing tickets are usually +different in color from ordinary sales checks, and are attached to +purchasing tickets. As made out by salespersons in duplicate, one half +is detached with address and sent with the goods, and the other half +remains attached to the purchasing ticket until the purchase is +completed. Goods sold are immediately wrapped, carriers called and goods +are delivered through slides, elevators, etc., direct to the +shipping-room floors. Sent parcels are separated from others and +address label attached. Goods bought on purchasing ticket are placed in +compartments whose number corresponds with the number on checks received +with goods. As customers finish buying, they visit the pay office, where +cards are handed in, totalled, cash paid, instructions as to delivery +entered on the card, which is handed to the sorting section. Goods are +here checked with card, to see that they correspond by number and +amount, the address is carefully examined, when parcels are wrapped and +passed to the delivery section, where they are assorted as to routes, +entered on drivers' sheets by name, address, number of parcels, and +checked off when given to drivers. Salespeople are always kept informed +as to the regular hours of deliveries, and signal bells are usually rung +notifying each department before each delivery closes. No parcels should +be promised for that delivery after the bell rings, and all goods to be +sent by that delivery should be in the delivery room a few minutes +after the bell rings. All arrangements for special deliveries should be +made at the pay office, and all parcels should go by the delivery +marked, if received on time. + + + + +Delivering Goods. + + +Drivers should know their routes thoroughly, so as to deliver with as +much despatch as possible. When delivering, they should wear uniforms (a +portion of the expense of which is usually paid by the house). They +should be kept neat and clean, and when repairing is needed it should be +done promptly. + +Drivers are usually held responsible for damages or breakages, resulting +through carelessness or neglect, either to goods or rig, and must +account for horse covers, blankets, rugs, etc., with which they may be +supplied. Drivers should always weight their horses when leaving the +wagon. Each driver should be given sufficient money for making change, +which he must have with him on each delivery for C. O. D. parcels, and +excuses, as a rule, are not accepted for the non-delivery of a parcel on +account of inability to make change. + +Drivers should not allow C. O. D. parcels to be opened without an +order. Customers should be told that this rule cannot be broken; but if +they pay for goods that are not satisfactory they can be returned and +the money will be refunded. Drivers are held responsible for all parcels +entered on their sheets, and should check off these parcels at the +store, placing them in the wagon in the order of delivery as near as +possible, thus saving time in sorting up their loads while on the route. +Amounts due on C. O. D. parcels should be compared with entry on C. O. +D. sheets, to avoid mistakes. When the delivery is completed, sheets +should be signed and returned, and if, for any reason, any parcels have +not been delivered, satisfactory explanations should be given. Any +repairs needed should be reported upon arrival at the stables. Notes +should be made of any complaints from customers and the same reported. +When instructions are given to call for customer's goods, they should be +got at the first opportunity and handed over to the proper person. If +not able to obtain them, the reason should be given. Under no +circumstances should passengers be carried while delivering goods. +Special instructions are usually issued for extra deliveries before +holidays, or on extra busy days. + + + + +Stables. + + +The stables are usually models of neatness and perfect in arrangements, +every modern convenience being brought into use, providing accommodation +for a delivery system of hundreds of horses and wagons used daily in +delivering goods in the city and suburbs. Heated throughout with steam, +lighted by electricity, and electric power applied to rotary brushes for +grooming, hydraulic elevator service capable of lifting tons of feed and +grain to upper floors, basement fitted up with complete blacksmith shop +for horse shoeing, wagon and sleigh repairing. Ground floor space is +usually devoted to wagons, each having its respective station. Easy +stairways provided for horses to reach the upper floors, which are +constructed to bear almost unlimited weight, divided into rows of stalls +with aisle space between. Harness rooms, cleaning rooms, harness repair +shop, hospital for sick horses, paint room, etc., together with the +most modern machinery for grinding and chopping feed. + +The stables must always be kept clean and well ventilated. Horses must +never be taken out without being fed, watered, cleaned and properly +shod: a lame or sick horse should never be used. + +Harness should be washed and cleaned regularly, wagons oiled, tightened +up and kept clean. Nothing should be allowed to leave the stables except +in first-class condition. All repairs should be attended to at once. +Wagons should be at the store in time for all deliveries. A record +should be kept of the men's time and sent to the office regularly. +Drivers' and stablemen's wages should be obtained on pay day; the pay +roll should be signed by each one, and returned to the office. All C. O. +D. money received from drivers at night should be put in sealed +envelopes and placed in safe keeping. + +A watch should be kept in the stables at night, and a regular patrol +made to see that all horses are properly fastened, blankets on and +everything in good shape. Wagons should be washed at night and wagon +signs thoroughly cleaned. All wagons should be examined carefully, and a +written report handed in of all repairs needed, together with wagon +number. All fire pails, hose and appliances to be used in the event of +fire should be examined regularly, to see that they are all in good +working order. + + + + +General Cash Office. + + +A central cash office is established for receiving all receipts from +sales made, and arranged for quick and easy change-making. As a customer +makes a purchase, a duplicate of the check or bill made out for the +same, together with money received from customer, are sent direct to the +cash office, the most improved method being by pneumatic cash carriers. +As received, checks are placed on file and any change returned to clerk. +Thus the totals of checks and receipts of each cashier's desk must +agree. Each cashier makes up a report of the amount of cash received, +and cash is given head cashier, who recounts it. The checks of each +cashier are kept separate and sent to the auditing office, where they +are totalled, and this total must agree with the amount of cash in the +head cashier's hands, and correspond with the amount on cashier's +report. + + + + +Check Office, or Auditing Department. + + +This department should make up the total receipts of each cashier by the +sales checks received, compare them with cashier's report, and recheck +until they are found correct. It should also make up each department's +sales, arrange each salesperson's checks into original book form by +number, and report any missing checks, auditing all checks and reporting +any errors. The work of obtaining the different totals required is +greatly facilitated by the use of adding machines, which insure both +accuracy and despatch. + +This auditing of checks thus provides a positive check upon the amount +of cash received by each individual cashier, furnishes an accurate +account of the exact amount of business done by each department, and the +total daily business done by the house, besides showing the exact amount +of goods sold by each individual salesperson, which may be made use of +to estimate their value as compared with each other, and largely governs +the individual wages paid. + + + + +C. O. D. Business. + + +Large amounts are represented in the business as sold and paid for, cash +on delivery, and, therefore, this branch is given special attention. +Special C. O. D. books are furnished every department, and such special +care exercised in recording the amount to be paid, address, etc., as +will prevent any errors or misunderstandings. All C. O. D. parcels are +entered upon special sheets or books provided drivers, and are checked +off as paid in by drivers at the C. O. D. office with the record kept +there, which should show the customer's name and address, department +that goods were bought in, who sold them, the amount of the C. O. D., +the date and amount paid. + +Where goods are sent to distant towns, and considerable time must elapse +before returns can be made, these outstanding C. O. D.'s must be watched +closely, checked up regularly; and in the event of any unnecessary +delay corresponded about, and such knowledge obtained as will furnish +accurate information about each individual account. + + + + +The Mail-Order Business. + + +The mail-order trade as associated with Department Stores began in a +very small way: it began with a few requests from customers out of town +asking for samples and prices of certain goods, a few letters of enquiry +regarding one thing and another. These requests and enquiries, properly +answered, brought in the first orders, which were carefully filled to +the satisfaction of the customers. They told their friends about it, and +more enquiries were answered, more orders received. This encouraged some +effort, and special circulars or booklets were issued telling about the +store and goods. These were mailed to regular customers, and a few +thousand extra sent to carefully-selected names of possible customers, +until gradually extra help was required to attend to these orders, to +answer the correspondence, etc.; and it was found necessary to +systematize this branch of the work, to organize and establish a +"Mail-Order Department." The mail-order trade grew up side by side with +the store trade. When the store was young and variety of goods small, +the mail-order trade was limited; but as the store grew, as extra space +was needed for increased service, and new goods and new departments were +rapidly added, the mail-order trade increased in proportion, keeping +abreast of it all the time. + +Mail-order customers could not know but very little about the house they +dealt with except through advertisements, or from hearsay, and, +therefore, the reputation of the business depended upon the goods sent +and the treatment they received. The foundation of this business was +well laid from the beginning. The principles inculcated were that a +clear understanding must exist between the house and the customers--that +goods would not be misrepresented, that customers would be told in plain +words what they were, and that they would be found to be exactly as +represented, or that their money would be refunded; and that's what +they wanted. + +The management and method were perfected, and the responsibility of +handling the business fully recognized, and an honest endeavor made to +satisfy every reasonable demand. They realized that it is one thing to +create a business of this kind, and another thing to retain it; that it +costs more to get a new customer than to retain one already secured. +Anything, therefore, that would destroy the confidence of a customer in +the house or leave an impression that would tend to injure trade must be +strongly condemned, and to strengthen this position a personal interest +in every order was encouraged and insisted upon. Mail-order buyers must +learn to interpret the customers' wants, and see that the detail of +every order is carefully attended to. The correspondence must contain +the fullest explanations; the goods must always be properly checked, +packed and shipped; and every head of every department must take a +lively interest in this work, and impart that interest to the +salespeople; and only so far as this personal interest extends, from +cash boy to president, does the business prosper. + +Upon this foundation has been raised a business of such proportions that +it scarcely knows any limits, and wherever telephone or telegraph, mail +or express, reaches, there you will find this business represented. +Distance makes no difference. Customers served at any time and in any +place. Catalogues, representative of the entire stocks of these large +houses, are issued from time to time, and regularly find their way into +the people's homes, no expense being spared to keep customers informed +regarding goods and prices. The methods employed have won their trade, +and fair treatment retains it. The tremendous growth of this business is +the most satisfactory proof that it has succeeded. It clearly +demonstrates that they have the confidence of their customers +everywhere, that buying in this way is becoming better understood and +appreciated; and that the method of shopping by mail is no longer an +experiment, but, beyond argument, is an acknowledged success. A +perfectly organized mail-order department is a distributing agency for +the whole country, requiring a perfect system, demanding intelligence, +exactitude, and promptness, carefulness in filling, and despatch in +sending orders. + +It reaches out for the trade of people in distant towns and villages. +These places are full of bright, intelligent people, whose ability to +buy is unquestioned. They are reached only by intelligent and truthful +advertising. The mails take the counters of the big stores to the doors +of these people. They like to shop by mail. They like to get samples and +catalogues, and to make a selection of city goods, being strongly +impressed that they get something different from what the local dealer +supplies; something their neighbors haven't got, something stylish, +exclusive. The means of communication are better and quicker than ever +before. Whoever can write a letter can send for nearly everything they +want. Wherever the catalogue goes the store goes. + +Some of the appeals made, statements advanced, and arguments used to +influence and encourage trade among out-of-town customers might be +classified as follows: + +Whenever you order, always bear this in mind, that if you don't get +goods as represented, back goes your money to you as soon as you want +it. + +The smallest order you send will receive the same prompt and careful +attention as if it were ever so large. + +Where you and your neighbors order together, goods can be packed +separately and forwarded in one shipment, thus making the charges low. + +Selling goods at fair prices every day should interest you. + +It may be a satisfaction to select goods yourself, but your orders by +mail will be promptly and faithfully executed. + +Out-of-town customers always get the benefit of any reduction in the +price of goods. + +Freight is a small item where customers are saved many times the cost of +transportation. + +You are at absolutely no risk whatever in ordering by mail, as you +always get the best and pay the least. + +Samples and prices are sent free of charge, therefore there need be no +hesitation in asking for them. + +A trial order will convince you that it will be filled carefully and +promptly. + +If goods are not all right, you don't have to keep them. + +The goods offered are bought for cash in large quantities, sold direct +to customers for cash and not through agents, therefore the traveling +man's salary and expenses, the middleman's profits, his losses and poor +accounts, are not paid by you. + +Mistakes are rarely made; but always rectified. + +Where there is the slightest cause for complaint, if you write fully, +everything will always promptly be made right. + +The bigger saving is made on the bigger order you send. + +No charge is made for packing goods, and they always open up in +first-class condition. + +Your money is refunded every time if you are not satisfied. Goods are +bought direct from the manufacturer, and then go direct to you. + +Your smallest order will be filled at the same price as the customer who +buys a thousand dollars worth. Goods marked at one price only. + +Isn't it much more satisfactory and much easier to sit down at home, +look over the catalogue, select the goods required and mail your order, +than to depend upon stores where the stock is small as well as +assortments incomplete, and get something that does not give you half +satisfaction, notwithstanding that you do pay an extravagant price? + +If an error is made, and it's not your fault, you are not asked to pay +any expense incurred. + +Some of the most successful men of the day give you in the catalogue +sent the benefit of their thought, experience and hard work. + +It may be a surprise to compare catalogue prices with others, but always +a favorable one for the catalogue. + +Confidence in the goods offered at the prices asked was established long +ago. + +The man is prosperous who saves a dollar on this and a half dollar on +that: the prices quoted help you in this direction. + +The goods offered are _exceptional_, on account of the price; and +_rare_, because of their exclusive style. + +Honest value is guaranteed for every cent you send, or it is sent back +again. + +It pays you to deal where no false representations are made, but where +goods are sold exactly as advertised. + +The goods offered are honest, the prices are right, customers are +every-day honest people; and that's why it's easy to do business +together. + +You don't save the freight when you buy at home; the freight and a big +profit as well are added in the price. + +The whole truth of the matter is--_what promises are made, are kept_. + +It is the belief engendered in the truth of these and other statements, +the influence they exert in convincing, and the persistent method of +keeping it up, that attracts this particular trade; and the faithfulness +with which all promises are kept, all obligations fulfilled, that builds +the business up on the lines of perfect confidence and retains it. + +All may not be agreed upon the effect the response to this method of +doing business has upon the country at large; but it is, nevertheless, a +fact that the people everywhere are giving their material support to +houses whose advocated policy is to supply them everything on which +they can save them money, and it has proved to be a pronounced success +to the promoters. + +The possibilities of increased trade through the medium of the +mail-order department appear almost unlimited. The amount of business +that may be done has evidently never yet been measured, and no other +branch of the business is apparently as capable of as large development +as the mail-order trade. + + + + +Catalogues. + + +The general catalogue of Department Stores stands in the same relation +to the mail-order trade as the newspaper does to the store trade. It is +the chief medium for mail-order advertising. Though supplemented in +various ways by special advertising, yet the catalogue stands distinctly +alone as the indispensable means for securing and retaining the trade of +out-of-town customers; and bearing this important relation to the +business, extraordinary care is exercised in its preparation from start +to finish. It is the silent traveler, the individual salesman; and as +the highly successful representative salesman must have qualifications +that bring business, so the catalogue must have the essentials which +will insure successful results. These consist of appearance, paper, +printing, illustration, arrangement, description, goods, prices, etc.; +all of which must be thoroughly understood and intelligently carried +out, not only in the relations they bear to each other, but also in the +relations they all bear to the general effect and result. + +The quantity to be issued is first decided, depending upon the number of +present customers to be provided for, and the additional quantity +required for extra circulation to influence new trade, which increase +depends upon the amount of new business likely to be done, and the +appropriation for which is usually determined upon a percentage of the +profits. Next in order for consideration, is the size of the catalogue. +The number of pages varies slightly, according as it is a spring or fall +issue, and any increase from previous issues is governed by the addition +of new stocks into the business. If new departments have been added, +additional space must be made in the catalogue to provide for them. The +paper is next selected. The size of the sheet must be accurately +determined and the weight fixed, having due reference to the weight of +the book when completed, as the postage for mailing is an important +factor in the cost, and an extra ounce over weight might mean a great +additional expense. The inside paper should be light but strong, and of +such a color and finish as to produce the best effect with whatever +character of cuts are used in illustrating. Particular attention must be +paid to the cover paper, it must be of suitable weight and color and of +a high finish, capable of producing a superior cut in colors, and extra +strong, in order to stand handling. Tons of paper are required for the +issue of a catalogue, which is usually bought direct from the mills, +being manufactured expressly to order as to size, quality and finish +specified, and delivered as required. + +The cover design must be decided upon early, giving the artist time to +fully complete his drawing, and the engraver time to execute his best +work. It must also pass through experimental stages with the printer, +possibly proving in a variety of colors, criticising and comparing, +until the best effect is secured and selection is made; and to do this +and work off thousands of covers, and have each one perfect, the work +must not be hurried. The cover design must be good, both front and back. +It should interest and attract, and at first glance create a favorable +impression. It should be a quick-acting advertisement, characteristic of +the business, telling the reader instantly what it is about, so +distinctly individual and striking that it insures attention like a +flash. A good cover design is a most important feature of any catalogue, +requiring originality of conception and the best artistic engraving and +printing skill in its execution. Such a cover is always worth infinitely +more than it costs. + +Arrangements are next made with engraving companies whose artists and +engravers are to prepare the drawings and provide the cuts used in +illustrating the catalogue, and whose abilities and resources are +sometimes taxed severely to get the work out as required. + +The quantity to be issued and the size of the book being determined, +paper selected, and artists and engravers secured, the work of compiling +the catalogue begins. General catalogues are issued semi-annually, +usually in March and September. A definite date is fixed when the +catalogue is to be completed, and everyone associated with it in any way +must work to that end; not always easily accomplished, but possible, and +therefore insisted upon. Blank books are usually provided heads of +departments, who are expected to use them, thus preserving a uniformity +in the preparation of copy, and facilitating the work of the catalogue +manager and printer. For months previous to the issue of the catalogue +the buyers have been securing goods from everywhere, planning ahead, +anticipating the wants of customers by making extensive preparations +for the future. The world's markets must be visited and examined into, +finding out what is new in this line, what change in that, whether this +new idea in lamp goods is what the people will want, what designs in +baby carriages are new and attractive, whether this style of boys' +clothing is correct or not, knowing the latest ideas in gloves, laces, +ribbons, handkerchiefs, fancy goods, etc.; securing the newest and most +fashionable dress fabrics, knowing what styles in millinery, jackets, +mantles, blouses, wrappers, etc., will prevail; seeking out, buying and +arranging for quantities and deliveries to meet the demands of the +trade--in fact, going over the whole range of merchandise. + +The department manager's selections from these goods, as to quality, +variety and price, must be carefully made, keeping in view the character +of the trade appealed to and being governed in this by his experience +and knowledge of its requirements. His descriptions must be accurate +and short, but comprehensive, telling exactly what the goods are, giving +the facts in a clear, truthful and intelligent manner. He must +illustrate his goods where possible, the better to enable the customer +to form an opinion as to the shape, style, appearance, etc. Valuable +assistance is rendered heads of departments in this particular by the +catalogue manager, who, by reason of his work, has made careful +comparison of other catalogues, and has kept in constant touch with +everything new in the way of illustrating, and is, therefore, ready with +ideas and suggestions, which are utilized to the best advantage. Goods +to be illustrated are set aside, the artist is given full instructions +as to what is desired, style and size of cut required, grouping of +articles or figures, etc., and the work is put in hand. Drawings are +submitted to catalogue manager, who with head of department examines the +work, suggests the necessary changes, criticises carefully, points out +any defects, and, when satisfactory, passes them. Each drawing must be +examined minutely. The pose of this figure, the artistic arrangement of +this group of figures, whether the arm is too short or too long, or any +part out of proper proportion; the way this skirt hangs, and the effect +that fold produces, the completeness and accuracy with which the detail +of trimming is shown; whether this hat or bonnet should be shown with +front, side, or back view, the faces to be baby-like, youthful, or +otherwise, thus indicating who suitable and intended for; in fact, all +the detail of all drawings should be examined most carefully, to know +that they are exact representations of the goods, with a suggestion as +to their uses, and that the effect is pleasing and attractive. + +The finished cuts soon follow, with proofs of the same. These proofs +should be clear and distinct. The illustrations assist in selling the +goods, are a necessary expense, and must do justice to the goods. Copy, +when handed in from department managers to catalogue department, should +be accompanied with all the cuts to be used. Each cut should be numbered +and its corresponding number should appear in the copy where the cut is +intended to go, and, where possible, all goods should be numbered, to +facilitate ordering, care being exercised that no numbers are +duplicated. The copy, as submitted, must all be carefully read by the +catalogue manager, all cuts examined and compared as to numbers, etc., +to see that none are missing and that all appear in their proper places; +anything not satisfactory must be explained, the grammatical +construction should be carefully watched, and he is expected to satisfy +himself fully that everything about the copy is positively O. K. before +passing it. A complete record should be kept of the number of pages of +copy handed in from each department, and the number of cuts received, +together with date. Also when copy and cuts are given to printer, and +when and what proofs are returned from printer and given back to the +several departments, as, where copy and proofs are passing through so +many different hands at different times, a constant check should be kept +on it. + +The copy and cuts, when submitted and passed, are handed over to the +printer, an effort being made to get them in his hands in the order they +should appear in the catalogue, which greatly facilitates his work in +many ways, and materially assists in getting the whole catalogue +completed much more quickly. Proofs of the catalogue, as set up, are +very carefully examined, the arrangement of matter and cuts given +special attention, and when every page is entirely satisfactory it is +finally O. K.'d. Electrotype or stereotype plates are then made from the +type, and these plates handed over to the pressroom, when the work of +printing begins. As fast as possible, the forms are printed, folded, +gathered and stitched, covers put on, books trimmed and completed. + +Special attention is given to preparation of index; every page is gone +over carefully, and, as far as possible, every line of goods appearing +in the catalogue is alphabetically arranged in the index, thus providing +an easy reference to whatever goods customers may wish to select. + +Certain space in catalogue is devoted to giving instructions to shoppers +by mail, and too much care cannot be exercised in their preparation. +They should be short, but cover the ground completely, giving customers +whatever information they need to order intelligently, anticipating all +contingencies, thus preventing delay, misunderstanding and +inconvenience. People are forgetful, and this information, if referred +to, acts as a constant reminder. The special points emphasized to +customers are--to always write their name, post office, and State or +Province, state how much money is enclosed, how and where they want +goods shipped, and, if goods are ordered by mail, to enclose sufficient +extra for postage and, where necessary, for insurance or registration. +They are requested to send remittances by express order, post office +order, or other safe means, and cautioned against sending by +unregistered mail; to order by number and page in catalogue, and, when +requesting samples sent, to state definitely what is required, color, +quality, price, etc., so that a suitable selection may be forwarded. +Where goods for any reason are returned, they are specially reminded to +put their name on the parcel, so that it may be identified at once. They +are encouraged to order by freight where possible, to economize on the +charges, and to club together with other customers in ordering, for the +same reason. They are told definitely what to do in case of delays, +complaints or exchanges, and sufficient information is given and +classified in such a manner that, if referred to and made use of as +intended, there is very little liability of any serious difficulty +arising. It won't do to take it for granted that customers always +understand what to do. They must be reminded of certain requirements +under certain conditions, and largely educated in this direction, and, +therefore, instructions to shoppers by mail bear no unimportant relation +to the business, and must always be clear, intelligent and complete. + +The general arrangement of the catalogue should be studied, with a view +to having departments of a similar character grouped together, thus +assisting in the general effect. + +Economy of space should be studied on every page. While cuts should, as +far as possible, be of uniform size, yet they must be no larger than +actually necessary to show goods properly, as space occupied by cuts +larger than are needed is money wasted. Position and arrangement of cuts +can be so studied as to greatly reduce the cost of space. Printed matter +must be set close to cuts, and while type selected must be clear and +easy to read, yet it must not be large. An understanding should exist +with the printer that the matter must be set to save space wherever +consistent, and any carelessness or neglect in this respect should be +observed and effectually stopped at once. A saving of five pages in a +catalogue by watching the size of cuts, their arrangement, the setting +of the type, etc., if the issue should be say two hundred thousand, +means a million pages of paper saved, outside of any saving in +composition, presswork, etc. Such arrangements should be made with the +printers as will insure good work throughout. The good effect desired in +the special care exercised in preparation of copy, getting drawings and +cuts made, etc., can be largely reduced by hasty and careless +composition, poor ink, and lack of proper attention to presswork and +binding. The printer, therefore, should be wisely selected, one in whom +confidence can be placed, who knows how to set it up in the way it will +look well, and will use his knowledge so that the catalogue, as +representative of the business, will be satisfactory in this particular. + +While the catalogue is being compiled and printed, catalogue wrappers +are being addressed to customers, and everything prepared for mailing. +The method of recording and permanently preserving customers' names and +addresses is deserving of attention here. That most in vogue is a system +of card indexing. The different towns in each State or Province are +written or printed on cards, and these are arranged alphabetically in +suitable cases, and ruled so as to show by months and years the amount +of business done in each town, and any other particulars required. The +name of each customer in the various towns is entered on a separate +record card, which is ruled, allowing space for the name and address, +and so the date and amount of each purchase is shown as it occurs, space +being left at the bottom of each column for total footings, and these +individual cards are filed under the town they belong to. Where the +towns have a large population and the number of customers is +correspondingly large, an auxiliary alphabetical index is used for easy +reference. The information recorded on these cards may be entered direct +from the orders themselves, or where the loose-leaf book system is used, +the sheets may be detached as required, and the information registered +direct from these sheets. Each drawer or compartment in which cards are +filed is labelled on the outside, to indicate its contents. Thus, when +recording an order, the first reference is to the town the order is +from, and then under this town is found the card with customer's name, +upon which entry is made, and the card put back in its proper place. +These cards, therefore, show at all times the name and address of each +customer, how much business each has done, and the total amount of +business done in each town. Previous to sending out catalogues, these +cards are all gone over carefully, and where customers have not ordered +within a certain time their cards are taken out. Where two or more names +in the same town, and evidently of the same family, appear, positive +information is obtained and acted upon, with a view to preventing a +waste of catalogues by sending more than one to the same family. The +list is thoroughly examined, checked, revised, and all old, dead matter +excluded before addressing catalogue wrappers, as sending out catalogues +to names that do not respond is a dead loss of postage, printed matter +and effort. A big advantage in keeping a mailing list on index cards is, +that they can be distributed among a large number of writers, and +thousands of wrappers written in a short time, which cannot be +conveniently done where kept in books; and the card system also keeps +the list neat and clean, while books, by reason of names being crossed +out, etc., always present anything but a good appearance. When wrappers +are addressed, they are all checked back and compared with cards, to +insure absolute correctness. All the wrappers for one town are usually +attached together and kept separate from other towns, and thus, when +mailing, all the catalogues going to any one town are put in a bag or +bags by themselves, which, while causing extra labor on the part of the +sender, insures correctness, and enables post office employees to handle +large quantities with great despatch. Printed envelopes bearing the +firm's name and address, and blank order forms, are usually enclosed for +the benefit of the customers. + +The art of catalogue compiling and looking after its proper distribution +entails hard and extremely careful work. When finished and sent out, it +has to compete with other catalogues wherever it goes, and, as it is the +representative of the business, it must be complete in every detail, in +order to do its work well. + +While the catalogue has its distinctive place as "The Steady Trade +Bringer" from out-of-town customers, yet much is accomplished by special +mail-order advertising. This embraces booklets, circulars, leaflets, +etc.; little pamphlets properly illustrated and well written dropped +into the people's homes through the medium of the letter, the parcel, or +both. Suggestions of seasonable goods, a special about furs when the +weather is cold, rubbers and waterproofs during the rainy season, hints +for weddings in June, light clothing for warm-weather wear, and so on +through the whole range of merchandise, keeping the business before the +public all the time with something new, attractive, seasonable. Where +"Special Sales" are inaugurated, such as "White Goods Sale," "Special +Furniture Sale," etc., shoppers from out of town are given an +opportunity to participate in any advantages they may bring through the +medium of the newspaper advertisement as far as it reaches, and through +such special distribution of advertising matter relative to these sales +as is consistent with anticipated profits. The Christmas season is +specially considered, the gift question in all its bearings duly +studied, planned and provided for in advance. Tuning the business up all +the time, keeping at a safe distance any danger of a relapse or "that +tired feeling," which may almost unsuspectingly creep into a business, +by administering these special advertising tonics, new, interesting and +helpful, the result of well-studied plans. + +This process of continual construction is not built up alone by keeping +in constant touch with customers already secured, but by reaching out +for new trade among new people. Getting new names. Regular customers, on +request, readily contribute the names and addresses of possible +customers in their immediate vicinity. Special appeals made to special +classes, for a consideration, usually result in securing satisfactory +lists. These lists as received are compared with names already in use, +and all duplicates struck out, thus providing against the possibility of +sending the same matter to the same name twice. Securing these new names +is simply a part of the natural development of the catalogue trade. +Wisely considered, the development is both from within and from without. +From within, by adding new stocks to the business from time to time, as +space, resources and abilities permit; and from without, by adding new +and increased numbers to the purchasing list. From within, by getting +more goods to sell; and from without, by getting more people to buy. Not +only continuing to sell the same goods to the same people, but getting +more goods for these same people, and more people to buy these goods. +Instead of having the _dollar_ sent to some other business for lack of +goods, get that _dollar_ by having the goods, the effort being made to +build up the business and develop it on the lines of selling all the +people all their goods all the time. It is the understanding of this +principle and its working out through the catalogue and all other +auxiliary advertising, backed up by the goods required, that makes the +possibilities of this trade. + + + + +Receiving and Opening Mail. + + +While the catalogue is under course of construction, the whole +mail-order system should be thoroughly gone over, tightened up, well +oiled, improved where possible, and put in proper shape to handle the +large volume of business which is bound to come immediately after the +distribution of catalogues. + +Where the mail is large, it is usually brought from the post office by +wagon, the smaller deliveries being brought by regular post office +carriers. All registered letters and parcels are carefully checked as to +number, by actual count, and compared with number entered on post office +registration sheets, before signing for them. Envelopes are first cut +open by one or more persons. Registered letters are kept separate from +all others, are distributed separately and accounted for before any +ordinary mail is handled. Each opener is held responsible for the +number of letters received, which are checked back, totalled, and the +totals must agree with the total number given out by the one in charge. +In the event of any error, it must be examined into at once and +everything made O. K. A positive check is kept upon all letters and +every precaution exercised to prevent the possibility of mistakes or +loss of any kind. Ordinary unregistered letters are treated in the same +careful manner. Special tables are provided for mail openers, and each +one occupies a separate space or division. When a letter is opened, the +amount enclosed (whether in bills, express orders, drafts, checks, post +office orders, stamps or silver) is carefully counted, checked and +entered on the order, totalled and compared with the amount customer +claims to have enclosed. If these agree, the amount is signed for by the +opener or stamped with an initial stamp, and the envelope is also +initialed. The money is usually placed directly on the order it belongs +to, both are put in a box or basket specially provided for the purpose, +and each succeeding letter, with the remittance it contains, follows in +its regular order as opened, until the mail is all completed. In some +cases the money and orders are separated at once. Each letter or order +is examined carefully, to see that the name and address are given, and +if not, the envelope should be attached for reference. If any samples +referring to orders are enclosed, they must be attached to the order, +and care exercised in attaching measurement forms, plans, or any +separate sheets bearing any relation to the order. Should there be any +difference in the amount received and the amount customer claims to have +enclosed, the attention of the one in charge must be called to it at +once, and, after thorough examination, be certified to by one or more. +Any omission of samples or enclosures of any kind, or any irregularities +of any character, must be reported immediately, examined into, and +certified to by those of recognized authority. Ordinary mail, such as +enquiries, requests for samples, etc., and all letters not containing +money, are kept separate from letters with money enclosed. Orders and +money are collected, and the cashier checks and counts all money over +again, comparing it with the amount entered on each order by the opener, +and, where O. K., stamps each order and envelope with a duplicate +consecutive numbering and date stamp. Thus, at almost the first stage of +handling an order, it receives its individual number, which is different +from the number appearing on any other order, and is used to identify it +through the different stages it may have to pass while being completed. +Envelopes are separated from orders, and each checker's envelopes put in +a package by themselves for reference. Should one be needed, the order +is first examined, and, as it bears the checker's signature, reference +is then made to that checker's package of envelopes, and the one +bearing the same number as the order is easily and quickly found. + + + + +Book-keeping, Buying, Checking, Etc. + + +Where the business is large, the country is usually divided up into +districts or sections, each division being designated by a letter; thus +one State or Province would be known as "A," and another as "B," and +these sections each usually have a head under the supervision of the +Manager. A simple form of cash book is largely made use of, by which the +number and amount of each order only is entered under its proper +division column. The totals of these columns must agree with the total +amount of cash received. Orders follow in their natural course to the +book-keepers, who, under the date received, enter the orders in regular +order by number, name and address, and credit the customer with the +amount received. Cashier and book-keepers are able to compare entries by +number and amount, and should always agree. All orders, after being +entered in the books, are generally examined by one or more appointed +for this work, who note anything of importance on the order, marking it +in such a manner as to attract special attention. Bargains on sale that +day, which are usually marked "Rush," requests to have goods delivered +by a certain time, enclosed with a shipment made by another house, or +with goods already bought and holding; in fact, anything and everything +requiring any particular or extra care, so that no omission of +instructions will occur, and that the detail of each order shall be +distinctly carried out. All requests for samples, catalogues, etc., are +put in hand at once, so that this work is being done promptly, and while +the other work in connection with the order is being carried on. All +orders, after being examined, everything noted and all specials sorted +out, are classified into large, small or medium. All orders for only one +article, such as gloves, drugs, jewelry, books, etc., are separated from +orders for miscellaneous merchandise, all credits referred to looked +up, and everything put into complete shape for buyers to handle. As +orders are distributed among the buyers, they are charged with the +number received, and are individually held responsible for all orders +while in their possession. In some cases buyers are not used, but orders +are copied on requisition sheets, and sent to the different departments +to be filled; but where a large retail business is done, the method of +using buyers is largely adopted. The buyers' duties are many, and a +great deal depends upon their ability and skill. They are expected to +keep a record of all orders received and how disposed of. Their orders +must be read carefully and thoroughly understood; if they lack any +information, such as color, size, samples, or any errors in extensions +or additions, they must be observed, and, where necessary, consulted +about. All requests for estimates or prices asked for on orders must be +got from the proper department, written up clearly, and have the +signature of one whose authority is recognized. Where goods are going by +express or freight, the buyers usually make use of a purchasing card. +They are provided with check books, and, as they visit the different +departments and make their selections, they make out a check in +duplicate for each purchase, leaving both with the salesperson. The top +check is sent with the goods to the mail-order sorting section, and the +duplicate is sent to the cash office, just the same as though it were +actual money. This duplicate check represents so much money and is taken +in payment for goods. Great care is exercised in making out these +checks. Not only is one half treated as cash, but the other half goes +with the goods direct to the customers, showing them exactly how their +money has been spent. These checks must be written plainly with good +figures, and give a full description of goods, prices, etc. The date, +exact time purchase is made, the department bought from, sales number +and order number, must all appear on each check, and all have such +important relations to the work that any omission or carelessness cannot +be allowed. On their purchasing card they enter the number of the order +they are buying, and enter this same number on every check belonging to +that order, also entering each purchase as bought on the purchasing card +by department, sales number, and amount. When the purchase is completed, +the order and purchasing card are handed to a shipping clerk, who +examines the order as to shipping instructions, enters the name and +address and how goods are to be shipped on this card, when they are +passed to a clerk who examines the order carefully, to see that +everything has been bought correctly, no omissions made, all additions +correct, and who, when satisfied that the order is executed properly in +every particular, sends the order with proper charge slip attached back +to the book-keeper, and the purchasing card is sent to the sorting or +inspecting room, where goods in the meantime have been sent. + + + + +Assembling and Packing Mail-Order Goods. + + +This assembling section is arranged to provide space for goods until +each order is completed. Under a system largely made use of by several +houses, the original number stamped on the order and entered by the +buyer on every check belonging to that order is here made use of as the +sorting number. Sorting tables are arranged for receiving goods, and are +numbered from one to ten. Checks accompany all goods, and if the number +of the check is say 2,617, the goods are placed on No. 7 table; if check +is number 2,618, goods would be placed on No. 8 table, and so on. The +last figure on every check denotes the table it is to be placed on, and, +as orders are numbered consecutively as they are received, the goods are +very evenly distributed over the ten tables; and, as all numbers must +end in some figure between one and ten, the ten tables thus provide for +all numbers. + +Shelving is partitioned off back of these tables with a space of about +eighteen inches square in each compartment. These compartments are four +or more high and as many in number as the business demands. While the +last figure in any check number denotes the table it is to be placed on, +so the last two figures are made use of to indicate what particular +compartment the goods are to be placed in. Thus, check No. 2,617 and +goods go to No. 7 table, and when placed go to No. 17 compartment; No. +2,627 with goods go to No. 7 table and No. 27 compartment, and so on, +sufficient space being provided for the repetition of these endings as +required. No. 2,617 being entered on checks belonging to Mr. Blank's +order, and this number appearing on his checks only, all his goods find +their way to No. 7 table, and are placed in No. 17 compartment, and +checks are filed in this compartment as goods are placed. The purchasing +card used by the buyer, and on which the order number and all the items +bought appear, is carefully compared with checks, and when checks +representing all goods on this card are received the order is complete +and ready for packing. All goods as received on sorting tables are +opened up, looked over carefully, checked, weighed, measured, colors, +sizes, qualities and quantities critically examined, compared with +description, and particulars given on checks; and if not satisfactory +must be set aside and refused until made O. K. When an order is +complete, the goods and card are taken from this inspecting section and +sent to the express or freight-packing section of the shipping room, +each lot of goods being kept in a separate compartment until packed. +Experienced packers are employed, who again, and finally, compare goods +with bills, and check everything carefully while packing. According to +the nature of the goods, they are wrapped in paper, boxed, baled or +crated, entered up in shipping books according to shipping instructions +on card, and handed over to the different transportation companies as +called for, and cards are filed for reference. + + + + +Goods Sent by Mail, Correspondence, Paying for Goods, Etc. + + +Where goods are ordered to go by mail, checks are made out as before, +but with this usual difference, that buyers retain the top check and +bring the goods with them. Each item as bought is entered by department, +sales number and amount on a shipping and charge sheet. When an order +going by mail is all bought, it is carefully checked by the buyer, +weighed, and the amount of postage determined as near as possible, when +goods and order are handed to shipping clerk, who enters the name and +address on the shipping slip, when all are passed to the mailing +section, where goods are carefully checked, wrapped, weighed, amount of +postage determined, parcels addressed, stamps put on, entered by name, +address and amount of postage in a parcel-mailing book, and placed on +sorting table, after which they are sorted and placed into different +bags by State, Province, or whatever division of parcels the post office +authorities may name, that will facilitate rapid handling and quick +despatch. Should a parcel, when wrapped, require more postage than +customer has allowed money for, it should be laid aside, and the head of +division should determine whether to hold parcel and write for the +additional amount required, omit something from the parcel, or allow the +customer to remit the balance due. Where small amounts are to be +returned to customers, in some cases their particular parcels, as +wrapped, may be left open at one end and placed on a separate table, +where, after checking, a small envelope containing the amount to be +returned may be enclosed in the parcel. These little envelopes may be +prepared in advance and placed in separate divisions, all one-cent +envelopes being in one space, all two-cent envelopes in another, and so +on, so that the work can be done rapidly, and a great saving effected +in postage on letters which otherwise would require to be written in +order to return the balance due. All registered parcels are kept +separate and signed for by the post office authorities. It is easy at +any time, by reference, to find out exactly how a package was addressed, +how much postage was put on the parcel, how much money was enclosed, +whether registered or not, and just what mail it was sent out on. + +All orders, when properly checked, should be passed back to the +book-keepers, who, having made the original entry and credited the cash +when the order was first received and before goods were bought, may now +refer to that order number, name and address again, and charge the +customer with amount of goods sent, amount of postage paid, and cash +returned, or remaining to be returned, thus balancing the account. A +simple index system may be made use of for any debit or credit balances +that may require to be kept. Orders pass on to heads of divisions, who +examine all carefully, sorting out any that may be replied to by form +cards or letters, seeing that all necessary explanations and enquiries +have been submitted, made and signed by those authorized, and that they +are satisfactory, and who dictates all necessary replies. All replies, +when dictated and type-written, are handed back for examination, and, +when correct, are signed and given to cashier, who encloses any balance +to be returned, keeping a record of the same by number and amount, when +the letters are sent to the mailing section, stamped and mailed, and +orders sent to be filed with copy of reply attached. + +The graphophone system of dictating and reproducing is largely made use +of in place of shorthand where the business is large, and is found to +greatly facilitate the handling of correspondence. + +Personal representation of the customers by everyone associated with +the different departments is especially encouraged. The buyer who +visits the departments cannot be compelled to accept anything except +what in her judgment is O. K. She represents the customers absolutely, +stands in their place, and studies their interests at every turn, and +this same personal interest is specially observed by every individual +clerk in whatever relation they may bear to orders or goods passing +through their hands. + +The payment for goods purchased by the mail-order department is +extremely simple. The duplicate checks made out by buyers and given to +salespeople when selecting goods represent so much money, and are sent +to the cash office immediately. They are collected here and sent to the +check office or auditing department daily, where they are all audited. +The total amount of these checks represents the total amount of goods +bought that day, and the mail-order cashier thus hands over the exact +amount required to pay for goods received. As these checks also show +the different departments goods have been purchased from, they are all +sorted out by departments, and each department, therefore, receives +credit for its share of the money. + +Likewise is it easy to know at all times just what percentage of cost +the total mail-order expense is upon the business done. The mail order +expense properly consists of its share of light, heat, power and rental, +sundry expenses, such as stationery, office fixtures, furniture and +wages paid. The wages list, properly divided, should show how much is +paid for buying, book-keeping, type-writing, samples, checking, packing, +etc., and if wages paid in each division week by week and the amount of +business done are compared with any previous week's expenses and +business, the department is promptly made aware of any unnecessary +increased expense, just exactly where that unnecessary increase is, and +the remedy may be applied at once. The catalogue expense may also be +readily arrived at. The total issue costs a certain amount, and +according to the number of pages each department occupies, so in this +proportion may be estimated each one's share in the expense. Each +department manager, knowing what his catalogue space may have cost for a +certain issue, and what amount of business he may have done from that +issue, can estimate exactly what percentage of cost his mail-order +advertising is upon his sales, while the total catalogue expense for any +one issue may be added to the other total mail-order expense for that +time, and the exact percentage of cost may be arrived at upon the total +amount of mail-order business done. Such a system may be adopted and +made actual use of that will point out at once the exact condition of +every part of this business, and provide a safety valve which will +indicate at all times the true profit or loss, and through just what +channel that loss or gain accrues. + + + + +Filing Correspondence. + + +Systems of filing differ, but where the business is large, one of two +methods is largely adopted, that is filing either by number or place. + +When filed by number, the original number stamped on the order is made +use of for filing purposes. + +Where the place file is used, suitable boxes or drawers are arranged in +cases, each box being labelled on the outside indicating its contents. +These drawers are provided with cards on which are printed or written +the different post offices in each State or Province, and arranged for +easy reference. Thus all correspondence coming from any one town is +filed together next its town card, and where the mail from any one town +is large it may be subdivided by an alphabetical index. Thus, to find +Mr. B.'s order from Blank Town reference is first made to the drawer +which contains Blank Town, and under this town, among the Bs, will be +found Mr. B.'s orders. One set of drawers may be made use of for each +month's filing, and, therefore, as many sets of drawers are provided as +will correspond with the number of months letters may be preserved. +Separate files may also be kept (usually alphabetical by name) for +filing letters, such as those where customers have forgotten to give +size, color, or measurements, where they have overlooked enclosing +samples, or any omission or circumstance which may cause customers to be +written to and their orders held for further information, or orders that +may have any balance holding to credit, etc. + +The filing must be very accurately done, as constant reference is made, +and it is of the utmost importance that any correspondence required +shall be found with the greatest despatch. + + + + +Special Orders. + + +A special effort should be made to have the system so arranged that it +will enable the mail-order department, as well as every other department +in connection with the house, to know how many orders are partly bought +and holding for goods which have been ordered that are not in stock, or +that require to be made. The buyer who finds anything asked for on an +order which a department cannot supply at once (and no checks should be +taken unless the order can be filled promptly) should give someone +appointed by each department full particulars of what is required, the +number of the order, name of customer, description, size, or +measurements of goods to be made or procured. When everything is bought, +with these exceptions, the order should be then handed to a special +mail-order clerk, who should note what is lacking to complete the order, +and in a set of special department files (space being provided for each +department) should place the holding order. He should visit the +different departments, ascertaining particulars concerning each order, +find out what efforts are being made to fill the same, and crowd these +orders to completion, where necessary, writing customers explaining any +cause of delay. As each department secures the goods required, the mail +order department should be notified immediately, when the order may be +quickly produced from its department file, check made out and order +completed. It is easy to ascertain at any time through such a system +exactly what goods each department lacks, and direct such efforts as +will provide for the least possible lack of stock and the least possible +delay in executing orders. + + + + +Returned Goods, Exchanges, and Complaints. + + +A separate section should be devoted to returned goods or exchanges. As +goods are received the packages should be examined as to identification, +whom and where from, and entered up alphabetically under the date +received, with all particulars required, and goods placed in suitable +compartments. When letter of explanation is received, goods are easily +located, and both should be given to special exchange clerks, who will +secure the necessary exchange bills and make such new selections as +customers may desire. + +The cause of all goods returned should be thoroughly investigated in +every instance, and where the fault lies with the house, the customer +should be reimbursed for any extra expense incurred; and whatever +department or individual is to blame should be made fully acquainted +with their error, and such steps taken as will prevent a repetition of +it. + +Usually associated with this work is a special section, which should +deal with all letters of complaint. The cause of all complaints should +be fully enquired into and at once. There should be no delay whatever, +but immediate answers insisted upon. Explanations should be complete and +to the entire satisfaction of customers, and any loss through +carelessness or errors made good without reserve. Each department and +their help should be held strictly accountable for any claims which, +upon investigation, show where the responsibility should rest. This +feature of promptly adjusting all differences and satisfying every +reasonable demand leads to continued and increased confidence, and +should, therefore, be given very particular attention. + + + + +Samples. + + +The preparation, selection and sending out of samples should receive the +most careful attention. In some cases requests for samples are +distributed among the different departments and are filled and sent to +the sample department, but this method with progressive houses is +considered slow, and for this reason alone unsatisfactory. + +The improved method is to cut from the piece such lengths of goods as +are required. These are sent to the sample department with width, price +and full particulars, where suitable paper printed in squares, the size +of sample to be sent, are attached. These are sewn by machines driven by +electric power and afterwards cut in proper sizes by electric cutting +knife, prices inserted and placed in partitioned spaces in drawers +arranged in suitable cabinets. As requests for samples are received, +they are filled direct from these drawers, and sent out by the next +mail. Help is employed here who by long experience become familiar with +all classes of sampleable goods, and who are under the direct management +of one who thoroughly understands interpreting the customers' wants, and +who bears no unimportant part to whatever measure of success may result +from the sale of all goods by sample. + + + + +Keeping Employees' Time. + + +This position requires a man of considerable firmness, as he comes in +contact with every employee, and is bound to enforce the discipline of +the house as applied to absentees and lates, regardless of any +partiality or favoritism. He has direct charge of the cloakrooms, and +must see that they are kept neat and clean, and that each individual has +a certain space allotted. He should be on duty early and late, and +should see that every one registers their time in passing in and out. A +record of all employees going out on passes should be kept, and none +should be accepted unless signed by those authorized. He should keep a +record of employees' names and addresses, and have the same checked up +regularly. He should supply wages department and also heads of +departments with a report of all who are absent. Where so many are under +the charge of heads of departments, it is impossible for them to tell +at once who may be absent. The time-keeper should notify them promptly +every morning and noon, and they will thus be enabled to arrange +immediately, so that the work done by absentees is provided for. He +should not allow parcels of any kind to be carried in or out of the +store, nor allow anyone to reënter the store after passing the time desk +in going out, or return to the cloakrooms after passing the time desk +going in. + +As part of the store help must go to dinner at one hour and part at +another, he should regulate it so that those who go out one hour are +back in their departments before others are notified, thus preventing +crowding on stairways and passages. Departments are usually notified by +bells, and each is familiar with its particular signal. Doors should be +closed sharp on the minute, and all lates excluded. No matter what +system for registering time is used, it is easy to determine who is late +or absent, as on coming in all keys or time cards hanging on the time +board are on one side of the time clock, and when the time is registered +they are hung on the opposite side. Those which have not been removed +indicate at once who has not come in. Time cards of any absent, who have +not sent in a reason for absence, should be removed from the time board +and such employees should secure permission from those authorized before +their time can be again marked. Lists of those going on holidays should +be supplied time-keeper, and their cards should also be removed. The +time-keeper should supply the wages department with correct time sheets, +as desired. He should see that employees are orderly in passing in and +out, and permit no loitering in the cloakrooms. A register is usually +placed at the exit door, which should be signed by one appointed for +each department or section of the store when leaving at night, +certifying that all persons have left their department, and that all +windows are secured, blinds down, etc. + + + + +Employing Help. + + +The hiring of help is largely centered in one individual for the entire +store. Departments requiring additional help should notify the +employment office, and give particulars of the kind of help required, +which fact should be noted and filed for reference, a preference being +given former employees seeking reëngagement. The hours for engaging help +are usually from 8 to 10 A. M., after which no applications are +considered for that day. All applicants must be treated with courtesy. +Even though no immediate help is required, applicants in many cases are +permitted to fill out application, which should be placed on file for +reference, and a satisfactory applicant may then be notified as soon as +a position is open. All applications should contain, as far as possible, +full particulars concerning applicant. It should show the date of +engagement, name, address, whether married or single, nationality, +church denomination, where previously employed, for how long, and +reasons for leaving. References should be given, who may be communicated +with, and whose replies should be attached to application. Application +blank should show salary agreed upon and for what particular department +employed. Space should be provided for percentage record, and for +transfer from one department to another, for increased salary +recommendations, which are usually signed by heads of departments and +passed by those appointed. They should be at all times a complete and +permanent record of each employee. All help is usually engaged upon the +distinct understanding and agreement that they are privileged to leave +any day, or their services may be dispensed with at any time. A new +employee, when given a time card or key, and the time-keeper has +explained the system of registering time, etc., and allotted cloakroom +space, is conducted to the head of the department or assistant. + + + + +Paying Wages. + + +The system of registering time furnishes accurate information for +estimating wages. The time sheets kept by the time-keeper are here made +use of. The name of each employee under the respective department each +one is attached to, with number, rate of wages per week, number of days +worked, actual wages due, etc., should be entered on the wages sheet. +The total amount of money required on any pay day is given wages office, +each individual's pay is placed in a pay envelope, sealed, numbered and +entered in signature book. Each head of a department, or one appointed, +receives all wages for that department, signing for the same, and sees +that they are distributed and signed for by each individual as received. +The work is done accurately and with despatch, as thousands are by this +method paid their weekly earnings in a very short time. + + + + +Watchmen. + + +Watchmen should report at the store each night, and as soon as the store +is closed examine the leaving register, to see that each department has +signed for everything having been left in perfect order. They should +examine at once all doors and windows, seeing that they are securely +fastened; also all other entrances to building, and all places where +anyone might be concealed. They should report in writing anything +irregular occurring during the night, leaving the same at the office, +and repeat the report until the irregularity has been attended to. A +regular patrol should be made throughout the entire building. An +ingenious system of clock registration is made use of in some cases, +which indicates upon examination in the morning the different stations +each watchman has passed and the exact time of each passing during the +entire night. In the event of fire or any other accident occurring +during the night, such special instructions should be followed as will +meet with the ready response of whatever assistance may be required. + + + + +General Rules for Employees. + + +Rules for employees are in force in all large Department Stores. +Different stores differ in detail of rules, but the application is the +same, all serving to build up the system of government which directs and +controls the entire management. Weekly examinations are held in some +instances, and familiarity with the rules exacted, thus enforcing and +maintaining system and discipline. + +The hours for opening and closing business vary at different seasons of +the year, of which due notice is given. The opening hour is usually 8 +o'clock, at which time all employees are expected to be in their +respective positions, all covers folded and put in proper places, stocks +and counters dusted, and everything made ready for the day's business. + +All employees must enter and leave the store by employees' entrance, +leaving all wraps, hats, rubbers, lunches, etc., in the cloakroom, +which is conveniently arranged for this purpose. + +Upon entering the store in the morning and upon leaving and returning at +noon, and on going out at night, each individual records his or her +time. If for good reason an employee is necessarily delayed, a +permission pass may be obtained to commence work; but if late without a +good reason being given, they cannot commence work until noon, and thus +lose a half day's work and a half day's pay. Attendance to business must +be punctual and regular. Continued lateness and absence would merit +discharge. + +Employees who are absent for any cause must notify the house at once, +either the head of their department or time-keeper, and satisfactory +reasons given for being absent. + +Whenever a change of address is made, employees must report same to +time-keeper at once. + +Employees must never leave the store during business hours (except for +dinner) without a pass signed by the head of the department and +countersigned by one authorized. Blank pass books are usually supplied +heads of departments. These passes should give the names of employees, +their numbers, what departments employed in, date and time of going out, +and must be presented to the time-keeper, who will permit employees to +go to the cloakroom for wraps and pass them out. + +Employees must not leave their departments to go to any other part of +the store without informing the head of the department, or assistant, +and obtaining permission. + +Employees desiring to purchase goods for themselves are expected to do +so during the least busy hours, usually from 8 to 9 A. M. A pass to +purchase must be obtained from the head of the department. This pass is +exchanged for a purchasing card. All employees' purchases must be made +on purchasing card and sent by the regular delivery. If for any reason a +parcel cannot be sent by the regular delivery, and employee is to carry +it home, these parcels must be O. K.'d by the proper party. A numbered +check is given to the employee and a duplicate attached to the parcel. +By presenting this check at the exit door, the package is delivered to +the proper party. Parcels are not allowed to be carried into the store +by employees. The wagons call upon request and deliver packages to the +parcel office, where they may be obtained. + +Employees are to avoid gossiping and not allow their time to be taken up +with friends who desire to visit with them during business hours. Loud +conversation to be avoided. + +Business hours not to be occupied in reading books, papers, letter +writing, needlework, etc. Loafing or wasting time away from departments +not allowed. + +Extravagance and display in dress to be avoided. The use of striking +colors and patterns is objectionable. The costume should be modest and +neat in appearance. + +Employees are expected to be courteous to each other, using the same +dignity, respect, and care in add dressing others that they feel they +are entitled to themselves. + +Should clerks be deserving of censure, it should be done in a +gentlemanly manner, not before other employees or customers, thus +retaining the respect of each other. + +The use of gum or tobacco, eating nuts, fruits, candy, or lunches during +business hours is strongly objected to. Loitering around the outside of +the building, on the corners or at the entrances, expectorating on the +walks and giving the premises an untidy appearance will not be +permitted. Defacing the walls, counters or fixtures, or abusing the +property in any way, means immediate dismissal. + +All employees must learn to obey the orders of those whose authority is +recognized, and be governed by the rules and regulations of the house; +not only because they must, but for their own individual interests, and +the interests of the house in general. Some rules may appear rigid, but +they are deemed necessary, and, therefore, must be obeyed, and the +living up to them is not intended to be a reflection on the self-respect +of any one. + + + + +Mechanical Section. + + +Underneath the selling space in these large stores lies the network of +machinery, all necessary for the prompt and careful adjustment of each +day's work, furnishing the power for heating, lighting, elevator +service, etc. Modern automatic sprinkler system always ready for an +emergency, rendering the property and merchandise as nearly fireproof as +possible, aided by a corps of properly-drilled firemen taken from the +regular employees staff. Pneumatic cash system connecting with every +part of the store selling space; not only utilized for carrying cash, +but also providing the means of ventilation, by using up and discharging +thousands of cubic feet of impure air regularly, and bringing fresh air +into the building constantly. Complete staffs of engineers, carpenters, +painters, etc., are almost constantly employed in looking after +additions, alterations, and repairs, thus keeping the whole building in +perfect condition. All are under the direct management of experts, whose +mechanical skill is utilized to assist in rendering the store service +complete, and whose services are recognised on an equality with those +occupying the most responsible positions in connection with the +business. + + + + +-----------------------------------------------+ + | Transcriber's Note: | + | | + | Typographical errors corrected in the text: | + | | + | Page 21 ever changed to every | + | Page 48 call changed to called | + | Page 85 wont changed to won't | + +-----------------------------------------------+ + + + + + +End of the Project Gutenberg EBook of How Department Stores Are Carried On, by +W. B. Phillips + +*** END OF THIS PROJECT GUTENBERG EBOOK DEPARTMENT STORES *** + +***** This file should be named 31073-8.txt or 31073-8.zip ***** +This and all associated files of various formats will be found in: + http://www.gutenberg.org/3/1/0/7/31073/ + +Produced by Charlene Taylor, Barbara Kosker and the Online +Distributed Proofreading Team at http://www.pgdp.net (This +file was produced from images generously made available +by The Internet Archive/Canadian Libraries) + + +Updated editions will replace the previous one--the old editions +will be renamed. + +Creating the works from public domain print editions means that no +one owns a United States copyright in these works, so the Foundation +(and you!) can copy and distribute it in the United States without +permission and without paying copyright royalties. Special rules, +set forth in the General Terms of Use part of this license, apply to +copying and distributing Project Gutenberg-tm electronic works to +protect the PROJECT GUTENBERG-tm concept and trademark. Project +Gutenberg is a registered trademark, and may not be used if you +charge for the eBooks, unless you receive specific permission. If you +do not charge anything for copies of this eBook, complying with the +rules is very easy. You may use this eBook for nearly any purpose +such as creation of derivative works, reports, performances and +research. They may be modified and printed and given away--you may do +practically ANYTHING with public domain eBooks. Redistribution is +subject to the trademark license, especially commercial +redistribution. + + + +*** START: FULL LICENSE *** + +THE FULL PROJECT GUTENBERG LICENSE +PLEASE READ THIS BEFORE YOU DISTRIBUTE OR USE THIS WORK + +To protect the Project Gutenberg-tm mission of promoting the free +distribution of electronic works, by using or distributing this work +(or any other work associated in any way with the phrase "Project +Gutenberg"), you agree to comply with all the terms of the Full Project +Gutenberg-tm License (available with this file or online at +http://gutenberg.org/license). + + +Section 1. General Terms of Use and Redistributing Project Gutenberg-tm +electronic works + +1.A. By reading or using any part of this Project Gutenberg-tm +electronic work, you indicate that you have read, understand, agree to +and accept all the terms of this license and intellectual property +(trademark/copyright) agreement. If you do not agree to abide by all +the terms of this agreement, you must cease using and return or destroy +all copies of Project Gutenberg-tm electronic works in your possession. +If you paid a fee for obtaining a copy of or access to a Project +Gutenberg-tm electronic work and you do not agree to be bound by the +terms of this agreement, you may obtain a refund from the person or +entity to whom you paid the fee as set forth in paragraph 1.E.8. + +1.B. "Project Gutenberg" is a registered trademark. It may only be +used on or associated in any way with an electronic work by people who +agree to be bound by the terms of this agreement. There are a few +things that you can do with most Project Gutenberg-tm electronic works +even without complying with the full terms of this agreement. See +paragraph 1.C below. There are a lot of things you can do with Project +Gutenberg-tm electronic works if you follow the terms of this agreement +and help preserve free future access to Project Gutenberg-tm electronic +works. See paragraph 1.E below. + +1.C. The Project Gutenberg Literary Archive Foundation ("the Foundation" +or PGLAF), owns a compilation copyright in the collection of Project +Gutenberg-tm electronic works. Nearly all the individual works in the +collection are in the public domain in the United States. If an +individual work is in the public domain in the United States and you are +located in the United States, we do not claim a right to prevent you from +copying, distributing, performing, displaying or creating derivative +works based on the work as long as all references to Project Gutenberg +are removed. Of course, we hope that you will support the Project +Gutenberg-tm mission of promoting free access to electronic works by +freely sharing Project Gutenberg-tm works in compliance with the terms of +this agreement for keeping the Project Gutenberg-tm name associated with +the work. You can easily comply with the terms of this agreement by +keeping this work in the same format with its attached full Project +Gutenberg-tm License when you share it without charge with others. + +1.D. The copyright laws of the place where you are located also govern +what you can do with this work. Copyright laws in most countries are in +a constant state of change. If you are outside the United States, check +the laws of your country in addition to the terms of this agreement +before downloading, copying, displaying, performing, distributing or +creating derivative works based on this work or any other Project +Gutenberg-tm work. The Foundation makes no representations concerning +the copyright status of any work in any country outside the United +States. + +1.E. Unless you have removed all references to Project Gutenberg: + +1.E.1. The following sentence, with active links to, or other immediate +access to, the full Project Gutenberg-tm License must appear prominently +whenever any copy of a Project Gutenberg-tm work (any work on which the +phrase "Project Gutenberg" appears, or with which the phrase "Project +Gutenberg" is associated) is accessed, displayed, performed, viewed, +copied or distributed: + +This eBook is for the use of anyone anywhere at no cost and with +almost no restrictions whatsoever. You may copy it, give it away or +re-use it under the terms of the Project Gutenberg License included +with this eBook or online at www.gutenberg.org + +1.E.2. If an individual Project Gutenberg-tm electronic work is derived +from the public domain (does not contain a notice indicating that it is +posted with permission of the copyright holder), the work can be copied +and distributed to anyone in the United States without paying any fees +or charges. If you are redistributing or providing access to a work +with the phrase "Project Gutenberg" associated with or appearing on the +work, you must comply either with the requirements of paragraphs 1.E.1 +through 1.E.7 or obtain permission for the use of the work and the +Project Gutenberg-tm trademark as set forth in paragraphs 1.E.8 or +1.E.9. + +1.E.3. If an individual Project Gutenberg-tm electronic work is posted +with the permission of the copyright holder, your use and distribution +must comply with both paragraphs 1.E.1 through 1.E.7 and any additional +terms imposed by the copyright holder. Additional terms will be linked +to the Project Gutenberg-tm License for all works posted with the +permission of the copyright holder found at the beginning of this work. + +1.E.4. Do not unlink or detach or remove the full Project Gutenberg-tm +License terms from this work, or any files containing a part of this +work or any other work associated with Project Gutenberg-tm. + +1.E.5. Do not copy, display, perform, distribute or redistribute this +electronic work, or any part of this electronic work, without +prominently displaying the sentence set forth in paragraph 1.E.1 with +active links or immediate access to the full terms of the Project +Gutenberg-tm License. + +1.E.6. You may convert to and distribute this work in any binary, +compressed, marked up, nonproprietary or proprietary form, including any +word processing or hypertext form. However, if you provide access to or +distribute copies of a Project Gutenberg-tm work in a format other than +"Plain Vanilla ASCII" or other format used in the official version +posted on the official Project Gutenberg-tm web site (www.gutenberg.org), +you must, at no additional cost, fee or expense to the user, provide a +copy, a means of exporting a copy, or a means of obtaining a copy upon +request, of the work in its original "Plain Vanilla ASCII" or other +form. Any alternate format must include the full Project Gutenberg-tm +License as specified in paragraph 1.E.1. + +1.E.7. Do not charge a fee for access to, viewing, displaying, +performing, copying or distributing any Project Gutenberg-tm works +unless you comply with paragraph 1.E.8 or 1.E.9. + +1.E.8. You may charge a reasonable fee for copies of or providing +access to or distributing Project Gutenberg-tm electronic works provided +that + +- You pay a royalty fee of 20% of the gross profits you derive from + the use of Project Gutenberg-tm works calculated using the method + you already use to calculate your applicable taxes. The fee is + owed to the owner of the Project Gutenberg-tm trademark, but he + has agreed to donate royalties under this paragraph to the + Project Gutenberg Literary Archive Foundation. Royalty payments + must be paid within 60 days following each date on which you + prepare (or are legally required to prepare) your periodic tax + returns. Royalty payments should be clearly marked as such and + sent to the Project Gutenberg Literary Archive Foundation at the + address specified in Section 4, "Information about donations to + the Project Gutenberg Literary Archive Foundation." + +- You provide a full refund of any money paid by a user who notifies + you in writing (or by e-mail) within 30 days of receipt that s/he + does not agree to the terms of the full Project Gutenberg-tm + License. You must require such a user to return or + destroy all copies of the works possessed in a physical medium + and discontinue all use of and all access to other copies of + Project Gutenberg-tm works. + +- You provide, in accordance with paragraph 1.F.3, a full refund of any + money paid for a work or a replacement copy, if a defect in the + electronic work is discovered and reported to you within 90 days + of receipt of the work. + +- You comply with all other terms of this agreement for free + distribution of Project Gutenberg-tm works. + +1.E.9. If you wish to charge a fee or distribute a Project Gutenberg-tm +electronic work or group of works on different terms than are set +forth in this agreement, you must obtain permission in writing from +both the Project Gutenberg Literary Archive Foundation and Michael +Hart, the owner of the Project Gutenberg-tm trademark. Contact the +Foundation as set forth in Section 3 below. + +1.F. + +1.F.1. Project Gutenberg volunteers and employees expend considerable +effort to identify, do copyright research on, transcribe and proofread +public domain works in creating the Project Gutenberg-tm +collection. Despite these efforts, Project Gutenberg-tm electronic +works, and the medium on which they may be stored, may contain +"Defects," such as, but not limited to, incomplete, inaccurate or +corrupt data, transcription errors, a copyright or other intellectual +property infringement, a defective or damaged disk or other medium, a +computer virus, or computer codes that damage or cannot be read by +your equipment. + +1.F.2. LIMITED WARRANTY, DISCLAIMER OF DAMAGES - Except for the "Right +of Replacement or Refund" described in paragraph 1.F.3, the Project +Gutenberg Literary Archive Foundation, the owner of the Project +Gutenberg-tm trademark, and any other party distributing a Project +Gutenberg-tm electronic work under this agreement, disclaim all +liability to you for damages, costs and expenses, including legal +fees. YOU AGREE THAT YOU HAVE NO REMEDIES FOR NEGLIGENCE, STRICT +LIABILITY, BREACH OF WARRANTY OR BREACH OF CONTRACT EXCEPT THOSE +PROVIDED IN PARAGRAPH F3. YOU AGREE THAT THE FOUNDATION, THE +TRADEMARK OWNER, AND ANY DISTRIBUTOR UNDER THIS AGREEMENT WILL NOT BE +LIABLE TO YOU FOR ACTUAL, DIRECT, INDIRECT, CONSEQUENTIAL, PUNITIVE OR +INCIDENTAL DAMAGES EVEN IF YOU GIVE NOTICE OF THE POSSIBILITY OF SUCH +DAMAGE. + +1.F.3. LIMITED RIGHT OF REPLACEMENT OR REFUND - If you discover a +defect in this electronic work within 90 days of receiving it, you can +receive a refund of the money (if any) you paid for it by sending a +written explanation to the person you received the work from. If you +received the work on a physical medium, you must return the medium with +your written explanation. The person or entity that provided you with +the defective work may elect to provide a replacement copy in lieu of a +refund. If you received the work electronically, the person or entity +providing it to you may choose to give you a second opportunity to +receive the work electronically in lieu of a refund. If the second copy +is also defective, you may demand a refund in writing without further +opportunities to fix the problem. + +1.F.4. Except for the limited right of replacement or refund set forth +in paragraph 1.F.3, this work is provided to you 'AS-IS' WITH NO OTHER +WARRANTIES OF ANY KIND, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO +WARRANTIES OF MERCHANTIBILITY OR FITNESS FOR ANY PURPOSE. + +1.F.5. Some states do not allow disclaimers of certain implied +warranties or the exclusion or limitation of certain types of damages. +If any disclaimer or limitation set forth in this agreement violates the +law of the state applicable to this agreement, the agreement shall be +interpreted to make the maximum disclaimer or limitation permitted by +the applicable state law. The invalidity or unenforceability of any +provision of this agreement shall not void the remaining provisions. + +1.F.6. INDEMNITY - You agree to indemnify and hold the Foundation, the +trademark owner, any agent or employee of the Foundation, anyone +providing copies of Project Gutenberg-tm electronic works in accordance +with this agreement, and any volunteers associated with the production, +promotion and distribution of Project Gutenberg-tm electronic works, +harmless from all liability, costs and expenses, including legal fees, +that arise directly or indirectly from any of the following which you do +or cause to occur: (a) distribution of this or any Project Gutenberg-tm +work, (b) alteration, modification, or additions or deletions to any +Project Gutenberg-tm work, and (c) any Defect you cause. + + +Section 2. Information about the Mission of Project Gutenberg-tm + +Project Gutenberg-tm is synonymous with the free distribution of +electronic works in formats readable by the widest variety of computers +including obsolete, old, middle-aged and new computers. It exists +because of the efforts of hundreds of volunteers and donations from +people in all walks of life. + +Volunteers and financial support to provide volunteers with the +assistance they need, are critical to reaching Project Gutenberg-tm's +goals and ensuring that the Project Gutenberg-tm collection will +remain freely available for generations to come. In 2001, the Project +Gutenberg Literary Archive Foundation was created to provide a secure +and permanent future for Project Gutenberg-tm and future generations. +To learn more about the Project Gutenberg Literary Archive Foundation +and how your efforts and donations can help, see Sections 3 and 4 +and the Foundation web page at http://www.pglaf.org. + + +Section 3. Information about the Project Gutenberg Literary Archive +Foundation + +The Project Gutenberg Literary Archive Foundation is a non profit +501(c)(3) educational corporation organized under the laws of the +state of Mississippi and granted tax exempt status by the Internal +Revenue Service. The Foundation's EIN or federal tax identification +number is 64-6221541. Its 501(c)(3) letter is posted at +http://pglaf.org/fundraising. Contributions to the Project Gutenberg +Literary Archive Foundation are tax deductible to the full extent +permitted by U.S. federal laws and your state's laws. + +The Foundation's principal office is located at 4557 Melan Dr. S. +Fairbanks, AK, 99712., but its volunteers and employees are scattered +throughout numerous locations. Its business office is located at +809 North 1500 West, Salt Lake City, UT 84116, (801) 596-1887, email +business@pglaf.org. Email contact links and up to date contact +information can be found at the Foundation's web site and official +page at http://pglaf.org + +For additional contact information: + Dr. Gregory B. Newby + Chief Executive and Director + gbnewby@pglaf.org + + +Section 4. Information about Donations to the Project Gutenberg +Literary Archive Foundation + +Project Gutenberg-tm depends upon and cannot survive without wide +spread public support and donations to carry out its mission of +increasing the number of public domain and licensed works that can be +freely distributed in machine readable form accessible by the widest +array of equipment including outdated equipment. Many small donations +($1 to $5,000) are particularly important to maintaining tax exempt +status with the IRS. + +The Foundation is committed to complying with the laws regulating +charities and charitable donations in all 50 states of the United +States. Compliance requirements are not uniform and it takes a +considerable effort, much paperwork and many fees to meet and keep up +with these requirements. We do not solicit donations in locations +where we have not received written confirmation of compliance. To +SEND DONATIONS or determine the status of compliance for any +particular state visit http://pglaf.org + +While we cannot and do not solicit contributions from states where we +have not met the solicitation requirements, we know of no prohibition +against accepting unsolicited donations from donors in such states who +approach us with offers to donate. + +International donations are gratefully accepted, but we cannot make +any statements concerning tax treatment of donations received from +outside the United States. U.S. laws alone swamp our small staff. + +Please check the Project Gutenberg Web pages for current donation +methods and addresses. Donations are accepted in a number of other +ways including checks, online payments and credit card donations. +To donate, please visit: http://pglaf.org/donate + + +Section 5. General Information About Project Gutenberg-tm electronic +works. + +Professor Michael S. Hart is the originator of the Project Gutenberg-tm +concept of a library of electronic works that could be freely shared +with anyone. For thirty years, he produced and distributed Project +Gutenberg-tm eBooks with only a loose network of volunteer support. + + +Project Gutenberg-tm eBooks are often created from several printed +editions, all of which are confirmed as Public Domain in the U.S. +unless a copyright notice is included. Thus, we do not necessarily +keep eBooks in compliance with any particular paper edition. + + +Most people start at our Web site which has the main PG search facility: + + http://www.gutenberg.org + +This Web site includes information about Project Gutenberg-tm, +including how to make donations to the Project Gutenberg Literary +Archive Foundation, how to help produce our new eBooks, and how to +subscribe to our email newsletter to hear about new eBooks. diff --git a/31073-8.zip b/31073-8.zip Binary files differnew file mode 100644 index 0000000..e5b6d4c --- /dev/null +++ b/31073-8.zip diff --git a/31073-h.zip b/31073-h.zip Binary files differnew file mode 100644 index 0000000..d986a04 --- /dev/null +++ b/31073-h.zip diff --git a/31073-h/31073-h.htm b/31073-h/31073-h.htm new file mode 100644 index 0000000..0a4c90c --- /dev/null +++ b/31073-h/31073-h.htm @@ -0,0 +1,2832 @@ +<!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd"> +<html xmlns="http://www.w3.org/1999/xhtml" xml:lang="en" lang="en"> + <head> + <meta http-equiv="Content-Type" content="text/html; charset=iso-8859-1" /> + <title> + The Project Gutenberg eBook of How Department Stores Are Carried On, by W. B. Phillips. + </title> + <style type="text/css"> + p { margin-top: .5em; + text-align: justify; + margin-bottom: .5em; + text-indent: 1em; + } + h1 { + text-align: center; font-family: garamond, serif; /* all headings centered */ + } + h5,h6 { + text-align: center; font-family: garamond, serif; /* all headings centered */ + } + h2 { + text-align: center; font-family: garamond, serif; /* all headings centered */ + } + h3 { + text-align: center; font-family: garamond, serif; /* all headings centered */ + } + h4 { + text-align: center; font-family: garamond, serif; /* all headings centered */ + } + hr { width: 33%; + margin-top: 1em; + margin-bottom: 1em; + } + body{margin-left: 10%; + margin-right: 10%; + } + a {text-decoration: none} /* no lines under links */ + div.centered {text-align: center;} /* work around for IE centering with CSS problem part 1 */ + div.centered table {margin-left: auto; margin-right: auto; text-align: left;} /* work around for IE centering with CSS problem part 2 */ + + .cen {text-align: center; text-indent: 0em;} /* centering paragraphs */ + .smcap {font-variant: small-caps;} /* small caps */ + .img {text-align: center; padding: 1em; margin-left: auto; margin-right: auto;} /* centering images */ + .tdr {text-align: right;} /* right align cell */ + .tdrb {text-align: right; vertical-align: bottom;} /* right align cell */ + .tdl {text-align: left;} /* left align cell */ + .tdlh {text-align: left; padding-left: 1.5em; text-indent: -1.5em;} /* hanging indent for TOC */ + .tr {margin-left: 24%; margin-right: 24%; margin-top: 5%; margin-bottom: 5%; padding: 1em; background-color: #f6f2f2; color: black; border: dotted black 1px;} /* transcriber's notes */ + + .pagenum { /* uncomment the next line for invisible page numbers */ + /* visibility: hidden; */ + position: absolute; right: 2%; + font-size: 75%; + color: silver; + background-color: inherit; + text-align: right; + text-indent: 0em; + font-style: normal; + font-weight: normal; + font-variant: normal;} /* page numbers */ + + </style> + </head> +<body> + + +<pre> + +Project Gutenberg's How Department Stores Are Carried On, by W. B. Phillips + +This eBook is for the use of anyone anywhere at no cost and with +almost no restrictions whatsoever. You may copy it, give it away or +re-use it under the terms of the Project Gutenberg License included +with this eBook or online at www.gutenberg.org + + +Title: How Department Stores Are Carried On + +Author: W. B. Phillips + +Release Date: January 25, 2010 [EBook #31073] + +Language: English + +Character set encoding: ISO-8859-1 + +*** START OF THIS PROJECT GUTENBERG EBOOK DEPARTMENT STORES *** + + + + +Produced by Charlene Taylor, Barbara Kosker and the Online +Distributed Proofreading Team at http://www.pgdp.net (This +file was produced from images generously made available +by The Internet Archive/Canadian Libraries) + + + + + + +</pre> + + +<br /> +<br /> +<br /> +<br /> + +<h1> How Department Stores Are Carried On</h1> + +<br /> +<br /> +<br /> +<br /> + +<h4> BY</h4> + +<h2> W. B. PHILLIPS</h2> + +<br /> +<br /> +<br /> +<br /> + +<div class="img"> +<img border="0" src="images/deco.png" width="3%" alt="Publisher's Mark" /> +</div> + +<br /> +<br /> +<br /> +<br /> + +<h4> NEW YORK<br /> + DODD, MEAD & COMPANY<br /> + 1901</h4> + +<br /> +<br /> +<br /> +<br /> + +<h2>Contents.</h2><span class='pagenum'><a name="Page_3" id="Page_3">[Pg 3]</a></span> + +<div class="centered"> +<table border="0" width="65%" cellpadding="2" cellspacing="0" summary="Table of Contents"> + <tr> + <td class="tdl" width="80%">Introduction,</td> + <td class="tdr" width="20%"><a href="#Page_5">5</a></td> + </tr> + <tr> + <td class="tdl">General Principles,</td> + <td class="tdr"><a href="#Page_5">5</a></td> + </tr> + <tr> + <td class="tdl">The Management,</td> + <td class="tdr"><a href="#Page_10">10</a></td> + </tr> + <tr> + <td class="tdl">The System,</td> + <td class="tdr"><a href="#Page_12">12</a></td> + </tr> + <tr> + <td class="tdl">Advertising,</td> + <td class="tdr"><a href="#Page_15">15</a></td> + </tr> + <tr> + <td class="tdl">The Buying Organization,</td> + <td class="tdr"><a href="#Page_25">25</a></td> + </tr> + <tr> + <td class="tdl">Receiving Goods,</td> + <td class="tdr"><a href="#Page_32">32</a></td> + </tr> + <tr> + <td class="tdl">Taking Care of Stock,</td> + <td class="tdr"><a href="#Page_34">34</a></td> + </tr> + <tr> + <td class="tdl">Serving Customers,</td> + <td class="tdr"><a href="#Page_35">35</a></td> + </tr> + <tr> + <td class="tdl">Exchanging Goods,</td> + <td class="tdr"><a href="#Page_38">38</a></td> + </tr> + <tr> + <td class="tdl">Floor Managers and Ushers,</td> + <td class="tdr"><a href="#Page_40">40</a></td> + </tr> + <tr> + <td class="tdl">Making out Checks,</td> + <td class="tdr"><a href="#Page_43">43</a></td> + </tr> + <tr> + <td class="tdl">Inspecting, Checking and Parcelling Goods,</td> + <td class="tdr"><a href="#Page_46">46</a></td> + </tr> + <tr> + <td class="tdl">Collecting Goods for Delivery,</td> + <td class="tdr"><a href="#Page_48">48</a></td> + </tr> + <tr> + <td class="tdl">Delivering Goods,</td> + <td class="tdr"><a href="#Page_51">51</a></td> + </tr> + <tr> + <td class="tdl">Stables,</td> + <td class="tdr"><a href="#Page_54">54</a></td> + </tr> + <tr> + <td class="tdl">Cash Office</td> + <td class="tdr"><a href="#Page_57">57</a></td> + </tr> + <tr> + <td class="tdl">Check Office, or Auditing Department,</td> + <td class="tdr"><a href="#Page_58">58</a></td> + </tr> + <tr> + <td class="tdl">C. O. D. Business,</td> + <td class="tdr"><a href="#Page_60">60</a></td> + </tr> + <tr> + <td class="tdl">The Mail-Order Business,</td> + <td class="tdr"><a href="#Page_62">62</a></td> + </tr> + <tr> + <td class="tdl">Catalogues,</td> + <td class="tdr"><a href="#Page_73">73</a></td> + </tr> + <tr> + <td class="tdl">Receiving and Opening Mail,</td> + <td class="tdr"><a href="#Page_95">95</a></td> + </tr> + <tr> + <td class="tdl">Book-keeping, Buying, Checking, etc.,</td> + <td class="tdr"><a href="#Page_100">100</a></td> + </tr> + <tr> + <td class="tdl">Assembling and Packing Mail-Order Goods,</td> + <td class="tdr"><a href="#Page_106">106</a></td> + </tr> + <tr> + <td class="tdlh">Goods sent by Mail, Correspondence, Paying for Goods, etc.,</td> + <td class="tdrb"><a href="#Page_110">110</a></td> + </tr> + <tr> + <td class="tdl">Filing Correspondence,</td> + <td class="tdr"><a href="#Page_117">117</a></td> + </tr> + <tr> + <td class="tdl">Special Orders,</td> + <td class="tdr"><a href="#Page_119">119</a></td> + </tr> + <tr> + <td class="tdl">Returned Goods, Exchanges and Complaints,</td> + <td class="tdr"><a href="#Page_121">121</a><span class='pagenum'><a name="Page_4" id="Page_4">[Pg 4]</a></span> +</td> + </tr> + <tr> + <td class="tdl">Samples,</td> + <td class="tdr"><a href="#Page_123">123</a></td> + </tr> + <tr> + <td class="tdl">Keeping Employees' Time,</td> + <td class="tdr"><a href="#Page_125">125</a></td> + </tr> + <tr> + <td class="tdl">Employing Help,</td> + <td class="tdr"><a href="#Page_128">128</a></td> + </tr> + <tr> + <td class="tdl">Paying Wages,</td> + <td class="tdr"><a href="#Page_130">130</a></td> + </tr> + <tr> + <td class="tdl">Watchmen,</td> + <td class="tdr"><a href="#Page_131">131</a></td> + </tr> + <tr> + <td class="tdl">General Rules for Employees,</td> + <td class="tdr"><a href="#Page_133">133</a></td> + </tr> + <tr> + <td class="tdl">Mechanical Section,</td> + <td class="tdr"><a href="#Page_139">139</a></td> + </tr> +</table> +</div> + +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_5" id="Page_5">[Pg 5]</a></span> +<br /> + +<hr /> +<br /> +<h2>INTRODUCTION.</h2> +<br /> + +<p>No other branch of business can bear comparison with the wonderful +results achieved by Department Stores, such a success as has made them +the wonder of modern merchandising. These stores, that have grown to +greatness from small beginnings, have a force and power behind them that +commands general interest. Their store-keeping rests upon certain +well-defined principles, and not upon chance, sensations or experiments.</p> + +<p>It is not the intention in this volume to prejudice public opinion +against Department Stores. No attempt has been made to enumerate any +reasons why they exist and flourish, nor any effort made to prove that +they are a necessity, or otherwise.</p> + +<p>Whether they promote and build up the best interests of the people and +country at large, or are detrimental to them, is a question on which +intelligent opinion is largely divided.</p> + +<p>The fact remains—a plain <span class='pagenum'><a name="Page_6" id="Page_6">[Pg 6]</a></span>indisputable fact—that they do exist; that +they have had a tremendous growth in recent years, both in Europe and +America; that organizations of this character beginning a few years ago +have developed into the largest and most successful mercantile +institutions in the world.</p> + +<p>The author, from several years' practical experience, having been +closely identified with the policy adopted, and with all the detail of +system employed, in running one of the largest Department Stores on this +continent, having visited at different times the trade centers of +America, and examined carefully into the systems employed in other +stores of a similar character, and made careful comparisons, is +satisfied that the enquiring public will appreciate the endeavor to give +them an intelligent idea of "How Department Stores are carried on."</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_7" id="Page_7">[Pg 7]</a></span> +<br /> + +<hr /> +<br /> +<h2>General Principles.</h2> +<br /> + +<p>One of the great underlying principles of Modern Department Stores is +cash. Buying and selling for cash. Cash and one price. Some deviations +are made from this rule, according to existing conditions in different +business centers; but this is exceptional, the larger percentage of +trade being strictly cash, and this fact has contributed largely to the +general success.</p> + +<p>A few years ago nobody sold for cash. Nobody in those days marked the +price on goods in plain figures and stuck to it. To-day this is done, +and is acknowledged to be highly satisfactory.</p> + +<p>The first aim is to get the best and choicest goods direct from the +makers; and, second, to have the lowest prices, thus enlarging the +purchasing power of every dollar. A Department Store is different from +the ordinary store, by being big enough to deal in almost everything +that people need; handling merchandise of every class that goes <span class='pagenum'><a name="Page_8" id="Page_8">[Pg 8]</a></span>well +together for all sorts of people; providing the means of doing +everything quickly, easily, cheaply.</p> + +<p>A store large enough to accommodate thousands of shoppers arranged to +serve a purpose. Floor upon floor filled with merchandise, broad aisles, +easy stairways, elevators to do the stair climbing, cash system for +quick and easy change-making, with all the newest ideas in store +mechanism; places to sit, wait, meet, lunch, talk and rest; in short, an +ideal place to shop in. Everything done that can be done to study the +convenience of customers and look after their interests. This +constitutes one of the greatest factors in the success of modern +retailing.</p> + +<p>Looking after the customer. Looking after them in such a manner that the +service is an attraction in itself, that shopping is made easy and +comfortable. Service is what these stores are for. Complete service in +every detail, beginning with the purchase of the goods, and ending with +delivery to customers, guaranteeing every article sold to be <span class='pagenum'><a name="Page_9" id="Page_9">[Pg 9]</a></span>exactly as +represented, or cheerfully refunding the money.</p> + +<p>The development of these great businesses is largely the product of +better service, and this service has been effective in winning the favor +of shoppers.</p> + +<p>The strength of these organizations, while centered in well-known +principles strictly adhered to, is backed up by a well-defined system of +government, including all departments, and the development of this +system has had a great deal to do with the success of present-day +business. The principles referred to build up and support the business, +but it is the careful management and perfect system which controls.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_10" id="Page_10">[Pg 10]</a></span> +<br /> + +<hr /> +<br /> +<h2>The Management.</h2> +<br /> + +<p>The central point around which the whole organization of Department +Stores gather is the man, or men, who put up the capital; who own, +control and manage the business; and who insist that the profits shall +be consistent with their expectations. They not only put up the cash, +but define the policy of the business, and organize and develop the +system under which it operates. The organizing and executive ability, as +well as the faculty of knowing men, must be largely displayed; knowing +men, and how to combine them; knowing how to use their capabilities and +energies, how to bring out all their qualifications and all their +ambitions.</p> + +<p>The management must be of large perspective and broad experience, make a +close study of store-keeping ways and methods, be quick to take +advantage of every new idea in service and appointments, and +enterprising in everything that goes to make a <span class='pagenum'><a name="Page_11" id="Page_11">[Pg 11]</a></span>business strong and +successful. Associated with the head of the business, usually selected +from active workers who live with the business every day, are a few who +are taken into intimate relations with the business policy, and who very +materially assist in its development, and in the working out and +building up of the system by which the business is carried on. Capable, +intelligent, energetic, lieutenants, who are intensely interested, and +who exhibit no lack of earnestness or energy; who are imbued with +implicit faith and confidence in whatever may be advocated and decided +upon, and who direct their best efforts to its accomplishment.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_12" id="Page_12">[Pg 12]</a></span> +<br /> + +<hr /> +<br /> +<h2>The System.</h2> +<br /> + +<p>The system that dresses the windows with attractive goods, that provides +the special bargains, that furnishes such a variety of goods comprising +nearly everything that people wear or use, that gives a courteous and +agreeable service under all conditions, that provides a place to rest +when fatigued, that enables shopping to be done under such favorable +circumstances, that delivers all purchases promptly, and if a mistake +has been made in the selection, or for any reason goods bought are not +satisfactory, presents no difficulty in their being exchanged or the +money refunded; the system which does all this and more is not the +result of accident or chance, but there is a vast machinery behind it +all which directs and controls.</p> + +<p>But the system must do much more than this. It must provide for getting +at results, and it is in this respect that the perfection of the system +is reached. While the store space is divided up <span class='pagenum'><a name="Page_13" id="Page_13">[Pg 13]</a></span>into little stores or +departments, under different heads, who are given every possible leeway +in the buying of goods and management of stocks, yet each head is made +directly responsible for everything in connection with this part of the +business. Each department is charged with the goods bought and with the +expense of selling, and credited with the sales made. Each section pays +its proper share of all general expenses, such as delivering goods, +lighting, heating, elevator service, fixtures, rent, etc. The system +employed enables the head of the business to always know the true +condition of each section. It enables him to know, if desired, what each +individual salesperson does; how much the total business is of any +department on any day; what the expenses are for any given time; and +these facts are not obtained spasmodically, but are regularly recorded +and made use of. Lack of knowledge of the condition of any department +does not exist. Success, or the lack of it, is apparent <span class='pagenum'><a name="Page_14" id="Page_14">[Pg 14]</a></span>at once. The +truth of Eternal Vigilance being the Price of Success is here +acknowledged, and in no other business organization is more special care +and attention paid to knowing constantly just what the actual results +are.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_15" id="Page_15">[Pg 15]</a></span> +<br /> + +<hr /> +<br /> +<h2>Advertising.</h2> +<br /> + +<p>Someone has said, "The time to advertise is all the time," and among +modern business organizations none more thoroughly recognize and +strictly adhere to this statement than Department Stores. Nowhere else +is the science, the art, of advertising more intelligently understood, +appreciated and applied. Advertising is recognized as the pulse of the +business, the great vitalizing force. The importance of the relation of +advertising to business cannot possibly be exaggerated, and for this +reason it is considered most seriously. A recognized authority has said, +"Advertising taken seriously in the retail business makes the policy of +the business. It is the fundamental thing, the corner stone. Therefore, +it demands the attention of the head of the business. I cannot think of +any concern so large in its affairs, so extended in its ramifications, +with so many responsibilities resting upon the head of the business, as +to <span class='pagenum'><a name="Page_16" id="Page_16">[Pg 16]</a></span>make the advertising subservient to the general management of the +business, to make the head of the business ignore the advertising. The +manager of a department, and the salespeople who are to sell the goods, +should be told the policy of the head of the business so far as +advertising is concerned, and the way the matter is to be presented to +the public, so as to arouse the interest of all. It is important that +the man at the head should vitalize the business by making everybody +feel and know that the advertising, the address to the public, is made +in conformity with his wishes, under his supervision, and is absolutely +part of his plans for disposing of his merchandise. This being so, the +proposition that the advertising of a well-ordered establishment makes +the policy of the business is really correct."</p> + +<p>Many methods are made use of to present and keep the business before the +public, but preëminently the best and most satisfactory is the +newspaper. Its columns are recognized as the very <span class='pagenum'><a name="Page_17" id="Page_17">[Pg 17]</a></span>best medium for +business notices, going as it does into the homes of the people +regularly, filled with the world's news, with information for everybody, +about everything from everywhere. The newspaper column is the merchant's +platform, his pulpit from which he speaks to the public. It gives his +words thousands of tongues. It is in this way he reaches his audience +and tells them about his goods and business. He must talk straight, and +his address must be interesting and readable, and, above everything +else, true. It must always have the true ring of honesty, and +advertisements are becoming more truthful every day, as business men +realize that it must be true or it will fail. People judge and form +their estimate of a business by the honesty with which their +advertisements are lived up to, soon find the truth-telling places, and +trade gravitates that way with absolute certainty. Lying advertisements +never built a permanent and successful business. Advertising of to-day +is honest, or <span class='pagenum'><a name="Page_18" id="Page_18">[Pg 18]</a></span>meant to be, and, every day, people are gaining more +confidence in it, and are understanding more and more that it is a +necessary and legitimate part of this business; in other words, a "Store +Bulletin," to which they can refer as an honest statement of what the +store has to offer them.</p> + +<p>Advertising properly means attractive news, news of daily importance, +news which is appreciated and taken advantage of by the most wide-awake, +economical and thrifty. News that must not get old by repetition. There +is nothing more important about the business than advertising. Of what +use to have tons of merchandise to sell if the people are not told about +it, told about it regularly? Keeping everlastingly at it. Hammering away +day after day. Continuous effort in the right direction, systematic, +persistent. The advertising must be clear, logical and convincing; +containing exact and definite information, telling the store news +plainly and honestly, telling the people what the store can do for them, +<span class='pagenum'><a name="Page_19" id="Page_19">[Pg 19]</a></span>telling it often and in the right way. Some departments may be +systematized so fine that they don't require such undivided attention; +but the advertising can't run along like this, but must have constant +and careful thought. Every advertisement must have careful +consideration. Carelessness or neglect will lead to serious results. +Spasmodic advertising won't do. One might as well expect to close the +store one day and open it the next. It must be regular, just as regular +as the day comes.</p> + +<p>Attractive advertising becomes a department of the paper, and people +expect it—look for it with the same interest as other features. It is +keeping the business prominently before the people and asking +persistently for their trade that brings the business. Advertising is +the greatest force, the most powerful lever, for facilitating business. +There is a generally-accepted theory that advertising pays, but +Department Stores prove by facts that the theory is true. There has +<span class='pagenum'><a name="Page_20" id="Page_20">[Pg 20]</a></span>been considerable talk about the uncertainty of advertising; but +thoroughly understood and skillfully used in the interest of Department +Stores, it has become a most powerful factor in contributing to their +general success.</p> + +<p>Back of Department Store success, are earnestness, persistence, +concentration, energy; but between these and achievement stands +advertising. "As the business grows and is prosperous, it is due to the +controlling factors of system, merchandise and advertising, but +advertising is the dynamic force which vitalizes all the rest."</p> + +<p>With this understanding of the important relation of advertising to +business, a decision is arrived at as to the amount of advertising +appropriation the business demands, not a fixed amount—no more or no +less—but about the amount expected to be spent, which depends upon the +amount of business necessary to be done, and is determined by the +percentage of profits. A selection is made of the best daily papers, +space secured, and "The <span class='pagenum'><a name="Page_21" id="Page_21">[Pg 21]</a></span>Advertising Department" is ready for business. +This department is under the direct management of the Advertising +Manager, or "Ad. Writer." He has a distinct recognition as one having a +separate profession, and must, if the best results are obtained, be +confidentially taken into the inner workings of the firm. He must be +familiar with the history of the business, its progress and development. +While he may not require to know the exact amount of money made, yet he +must know which departments are weak and which are strong. The strength +of the best departments must be maintained and increased, and the weaker +ones built up. He should know what the goods cost, where made, how +bought, etc., and receive the hearty coöperation of the buyers, to +obtain the necessary information to write up his appeal so as to secure +a hearty response from the buying public. He must give an individuality +to the store advertising, and see that every advertisement is backed up +honestly, every promise fulfilled, and <span class='pagenum'><a name="Page_22" id="Page_22">[Pg 22]</a></span>that the information he gives +the public is absolutely true. He must keep on file a complete record of +all advertising, and should keep in constant touch with each +department's daily sales, with a view to continual comparison with +previous records. He must know what other stores are advertising and see +that his prices do not run higher than competing figures. All window +dressing, wagon cards, display cards and interior decorations should +come under his supervision. He must decide the amount of newspaper space +for each department; and though heads of departments may take issue with +his decisions, yet, as head of the advertising, he does what he thinks +is best, usually giving space according to the money-making abilities of +the departments. He must understand the goods he is advertising, know +all about their uses and superior qualities, go in amongst the +salespeople and customers, and talk with them, in order to write +convincing money-bringing, trade-building advertisements. Copy should +<span class='pagenum'><a name="Page_23" id="Page_23">[Pg 23]</a></span>be submitted by departments at least two days before advertisement +appears, in order that he may give it proper attention, prepare the cuts +used in illustrating, have his copy to the papers early, proof carefully +read, and any corrections made. He must study the character of his +illustrations, the display part of the advertisement, and having secured +a distinctive cut or style of the firm name must stick to it, as it adds +an individuality to the advertising. The type used must also be +selected, usually good, clear and legible, easily read, but +characteristic, so that it distinguishes his Ads. from all others, and +advertisements should always appear in the same position on the same +page, so that the public know just where to find them. He must not only +look after all the detail connected with the advertising, but must be +able to analyze the conditions which confront him, grasp every +possibility of the field, be wide awake to every change, sensitive to +every trade throb, and have such a command of the English language as +<span class='pagenum'><a name="Page_24" id="Page_24">[Pg 24]</a></span>will express his ideas in a captivating and original manner. He is the +artist who, having the ability and talent, either inherent or acquired, +paints the picture that attracts; and who, when backed up by good +merchandise, right prices, perfect system and careful management, +becomes a great business force and an indispensable adjunct to +present-day business.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_25" id="Page_25">[Pg 25]</a></span> +<br /> + +<hr /> +<br /> +<h2>The Buying Organization.</h2> +<br /> + +<p>A large force of experienced buyers are constantly employed, who visit +the world's markets at regular intervals in search of new goods. The aim +is to save all intermediate profit, by buying direct from the makers, +making direct connection between the manufacturer and consumer, and thus +getting as near as possible to the actual cost of production.</p> + +<p>Hundreds of thousands of dollars are represented in the several stocks +purchased. Assortments must be complete at all times, and there must be +a constant income of new goods. As fast as one thing sells, another must +take its place, and no interest must be overlooked in the buying. Buying +in great quantities, they are enabled to send buyers regularly to the +great manufacturing centers and leading sources of supply. Prices are +low in proportion as orders are large, and ready cash secures the best +trade discounts. To collect such a wealth of <span class='pagenum'><a name="Page_26" id="Page_26">[Pg 26]</a></span>goods and have styles and +qualities just right, means a good deal. It means that the whole range +of merchandise must be known. To get the best in the world for the +money, and keep assortments complete the season through, calls for +careful calculation. The varied human needs of civilization are to be +satisfied, and each buyer in his own particular lines must be a man of +large experience, of most excellent judgment, and high mercantile +ability. They must know the merchandise they buy, that such a factory +has the best reputation for one line, that this mill excels in another +class, never buying anything simply because it is cheap, but picking out +the best manufactures in each department, always maintaining a strict +standard of reliability; and that the goods are well bought is +demonstrated by the persistent growth of the business. They buy to +unusual advantage by reason of ready money and the great outlet for all +classes of merchandise. Several of the largest stores <span class='pagenum'><a name="Page_27" id="Page_27">[Pg 27]</a></span>render valuable +assistance to their buyers by establishing permanent foreign buying +offices, thus enabling them to keep in close touch with the newest +styles and novelties; and from these offices the shipment of a +considerable amount of foreign goods is managed, the service being so +facilitated and systematized that a prompt and rapid delivery of goods +is effected.</p> + +<p>But the buyers' duties do not end with the purchase of goods. He is also +manager of the department which is made up of the various lines he buys, +and is responsible for the proper management of the same. In his absence +while buying, he must provide a capable assistant to represent him and +the department, one whose services are esteemed as second only to his +own, and who, if need be, in many instances is quite capable of acting +as buyer and manager in his stead. He is given almost complete control +of everything pertaining to his department, must sell the goods he buys, +and his permanent position depends <span class='pagenum'><a name="Page_28" id="Page_28">[Pg 28]</a></span>entirely upon the success with which +his department is handled. As "head of a department," he is expected to +comply with the rules of the house and set an example to all those under +him. He should be first in the department in the morning and last to +leave in the evening. He should be thoroughly acquainted with all rules +pertaining to employees, and any new instructions which may be issued +from time to time, and see that they are carried out. He is expected to +use his best efforts to aid salespeople in making sales, instruct +inexperienced help how to handle and display goods, how to wait on +customers, make out checks, and, in fact, see that all duties are +intelligently understood. It is not sufficient that new, inexperienced +help be given a number and salesbook and told to go ahead, but thorough +instructions must be given as to the methods of doing business. In order +that enquiries of customers may be intelligently answered, he should +know the location of all the stocks of the <span class='pagenum'><a name="Page_29" id="Page_29">[Pg 29]</a></span>house. If travelers' samples +are to be examined, it should be done in the sample room provided for +that purpose, and in forenoons only. Only in special cases is it +permissible to examine samples in the afternoon, as he is expected to be +in his department during the busy hours of every day, to watch the trade +and see that customers are properly waited upon.</p> + +<p>Certain expenses are almost wholly within the control of heads of +departments, and must be watched by them with the greatest care. This is +especially true as applied to the amount of help employed. By using care +and judgment, it is often possible to do with less help, and thus reduce +the cost of selling. This is largely supplemented by watching the sales +of each salesperson, and enquiring carefully into any cases where there +is a falling below the average percentage of cost.</p> + +<p>He should see that all advertised goods are properly displayed at the +counters, and that all the people in <span class='pagenum'><a name="Page_30" id="Page_30">[Pg 30]</a></span>that section are promptly notified +of all particulars, such as quantities to be sold, price, etc.</p> + +<p>He should see that all slow-moving goods are reported promptly, and +goods must not be allowed to get old, but be moved out quickly. Any +goods that do not move readily <i>must</i> be got rid of—cleared +out—whatever cash value they have must be secured, and at once, and no +matter at what sacrifice; it being considered best to get what you can +for them immediately, and replace the stock with something that will +sell readily.</p> + +<p>He should furnish a complete statement of stock to be purchased and hand +the same to the office a reasonable time before going on a purchasing +trip, and must have the sanction of the office to the same. Buyers are +expected to respect the limits placed and not to exceed the figures +sanctioned; but if the market is showing any special lots of goods which +in his judgment should be bought, or he is confident that a saving will +be effected <span class='pagenum'><a name="Page_31" id="Page_31">[Pg 31]</a></span>on goods which are likely to rise in value by buying +heavier, considerable latitude is permitted.</p> + +<p>All business correspondence for the house should be handled through the +regular correspondence office, be submitted for approval, and signed +only by those authorized.</p> + +<p>The buyer's work bears such important relations to the business, both in +the selection of goods and in the direct management of his department, +that his qualifications must be the best, in order to render such a +service as is desired and demanded.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_32" id="Page_32">[Pg 32]</a></span> +<br /> + +<hr /> +<br /> +<h2>Receiving Goods.</h2> +<br /> + +<p>A general receiving room for all case goods and packages is provided. +Space is allotted to each department, and all goods bought must pass +through this room before going into stock. Porters prepare all goods for +examination, by removing lids of cases, opening packages, putting aside +all paper, canvas, etc., which is held for reference until goods are +checked, and goods are then placed in proper department space ready for +the department managers. Heads of departments are usually notified each +day of all goods to be marked off the following day, and furnished with +invoices of the same. The receiving room is usually open for checking +purposes from 8 <span class="smcap">A. M.</span> to 10 <span class="smcap">A. M.</span> only, and goods must +not be checked off nor removed from this room during any other hour of +the day, except by special permission. Goods are called off by +assistants, checker compares with invoice, selling price and stock +<span class='pagenum'><a name="Page_33" id="Page_33">[Pg 33]</a></span>number are entered on goods, and selling price marked on invoice. Until +properly marked off, no goods are allowed to be sent out of the +receiving room. If goods do not come up to sample, and are to be +returned, it must be done at once, and shipper advised. In case of +errors or shortages, they must be certified to by two or three competent +persons. All invoices should be returned to the office as soon as goods +are marked off. Receiving room should be closed at 10 o'clock sharp, at +which time all department managers and assistants should be back in the +selling departments. Heavy goods, such as furniture, wall paper, etc., +are received in their respective stock rooms and checked off in the same +manner. Goods should never be received without an invoice.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_34" id="Page_34">[Pg 34]</a></span> +<br /> + +<hr /> +<br /> +<h2>Taking Care of Stock.</h2> +<br /> + +<p>Salespersons must keep in good order all stock under their charge. +Customers of the house, as well as those in authority, readily recognize +who takes an interest in the business, by the display and arrangement of +the stock. No excuse can be taken for merchandise that does not present +a clean, attractive and presentable appearance. Every article should be +properly marked or tagged, and each piece of goods ticketed in plain, +neat figures, so that a glance will tell price, size, etc.</p> + +<p>No matter what the stock is, it should be attractively displayed, and +the display changed regularly, having a suitable card on all goods so +exhibited. When a sale is completed and clerks are through showing +goods, they should be replaced as soon as possible, thus avoiding +confusion and keeping the selling space clear and in good shape for new +business.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_35" id="Page_35">[Pg 35]</a></span> +<br /> + +<hr /> +<br /> +<h2>Serving Customers.</h2> +<br /> + +<p>All customers should be waited upon with equal promptness and +politeness, no matter whether the purchase is large or small, whether it +is simply an enquiry or an exchange of goods. There should be no +favorites among customers. First come, first served. A customer who is +being served should never be left because a liberal buyer, who is well +known, approaches the counter. Goods must not be misrepresented. +Customers buy upon the understanding that they can get their money back +without argument, therefore only true representation must be made. +Exaggerated statements, or trickery in selling goods, is not permitted. +In all matters relating to the business of the house the greatest +courtesy is required. Clerks are expected to accommodate themselves, as +far as possible, to the peculiarities of those they are serving, being +civil and polite in their attentions. Should articles asked for be in +another <span class='pagenum'><a name="Page_36" id="Page_36">[Pg 36]</a></span>department, customers should be informed where they may be +obtained; and if clerks don't know, they should refer to the floor +manager. If clerks don't happen to have just the article the customer +asks for, they should show the nearest they have in stock, and if that +won't answer the purpose, consult the head of the department, and +possibly it could be procured. They should try and understand what the +customer wishes and get it as near as possible, never showing too many +goods at a time, as it is confusing and often results in the loss of a +sale. If a second customer is waiting, a disengaged clerk should be +called. If all are busy, customer should be asked to be seated until one +is disengaged. The undue urging of merchandise upon customers is not +countenanced, nor yet is indifference in the slightest degree permitted. +While large sales are important factors with all salespeople, and +largely form the basis for salary paid, yet genuine interest in their +duties, the exercise of <span class='pagenum'><a name="Page_37" id="Page_37">[Pg 37]</a></span>patience, showing goods pleasantly and +cheerfully, polite attention and care in waiting upon customers, are +also very important factors in the recognition of value of services. +Clerks should always leave a good impression and never let customers go +away feeling that they have been treated in an overbearing or uncivil +manner, as it hurts the clerks personally and also the house. The +interests of employer and employee being identical, better opportunity +for advancement and greater compensation is assured the more the store +prospers. Upon all matters, under all conditions, the greatest courtesy +is insisted upon.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_38" id="Page_38">[Pg 38]</a></span> +<br /> + +<hr /> +<br /> +<h2>Exchanging Goods.</h2> +<br /> + +<p>The general understanding existing with Department Stores concerning +merchandise sold is, that if for any reason it is not satisfactory it +may be returned and exchanged or money refunded, on customer's request. +This understanding, however, has some qualifications,—such as articles +that have been worn, when such a time has elapsed between the purchase +and return as to render articles unsalable, goods made to order +according to measurements, toilet goods, etc.; but, with few exceptions, +the almost unalterable rule is to exchange cheerfully, to avoid +unnecessary questions or remarks, rather preferring to be occasionally +the subject of imposition than to leave an unpleasant impression. Where +an exchange is desired in the same department as purchase was originally +made, an exchange bill is issued. Should the customer select other goods +of less value than the exchange bill, the cash office, when new <span class='pagenum'><a name="Page_39" id="Page_39">[Pg 39]</a></span>check +and exchange bill are received, will return the difference in change. +The exchange bill, when signed by the head of a department, or one +authorized, is good for its value in any department; and should the +customer not be able to make a suitable selection, this bill, when +properly stamped or signed, is good for cash on presentation. These +exchanges, as collected and audited, are usually deducted from each +department's daily sales.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_40" id="Page_40">[Pg 40]</a></span> +<br /> + +<hr /> +<br /> +<h2>Floor Managers and Ushers.</h2> +<br /> + +<p>Floor managers must be thoroughly familiar with and see to the +enforcement of the rules of the house, as applied to their sections. +They must see that each department in their division is promptly +prepared for business, covers off, and everything in order, and must +have a general supervision over their division. Aisle space, circles and +fixtures must be kept scrupulously clean. All cardboard, paper, twine, +boxes, etc., removed from goods sold during the day, must be sent from +the departments at regular intervals, and not allowed to accumulate and +present an untidy appearance, being first thoroughly examined, to see +that no goods are contained. Sweeping should be avoided as much as +possible during the day, but the departments at all times must be neat +and clean in appearance. They should not allow cash boys or parcel boys +to loiter in their division, and should see that all customers are +properly served, and <span class='pagenum'><a name="Page_41" id="Page_41">[Pg 41]</a></span>the greatest courtesy and politeness shown them, +whether buying or simply looking at goods. Strangers from out of town +visiting the store should be made to feel at home, and particular +attention paid them. Should they desire to be shown through the store, +it should be arranged. They should be impressed with the manner of doing +business, and this effect is best secured where consideration is shown +them. It is better to answer the inquiries of customers by accompanying +them to the department asked for and requesting a salesperson to wait on +them, rather than pointing to that department, and much better to name +the salesperson than to use the word "forward." They should see that +goods do not collect at any time at the parcel desks, but that they are +removed by carriers promptly. They should attend, in case of sickness or +accident, to any customer, see that they are taken at once to the place +provided, and report the same. Any claims or complaints of customers +should be referred <span class='pagenum'><a name="Page_42" id="Page_42">[Pg 42]</a></span>to them, and their best efforts used to adjust any +errors made, and, where necessary, refer them to the Complaint +Department. They should see that customers returning goods for exchange, +or desiring money returned, are promptly and properly served. They +should bring to the notice of the house the existence of inefficient or +inattentive help, and report anything which in their judgment should +have attention.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_43" id="Page_43">[Pg 43]</a></span> +<br /> + +<hr /> +<br /> +<h2>Making Out Checks, Etc.</h2> +<br /> + +<p>This is not as simple as it may appear, and to master it thoroughly +requires time, care and attention. Whether it is filling out a +purchasing ticket, a C. O. D. check, or a regular sales check, special +care must be exercised, as one cannot afford to exhaust the patience of +customers by exhibiting a lack of knowledge. Every check in a check book +should be accounted for: a spoiled check should be marked "Nil" or +"Void," be signed by one in authority and sent to the cashier. Quantity, +goods and prices should always be written plainly, all blanks properly +filled out, plain, neat writing, and particularly good figures. +Salespeople are usually held responsible for all errors made in checks +or on purchasing tickets, and should always use their own book. They +should always mention to customer the amount of money received, and +enter the amount on their check <span class='pagenum'><a name="Page_44" id="Page_44">[Pg 44]</a></span>at once. Many people strictly honest +might forget what money they handed in, and when change is returned +might claim that the bill given was of a larger denomination. Repeating +the amount received will avoid argument afterwards. Duplicates should be +closely examined, to see that the black-leaf impression is good. Change +should be counted in giving it to customer, and where goods are to be +sent, the name and address given should be repeated. The use of +purchasing tickets should be encouraged. Customers should be asked if +they intend making further purchases, and the use of purchasing ticket +suggested. The delay in settling for each purchase is thus avoided and +customers' time is saved, as they can pay for all purchases at once. +Salespersons should see that their department letter is on their check +book. Check books should commence with No. 1 and run consecutively to +the end, and should be examined to see that none are missing, and checks +should never <span class='pagenum'><a name="Page_45" id="Page_45">[Pg 45]</a></span>be altered. All checks should be sent to the cash office +immediately upon being made out.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_46" id="Page_46">[Pg 46]</a></span> +<br /> + +<hr /> +<br /> +<h2>Inspecting, Checking and Parcelling Goods.</h2> +<br /> + +<p>Parcel desks are usually conveniently located at all counters, for the +purpose of examining and wrapping goods sold. All goods sold, whether +taken by customers or sent by the delivery, should first pass through +the parcel desk. Goods sold should be passed to the parcel desk by the +salesperson with the bill, and they should always be examined carefully, +to see that they correspond. Price, quantity, number of yards, etc., +should be checked and goods should be examined, to insure their being in +perfect condition, not cracked, soiled, or injured in any way. Should +goods when compared with bill be found short or over, marked wrong, or +not satisfactory in any way, they should be returned to the salesperson +at once, with refusal to parcel goods until everything is O. K. Parcels +should not be given to customers, but handed back to the salesperson +direct. Every <span class='pagenum'><a name="Page_47" id="Page_47">[Pg 47]</a></span>taken parcel should have the sales number marked on the +outside. When parcels are to be sent, the address should be on the bill +and also on the address slip, and they should always compare. Care +should be exercised in handling goods likely to be soiled, crushed, +broken or damaged. Where necessary, they should be put in boxes or sent +to be specially packed. Every parcel should be securely and properly +wrapped, using no more paper or twine than is necessary. Goods to be +sent should not be held at the desk, and if carriers delay unnecessarily +in calling, the matter should be reported to the head of the department +or floor manager. Attention should be paid to the order in which parcels +are handed up, so that customers will receive their purchases in the +order in which they have been served. All desk supplies, such as paper, +bags, twine, purchasing tickets, etc., should be obtained in the +morning, at which time the stock-supply room should be open.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_48" id="Page_48">[Pg 48]</a></span> +<br /> + +<hr /> +<br /> +<h2>Collecting Goods for Delivery.</h2> +<br /> + +<p>Goods to be delivered are usually divided into two classes, individual +purchases styled "Sent Parcels," and collective purchases made on +purchasing tickets. Checks for sent parcels when made out in +salesperson's check book in duplicate, with name and address slip and +hour of delivery, should be separated, one half going to the cash office +with the cash received, and the other half going with the goods.</p> + +<p>Checks made out for purchases on purchasing tickets are usually +different in color from ordinary sales checks, and are attached to +purchasing tickets. As made out by salespersons in duplicate, one half +is detached with address and sent with the goods, and the other half +remains attached to the purchasing ticket until the purchase is +completed. Goods sold are immediately wrapped, carriers called and goods +are delivered through slides, elevators, etc., direct to the +shipping-room <span class='pagenum'><a name="Page_49" id="Page_49">[Pg 49]</a></span>floors. Sent parcels are separated from others and +address label attached. Goods bought on purchasing ticket are placed in +compartments whose number corresponds with the number on checks received +with goods. As customers finish buying, they visit the pay office, where +cards are handed in, totalled, cash paid, instructions as to delivery +entered on the card, which is handed to the sorting section. Goods are +here checked with card, to see that they correspond by number and +amount, the address is carefully examined, when parcels are wrapped and +passed to the delivery section, where they are assorted as to routes, +entered on drivers' sheets by name, address, number of parcels, and +checked off when given to drivers. Salespeople are always kept informed +as to the regular hours of deliveries, and signal bells are usually rung +notifying each department before each delivery closes. No parcels should +be promised for that delivery after the bell rings, and all goods to be +sent by that delivery <span class='pagenum'><a name="Page_50" id="Page_50">[Pg 50]</a></span>should be in the delivery room a few minutes +after the bell rings. All arrangements for special deliveries should be +made at the pay office, and all parcels should go by the delivery +marked, if received on time.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_51" id="Page_51">[Pg 51]</a></span> +<br /> + +<hr /> +<br /> +<h2>Delivering Goods.</h2> +<br /> + +<p>Drivers should know their routes thoroughly, so as to deliver with as +much despatch as possible. When delivering, they should wear uniforms (a +portion of the expense of which is usually paid by the house). They +should be kept neat and clean, and when repairing is needed it should be +done promptly.</p> + +<p>Drivers are usually held responsible for damages or breakages, resulting +through carelessness or neglect, either to goods or rig, and must +account for horse covers, blankets, rugs, etc., with which they may be +supplied. Drivers should always weight their horses when leaving the +wagon. Each driver should be given sufficient money for making change, +which he must have with him on each delivery for C. O. D. parcels, and +excuses, as a rule, are not accepted for the non-delivery of a parcel on +account of inability to make change.</p> + +<p>Drivers should not allow C. O. D. <span class='pagenum'><a name="Page_52" id="Page_52">[Pg 52]</a></span>parcels to be opened without an +order. Customers should be told that this rule cannot be broken; but if +they pay for goods that are not satisfactory they can be returned and +the money will be refunded. Drivers are held responsible for all parcels +entered on their sheets, and should check off these parcels at the +store, placing them in the wagon in the order of delivery as near as +possible, thus saving time in sorting up their loads while on the route. +Amounts due on C. O. D. parcels should be compared with entry on C. O. +D. sheets, to avoid mistakes. When the delivery is completed, sheets +should be signed and returned, and if, for any reason, any parcels have +not been delivered, satisfactory explanations should be given. Any +repairs needed should be reported upon arrival at the stables. Notes +should be made of any complaints from customers and the same reported. +When instructions are given to call for customer's goods, they should be +got at the first <span class='pagenum'><a name="Page_53" id="Page_53">[Pg 53]</a></span>opportunity and handed over to the proper person. If +not able to obtain them, the reason should be given. Under no +circumstances should passengers be carried while delivering goods. +Special instructions are usually issued for extra deliveries before +holidays, or on extra busy days.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_54" id="Page_54">[Pg 54]</a></span> +<br /> + +<hr /> +<br /> +<h2>Stables.</h2> +<br /> + +<p>The stables are usually models of neatness and perfect in arrangements, +every modern convenience being brought into use, providing accommodation +for a delivery system of hundreds of horses and wagons used daily in +delivering goods in the city and suburbs. Heated throughout with steam, +lighted by electricity, and electric power applied to rotary brushes for +grooming, hydraulic elevator service capable of lifting tons of feed and +grain to upper floors, basement fitted up with complete blacksmith shop +for horse shoeing, wagon and sleigh repairing. Ground floor space is +usually devoted to wagons, each having its respective station. Easy +stairways provided for horses to reach the upper floors, which are +constructed to bear almost unlimited weight, divided into rows of stalls +with aisle space between. Harness rooms, cleaning rooms, harness repair +shop, hospital for sick horses, paint <span class='pagenum'><a name="Page_55" id="Page_55">[Pg 55]</a></span>room, etc., together with the +most modern machinery for grinding and chopping feed.</p> + +<p>The stables must always be kept clean and well ventilated. Horses must +never be taken out without being fed, watered, cleaned and properly +shod: a lame or sick horse should never be used.</p> + +<p>Harness should be washed and cleaned regularly, wagons oiled, tightened +up and kept clean. Nothing should be allowed to leave the stables except +in first-class condition. All repairs should be attended to at once. +Wagons should be at the store in time for all deliveries. A record +should be kept of the men's time and sent to the office regularly. +Drivers' and stablemen's wages should be obtained on pay day; the pay +roll should be signed by each one, and returned to the office. All C. O. +D. money received from drivers at night should be put in sealed +envelopes and placed in safe keeping.</p> + +<p>A watch should be kept in the <span class='pagenum'><a name="Page_56" id="Page_56">[Pg 56]</a></span>stables at night, and a regular patrol +made to see that all horses are properly fastened, blankets on and +everything in good shape. Wagons should be washed at night and wagon +signs thoroughly cleaned. All wagons should be examined carefully, and a +written report handed in of all repairs needed, together with wagon +number. All fire pails, hose and appliances to be used in the event of +fire should be examined regularly, to see that they are all in good +working order.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_57" id="Page_57">[Pg 57]</a></span> +<br /> + +<hr /> +<br /> +<h2>General Cash Office.</h2> +<br /> + +<p>A central cash office is established for receiving all receipts from +sales made, and arranged for quick and easy change-making. As a customer +makes a purchase, a duplicate of the check or bill made out for the +same, together with money received from customer, are sent direct to the +cash office, the most improved method being by pneumatic cash carriers. +As received, checks are placed on file and any change returned to clerk. +Thus the totals of checks and receipts of each cashier's desk must +agree. Each cashier makes up a report of the amount of cash received, +and cash is given head cashier, who recounts it. The checks of each +cashier are kept separate and sent to the auditing office, where they +are totalled, and this total must agree with the amount of cash in the +head cashier's hands, and correspond with the amount on cashier's +report.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_58" id="Page_58">[Pg 58]</a></span> +<br /> + +<hr /> +<br /> +<h2>Check Office, or Auditing Department.</h2> +<br /> + +<p>This department should make up the total receipts of each cashier by the +sales checks received, compare them with cashier's report, and recheck +until they are found correct. It should also make up each department's +sales, arrange each salesperson's checks into original book form by +number, and report any missing checks, auditing all checks and reporting +any errors. The work of obtaining the different totals required is +greatly facilitated by the use of adding machines, which insure both +accuracy and despatch.</p> + +<p>This auditing of checks thus provides a positive check upon the amount +of cash received by each individual cashier, furnishes an accurate +account of the exact amount of business done by each department, and the +total daily business done by the house, besides showing the exact amount +of goods sold by each <span class='pagenum'><a name="Page_59" id="Page_59">[Pg 59]</a></span>individual salesperson, which may be made use of +to estimate their value as compared with each other, and largely governs +the individual wages paid.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_60" id="Page_60">[Pg 60]</a></span> +<br /> + +<hr /> +<br /> +<h2>C. O. D. Business.</h2> +<br /> + +<p>Large amounts are represented in the business as sold and paid for, cash +on delivery, and, therefore, this branch is given special attention. +Special C. O. D. books are furnished every department, and such special +care exercised in recording the amount to be paid, address, etc., as +will prevent any errors or misunderstandings. All C. O. D. parcels are +entered upon special sheets or books provided drivers, and are checked +off as paid in by drivers at the C. O. D. office with the record kept +there, which should show the customer's name and address, department +that goods were bought in, who sold them, the amount of the C. O. D., +the date and amount paid.</p> + +<p>Where goods are sent to distant towns, and considerable time must elapse +before returns can be made, these outstanding C. O. D.'s must be watched +closely, checked up regularly; and in the event of any <span class='pagenum'><a name="Page_61" id="Page_61">[Pg 61]</a></span>unnecessary +delay corresponded about, and such knowledge obtained as will furnish +accurate information about each individual account.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_62" id="Page_62">[Pg 62]</a></span> +<br /> + +<hr /> +<br /> +<h2>The Mail-Order Business.</h2> +<br /> + +<p>The mail-order trade as associated with Department Stores began in a +very small way: it began with a few requests from customers out of town +asking for samples and prices of certain goods, a few letters of enquiry +regarding one thing and another. These requests and enquiries, properly +answered, brought in the first orders, which were carefully filled to +the satisfaction of the customers. They told their friends about it, and +more enquiries were answered, more orders received. This encouraged some +effort, and special circulars or booklets were issued telling about the +store and goods. These were mailed to regular customers, and a few +thousand extra sent to carefully-selected names of possible customers, +until gradually extra help was required to attend to these orders, to +answer the correspondence, etc.; and it was found necessary to +systematize this branch of the work, to organize and establish a +<span class='pagenum'><a name="Page_63" id="Page_63">[Pg 63]</a></span>"Mail-Order Department." The mail-order trade grew up side by side with +the store trade. When the store was young and variety of goods small, +the mail-order trade was limited; but as the store grew, as extra space +was needed for increased service, and new goods and new departments were +rapidly added, the mail-order trade increased in proportion, keeping +abreast of it all the time.</p> + +<p>Mail-order customers could not know but very little about the house they +dealt with except through advertisements, or from hearsay, and, +therefore, the reputation of the business depended upon the goods sent +and the treatment they received. The foundation of this business was +well laid from the beginning. The principles inculcated were that a +clear understanding must exist between the house and the customers—that +goods would not be misrepresented, that customers would be told in plain +words what they were, and that they would be found to be exactly as +<span class='pagenum'><a name="Page_64" id="Page_64">[Pg 64]</a></span>represented, or that their money would be refunded; and that's what +they wanted.</p> + +<p>The management and method were perfected, and the responsibility of +handling the business fully recognized, and an honest endeavor made to +satisfy every reasonable demand. They realized that it is one thing to +create a business of this kind, and another thing to retain it; that it +costs more to get a new customer than to retain one already secured. +Anything, therefore, that would destroy the confidence of a customer in +the house or leave an impression that would tend to injure trade must be +strongly condemned, and to strengthen this position a personal interest +in every order was encouraged and insisted upon. Mail-order buyers must +learn to interpret the customers' wants, and see that the detail of +every order is carefully attended to. The correspondence must contain +the fullest explanations; the goods must always be properly checked, +packed and shipped; <span class='pagenum'><a name="Page_65" id="Page_65">[Pg 65]</a></span>and every head of every department must take a +lively interest in this work, and impart that interest to the +salespeople; and only so far as this personal interest extends, from +cash boy to president, does the business prosper.</p> + +<p>Upon this foundation has been raised a business of such proportions that +it scarcely knows any limits, and wherever telephone or telegraph, mail +or express, reaches, there you will find this business represented. +Distance makes no difference. Customers served at any time and in any +place. Catalogues, representative of the entire stocks of these large +houses, are issued from time to time, and regularly find their way into +the people's homes, no expense being spared to keep customers informed +regarding goods and prices. The methods employed have won their trade, +and fair treatment retains it. The tremendous growth of this business is +the most satisfactory proof that it has succeeded. It clearly +demonstrates that they have the <span class='pagenum'><a name="Page_66" id="Page_66">[Pg 66]</a></span>confidence of their customers +everywhere, that buying in this way is becoming better understood and +appreciated; and that the method of shopping by mail is no longer an +experiment, but, beyond argument, is an acknowledged success. A +perfectly organized mail-order department is a distributing agency for +the whole country, requiring a perfect system, demanding intelligence, +exactitude, and promptness, carefulness in filling, and despatch in +sending orders.</p> + +<p>It reaches out for the trade of people in distant towns and villages. +These places are full of bright, intelligent people, whose ability to +buy is unquestioned. They are reached only by intelligent and truthful +advertising. The mails take the counters of the big stores to the doors +of these people. They like to shop by mail. They like to get samples and +catalogues, and to make a selection of city goods, being strongly +impressed that they get something different from what the local dealer +supplies; something <span class='pagenum'><a name="Page_67" id="Page_67">[Pg 67]</a></span>their neighbors haven't got, something stylish, +exclusive. The means of communication are better and quicker than ever +before. Whoever can write a letter can send for nearly everything they +want. Wherever the catalogue goes the store goes.</p> + +<p>Some of the appeals made, statements advanced, and arguments used to +influence and encourage trade among out-of-town customers might be +classified as follows:</p> + +<p>Whenever you order, always bear this in mind, that if you don't get +goods as represented, back goes your money to you as soon as you want +it.</p> + +<p>The smallest order you send will receive the same prompt and careful +attention as if it were ever so large.</p> + +<p>Where you and your neighbors order together, goods can be packed +separately and forwarded in one shipment, thus making the charges low.</p> + +<p>Selling goods at fair prices every day should interest you.</p> + +<p>It may be a satisfaction to select goods yourself, but your orders by +<span class='pagenum'><a name="Page_68" id="Page_68">[Pg 68]</a></span>mail will be promptly and faithfully executed.</p> + +<p>Out-of-town customers always get the benefit of any reduction in the +price of goods.</p> + +<p>Freight is a small item where customers are saved many times the cost of +transportation.</p> + +<p>You are at absolutely no risk whatever in ordering by mail, as you +always get the best and pay the least.</p> + +<p>Samples and prices are sent free of charge, therefore there need be no +hesitation in asking for them.</p> + +<p>A trial order will convince you that it will be filled carefully and +promptly.</p> + +<p>If goods are not all right, you don't have to keep them.</p> + +<p>The goods offered are bought for cash in large quantities, sold direct +to customers for cash and not through agents, therefore the traveling +man's salary and expenses, the middleman's profits, his losses and poor +accounts, are not paid by you.</p> + +<p>Mistakes are rarely made; but always rectified.</p> + +<p><span class='pagenum'><a name="Page_69" id="Page_69">[Pg 69]</a></span>Where there is the slightest cause for complaint, if you write fully, +everything will always promptly be made right.</p> + +<p>The bigger saving is made on the bigger order you send.</p> + +<p>No charge is made for packing goods, and they always open up in +first-class condition.</p> + +<p>Your money is refunded every time if you are not satisfied. Goods are +bought direct from the manufacturer, and then go direct to you.</p> + +<p>Your smallest order will be filled at the same price as the customer who +buys a thousand dollars worth. Goods marked at one price only.</p> + +<p>Isn't it much more satisfactory and much easier to sit down at home, +look over the catalogue, select the goods required and mail your order, +than to depend upon stores where the stock is small as well as +assortments incomplete, and get something that does not give you half +satisfaction, notwithstanding that you do pay an extravagant price?</p> + +<p><span class='pagenum'><a name="Page_70" id="Page_70">[Pg 70]</a></span>If an error is made, and it's not your fault, you are not asked to pay +any expense incurred.</p> + +<p>Some of the most successful men of the day give you in the catalogue +sent the benefit of their thought, experience and hard work.</p> + +<p>It may be a surprise to compare catalogue prices with others, but always +a favorable one for the catalogue.</p> + +<p>Confidence in the goods offered at the prices asked was established long +ago.</p> + +<p>The man is prosperous who saves a dollar on this and a half dollar on +that: the prices quoted help you in this direction.</p> + +<p>The goods offered are <i>exceptional</i>, on account of the price; and +<i>rare</i>, because of their exclusive style.</p> + +<p>Honest value is guaranteed for every cent you send, or it is sent back +again.</p> + +<p>It pays you to deal where no false representations are made, but where +goods are sold exactly as advertised.</p> + +<p><span class='pagenum'><a name="Page_71" id="Page_71">[Pg 71]</a></span>The goods offered are honest, the prices are right, customers are +every-day honest people; and that's why it's easy to do business +together.</p> + +<p>You don't save the freight when you buy at home; the freight and a big +profit as well are added in the price.</p> + +<p>The whole truth of the matter is—<i>what promises are made, are kept</i>.</p> + +<p>It is the belief engendered in the truth of these and other statements, +the influence they exert in convincing, and the persistent method of +keeping it up, that attracts this particular trade; and the faithfulness +with which all promises are kept, all obligations fulfilled, that builds +the business up on the lines of perfect confidence and retains it.</p> + +<p>All may not be agreed upon the effect the response to this method of +doing business has upon the country at large; but it is, nevertheless, a +fact that the people everywhere are giving their material support to +houses whose advocated policy is to supply <span class='pagenum'><a name="Page_72" id="Page_72">[Pg 72]</a></span>them everything on which +they can save them money, and it has proved to be a pronounced success +to the promoters.</p> + +<p>The possibilities of increased trade through the medium of the +mail-order department appear almost unlimited. The amount of business +that may be done has evidently never yet been measured, and no other +branch of the business is apparently as capable of as large development +as the mail-order trade.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_73" id="Page_73">[Pg 73]</a></span> +<br /> + +<hr /> +<br /> +<h2>Catalogues.</h2> +<br /> + +<p>The general catalogue of Department Stores stands in the same relation +to the mail-order trade as the newspaper does to the store trade. It is +the chief medium for mail-order advertising. Though supplemented in +various ways by special advertising, yet the catalogue stands distinctly +alone as the indispensable means for securing and retaining the trade of +out-of-town customers; and bearing this important relation to the +business, extraordinary care is exercised in its preparation from start +to finish. It is the silent traveler, the individual salesman; and as +the highly successful representative salesman must have qualifications +that bring business, so the catalogue must have the essentials which +will insure successful results. These consist of appearance, paper, +printing, illustration, arrangement, description, goods, prices, etc.; +all of which must be thoroughly understood and <span class='pagenum'><a name="Page_74" id="Page_74">[Pg 74]</a></span>intelligently carried +out, not only in the relations they bear to each other, but also in the +relations they all bear to the general effect and result.</p> + +<p>The quantity to be issued is first decided, depending upon the number of +present customers to be provided for, and the additional quantity +required for extra circulation to influence new trade, which increase +depends upon the amount of new business likely to be done, and the +appropriation for which is usually determined upon a percentage of the +profits. Next in order for consideration, is the size of the catalogue. +The number of pages varies slightly, according as it is a spring or fall +issue, and any increase from previous issues is governed by the addition +of new stocks into the business. If new departments have been added, +additional space must be made in the catalogue to provide for them. The +paper is next selected. The size of the sheet must be accurately +determined and the weight fixed, having <span class='pagenum'><a name="Page_75" id="Page_75">[Pg 75]</a></span>due reference to the weight of +the book when completed, as the postage for mailing is an important +factor in the cost, and an extra ounce over weight might mean a great +additional expense. The inside paper should be light but strong, and of +such a color and finish as to produce the best effect with whatever +character of cuts are used in illustrating. Particular attention must be +paid to the cover paper, it must be of suitable weight and color and of +a high finish, capable of producing a superior cut in colors, and extra +strong, in order to stand handling. Tons of paper are required for the +issue of a catalogue, which is usually bought direct from the mills, +being manufactured expressly to order as to size, quality and finish +specified, and delivered as required.</p> + +<p>The cover design must be decided upon early, giving the artist time to +fully complete his drawing, and the engraver time to execute his best +work. It must also pass through <span class='pagenum'><a name="Page_76" id="Page_76">[Pg 76]</a></span>experimental stages with the printer, +possibly proving in a variety of colors, criticising and comparing, +until the best effect is secured and selection is made; and to do this +and work off thousands of covers, and have each one perfect, the work +must not be hurried. The cover design must be good, both front and back. +It should interest and attract, and at first glance create a favorable +impression. It should be a quick-acting advertisement, characteristic of +the business, telling the reader instantly what it is about, so +distinctly individual and striking that it insures attention like a +flash. A good cover design is a most important feature of any catalogue, +requiring originality of conception and the best artistic engraving and +printing skill in its execution. Such a cover is always worth infinitely +more than it costs.</p> + +<p>Arrangements are next made with engraving companies whose artists and +engravers are to prepare the drawings and provide the cuts used in +<span class='pagenum'><a name="Page_77" id="Page_77">[Pg 77]</a></span>illustrating the catalogue, and whose abilities and resources are +sometimes taxed severely to get the work out as required.</p> + +<p>The quantity to be issued and the size of the book being determined, +paper selected, and artists and engravers secured, the work of compiling +the catalogue begins. General catalogues are issued semi-annually, +usually in March and September. A definite date is fixed when the +catalogue is to be completed, and everyone associated with it in any way +must work to that end; not always easily accomplished, but possible, and +therefore insisted upon. Blank books are usually provided heads of +departments, who are expected to use them, thus preserving a uniformity +in the preparation of copy, and facilitating the work of the catalogue +manager and printer. For months previous to the issue of the catalogue +the buyers have been securing goods from everywhere, planning ahead, +anticipating the wants of customers by making <span class='pagenum'><a name="Page_78" id="Page_78">[Pg 78]</a></span>extensive preparations +for the future. The world's markets must be visited and examined into, +finding out what is new in this line, what change in that, whether this +new idea in lamp goods is what the people will want, what designs in +baby carriages are new and attractive, whether this style of boys' +clothing is correct or not, knowing the latest ideas in gloves, laces, +ribbons, handkerchiefs, fancy goods, etc.; securing the newest and most +fashionable dress fabrics, knowing what styles in millinery, jackets, +mantles, blouses, wrappers, etc., will prevail; seeking out, buying and +arranging for quantities and deliveries to meet the demands of the +trade—in fact, going over the whole range of merchandise.</p> + +<p>The department manager's selections from these goods, as to quality, +variety and price, must be carefully made, keeping in view the character +of the trade appealed to and being governed in this by his experience +and knowledge of its requirements. <span class='pagenum'><a name="Page_79" id="Page_79">[Pg 79]</a></span>His descriptions must be accurate +and short, but comprehensive, telling exactly what the goods are, giving +the facts in a clear, truthful and intelligent manner. He must +illustrate his goods where possible, the better to enable the customer +to form an opinion as to the shape, style, appearance, etc. Valuable +assistance is rendered heads of departments in this particular by the +catalogue manager, who, by reason of his work, has made careful +comparison of other catalogues, and has kept in constant touch with +everything new in the way of illustrating, and is, therefore, ready with +ideas and suggestions, which are utilized to the best advantage. Goods +to be illustrated are set aside, the artist is given full instructions +as to what is desired, style and size of cut required, grouping of +articles or figures, etc., and the work is put in hand. Drawings are +submitted to catalogue manager, who with head of department examines the +work, suggests the necessary changes, criticises carefully, points out +any <span class='pagenum'><a name="Page_80" id="Page_80">[Pg 80]</a></span>defects, and, when satisfactory, passes them. Each drawing must be +examined minutely. The pose of this figure, the artistic arrangement of +this group of figures, whether the arm is too short or too long, or any +part out of proper proportion; the way this skirt hangs, and the effect +that fold produces, the completeness and accuracy with which the detail +of trimming is shown; whether this hat or bonnet should be shown with +front, side, or back view, the faces to be baby-like, youthful, or +otherwise, thus indicating who suitable and intended for; in fact, all +the detail of all drawings should be examined most carefully, to know +that they are exact representations of the goods, with a suggestion as +to their uses, and that the effect is pleasing and attractive.</p> + +<p>The finished cuts soon follow, with proofs of the same. These proofs +should be clear and distinct. The illustrations assist in selling the +goods, are a necessary expense, and must do <span class='pagenum'><a name="Page_81" id="Page_81">[Pg 81]</a></span>justice to the goods. Copy, +when handed in from department managers to catalogue department, should +be accompanied with all the cuts to be used. Each cut should be numbered +and its corresponding number should appear in the copy where the cut is +intended to go, and, where possible, all goods should be numbered, to +facilitate ordering, care being exercised that no numbers are +duplicated. The copy, as submitted, must all be carefully read by the +catalogue manager, all cuts examined and compared as to numbers, etc., +to see that none are missing and that all appear in their proper places; +anything not satisfactory must be explained, the grammatical +construction should be carefully watched, and he is expected to satisfy +himself fully that everything about the copy is positively O. K. before +passing it. A complete record should be kept of the number of pages of +copy handed in from each department, and the number of cuts received, +together with date. Also <span class='pagenum'><a name="Page_82" id="Page_82">[Pg 82]</a></span>when copy and cuts are given to printer, and +when and what proofs are returned from printer and given back to the +several departments, as, where copy and proofs are passing through so +many different hands at different times, a constant check should be kept +on it.</p> + +<p>The copy and cuts, when submitted and passed, are handed over to the +printer, an effort being made to get them in his hands in the order they +should appear in the catalogue, which greatly facilitates his work in +many ways, and materially assists in getting the whole catalogue +completed much more quickly. Proofs of the catalogue, as set up, are +very carefully examined, the arrangement of matter and cuts given +special attention, and when every page is entirely satisfactory it is +finally O. K.'d. Electrotype or stereotype plates are then made from the +type, and these plates handed over to the pressroom, when the work of +printing begins. As fast as possible, the forms are printed, folded, +<span class='pagenum'><a name="Page_83" id="Page_83">[Pg 83]</a></span>gathered and stitched, covers put on, books trimmed and completed.</p> + +<p>Special attention is given to preparation of index; every page is gone +over carefully, and, as far as possible, every line of goods appearing +in the catalogue is alphabetically arranged in the index, thus providing +an easy reference to whatever goods customers may wish to select.</p> + +<p>Certain space in catalogue is devoted to giving instructions to shoppers +by mail, and too much care cannot be exercised in their preparation. +They should be short, but cover the ground completely, giving customers +whatever information they need to order intelligently, anticipating all +contingencies, thus preventing delay, misunderstanding and +inconvenience. People are forgetful, and this information, if referred +to, acts as a constant reminder. The special points emphasized to +customers are—to always write their name, post office, and State or +Province, state how much money is enclosed, how and where <span class='pagenum'><a name="Page_84" id="Page_84">[Pg 84]</a></span>they want +goods shipped, and, if goods are ordered by mail, to enclose sufficient +extra for postage and, where necessary, for insurance or registration. +They are requested to send remittances by express order, post office +order, or other safe means, and cautioned against sending by +unregistered mail; to order by number and page in catalogue, and, when +requesting samples sent, to state definitely what is required, color, +quality, price, etc., so that a suitable selection may be forwarded. +Where goods for any reason are returned, they are specially reminded to +put their name on the parcel, so that it may be identified at once. They +are encouraged to order by freight where possible, to economize on the +charges, and to club together with other customers in ordering, for the +same reason. They are told definitely what to do in case of delays, +complaints or exchanges, and sufficient information is given and +classified in such a manner that, if referred to and made use of as +intended, <span class='pagenum'><a name="Page_85" id="Page_85">[Pg 85]</a></span>there is very little liability of any serious difficulty +arising. It won't do to take it for granted that customers always +understand what to do. They must be reminded of certain requirements +under certain conditions, and largely educated in this direction, and, +therefore, instructions to shoppers by mail bear no unimportant relation +to the business, and must always be clear, intelligent and complete.</p> + +<p>The general arrangement of the catalogue should be studied, with a view +to having departments of a similar character grouped together, thus +assisting in the general effect.</p> + +<p>Economy of space should be studied on every page. While cuts should, as +far as possible, be of uniform size, yet they must be no larger than +actually necessary to show goods properly, as space occupied by cuts +larger than are needed is money wasted. Position and arrangement of cuts +can be so studied as to greatly reduce the cost of space. Printed matter +must be set close to cuts, and while type <span class='pagenum'><a name="Page_86" id="Page_86">[Pg 86]</a></span>selected must be clear and +easy to read, yet it must not be large. An understanding should exist +with the printer that the matter must be set to save space wherever +consistent, and any carelessness or neglect in this respect should be +observed and effectually stopped at once. A saving of five pages in a +catalogue by watching the size of cuts, their arrangement, the setting +of the type, etc., if the issue should be say two hundred thousand, +means a million pages of paper saved, outside of any saving in +composition, presswork, etc. Such arrangements should be made with the +printers as will insure good work throughout. The good effect desired in +the special care exercised in preparation of copy, getting drawings and +cuts made, etc., can be largely reduced by hasty and careless +composition, poor ink, and lack of proper attention to presswork and +binding. The printer, therefore, should be wisely selected, one in whom +confidence can be placed, who knows how <span class='pagenum'><a name="Page_87" id="Page_87">[Pg 87]</a></span>to set it up in the way it will +look well, and will use his knowledge so that the catalogue, as +representative of the business, will be satisfactory in this particular.</p> + +<p>While the catalogue is being compiled and printed, catalogue wrappers +are being addressed to customers, and everything prepared for mailing. +The method of recording and permanently preserving customers' names and +addresses is deserving of attention here. That most in vogue is a system +of card indexing. The different towns in each State or Province are +written or printed on cards, and these are arranged alphabetically in +suitable cases, and ruled so as to show by months and years the amount +of business done in each town, and any other particulars required. The +name of each customer in the various towns is entered on a separate +record card, which is ruled, allowing space for the name and address, +and so the date and amount of each purchase is shown as it occurs, space +being left at the bottom of each <span class='pagenum'><a name="Page_88" id="Page_88">[Pg 88]</a></span>column for total footings, and these +individual cards are filed under the town they belong to. Where the +towns have a large population and the number of customers is +correspondingly large, an auxiliary alphabetical index is used for easy +reference. The information recorded on these cards may be entered direct +from the orders themselves, or where the loose-leaf book system is used, +the sheets may be detached as required, and the information registered +direct from these sheets. Each drawer or compartment in which cards are +filed is labelled on the outside, to indicate its contents. Thus, when +recording an order, the first reference is to the town the order is +from, and then under this town is found the card with customer's name, +upon which entry is made, and the card put back in its proper place. +These cards, therefore, show at all times the name and address of each +customer, how much business each has done, and the total amount of +business done in each town. Previous to <span class='pagenum'><a name="Page_89" id="Page_89">[Pg 89]</a></span>sending out catalogues, these +cards are all gone over carefully, and where customers have not ordered +within a certain time their cards are taken out. Where two or more names +in the same town, and evidently of the same family, appear, positive +information is obtained and acted upon, with a view to preventing a +waste of catalogues by sending more than one to the same family. The +list is thoroughly examined, checked, revised, and all old, dead matter +excluded before addressing catalogue wrappers, as sending out catalogues +to names that do not respond is a dead loss of postage, printed matter +and effort. A big advantage in keeping a mailing list on index cards is, +that they can be distributed among a large number of writers, and +thousands of wrappers written in a short time, which cannot be +conveniently done where kept in books; and the card system also keeps +the list neat and clean, while books, by reason of names being crossed +out, etc., always present anything but a <span class='pagenum'><a name="Page_90" id="Page_90">[Pg 90]</a></span>good appearance. When wrappers +are addressed, they are all checked back and compared with cards, to +insure absolute correctness. All the wrappers for one town are usually +attached together and kept separate from other towns, and thus, when +mailing, all the catalogues going to any one town are put in a bag or +bags by themselves, which, while causing extra labor on the part of the +sender, insures correctness, and enables post office employees to handle +large quantities with great despatch. Printed envelopes bearing the +firm's name and address, and blank order forms, are usually enclosed for +the benefit of the customers.</p> + +<p>The art of catalogue compiling and looking after its proper distribution +entails hard and extremely careful work. When finished and sent out, it +has to compete with other catalogues wherever it goes, and, as it is the +representative of the business, it must be complete in every detail, in +order to do its work well.</p> + +<p>While the catalogue has its <span class='pagenum'><a name="Page_91" id="Page_91">[Pg 91]</a></span>distinctive place as "The Steady Trade +Bringer" from out-of-town customers, yet much is accomplished by special +mail-order advertising. This embraces booklets, circulars, leaflets, +etc.; little pamphlets properly illustrated and well written dropped +into the people's homes through the medium of the letter, the parcel, or +both. Suggestions of seasonable goods, a special about furs when the +weather is cold, rubbers and waterproofs during the rainy season, hints +for weddings in June, light clothing for warm-weather wear, and so on +through the whole range of merchandise, keeping the business before the +public all the time with something new, attractive, seasonable. Where +"Special Sales" are inaugurated, such as "White Goods Sale," "Special +Furniture Sale," etc., shoppers from out of town are given an +opportunity to participate in any advantages they may bring through the +medium of the newspaper advertisement as far as it reaches, and through +<span class='pagenum'><a name="Page_92" id="Page_92">[Pg 92]</a></span>such special distribution of advertising matter relative to these sales +as is consistent with anticipated profits. The Christmas season is +specially considered, the gift question in all its bearings duly +studied, planned and provided for in advance. Tuning the business up all +the time, keeping at a safe distance any danger of a relapse or "that +tired feeling," which may almost unsuspectingly creep into a business, +by administering these special advertising tonics, new, interesting and +helpful, the result of well-studied plans.</p> + +<p>This process of continual construction is not built up alone by keeping +in constant touch with customers already secured, but by reaching out +for new trade among new people. Getting new names. Regular customers, on +request, readily contribute the names and addresses of possible +customers in their immediate vicinity. Special appeals made to special +classes, for a consideration, usually result in securing satisfactory +lists. These lists <span class='pagenum'><a name="Page_93" id="Page_93">[Pg 93]</a></span>as received are compared with names already in use, +and all duplicates struck out, thus providing against the possibility of +sending the same matter to the same name twice. Securing these new names +is simply a part of the natural development of the catalogue trade. +Wisely considered, the development is both from within and from without. +From within, by adding new stocks to the business from time to time, as +space, resources and abilities permit; and from without, by adding new +and increased numbers to the purchasing list. From within, by getting +more goods to sell; and from without, by getting more people to buy. Not +only continuing to sell the same goods to the same people, but getting +more goods for these same people, and more people to buy these goods. +Instead of having the <i>dollar</i> sent to some other business for lack of +goods, get that <i>dollar</i> by having the goods, the effort being made to +build up the business and develop it on the lines of selling all the +people all their goods <span class='pagenum'><a name="Page_94" id="Page_94">[Pg 94]</a></span>all the time. It is the understanding of this +principle and its working out through the catalogue and all other +auxiliary advertising, backed up by the goods required, that makes the +possibilities of this trade.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_95" id="Page_95">[Pg 95]</a></span> +<br /> + +<hr /> +<br /> +<h2>Receiving and Opening Mail.</h2> +<br /> + +<p>While the catalogue is under course of construction, the whole +mail-order system should be thoroughly gone over, tightened up, well +oiled, improved where possible, and put in proper shape to handle the +large volume of business which is bound to come immediately after the +distribution of catalogues.</p> + +<p>Where the mail is large, it is usually brought from the post office by +wagon, the smaller deliveries being brought by regular post office +carriers. All registered letters and parcels are carefully checked as to +number, by actual count, and compared with number entered on post office +registration sheets, before signing for them. Envelopes are first cut +open by one or more persons. Registered letters are kept separate from +all others, are distributed separately and accounted for before any +ordinary mail is handled. Each opener is held responsible for <span class='pagenum'><a name="Page_96" id="Page_96">[Pg 96]</a></span>the +number of letters received, which are checked back, totalled, and the +totals must agree with the total number given out by the one in charge. +In the event of any error, it must be examined into at once and +everything made O. K. A positive check is kept upon all letters and +every precaution exercised to prevent the possibility of mistakes or +loss of any kind. Ordinary unregistered letters are treated in the same +careful manner. Special tables are provided for mail openers, and each +one occupies a separate space or division. When a letter is opened, the +amount enclosed (whether in bills, express orders, drafts, checks, post +office orders, stamps or silver) is carefully counted, checked and +entered on the order, totalled and compared with the amount customer +claims to have enclosed. If these agree, the amount is signed for by the +opener or stamped with an initial stamp, and the envelope is also +initialed. The money is usually placed directly on the order <span class='pagenum'><a name="Page_97" id="Page_97">[Pg 97]</a></span>it belongs +to, both are put in a box or basket specially provided for the purpose, +and each succeeding letter, with the remittance it contains, follows in +its regular order as opened, until the mail is all completed. In some +cases the money and orders are separated at once. Each letter or order +is examined carefully, to see that the name and address are given, and +if not, the envelope should be attached for reference. If any samples +referring to orders are enclosed, they must be attached to the order, +and care exercised in attaching measurement forms, plans, or any +separate sheets bearing any relation to the order. Should there be any +difference in the amount received and the amount customer claims to have +enclosed, the attention of the one in charge must be called to it at +once, and, after thorough examination, be certified to by one or more. +Any omission of samples or enclosures of any kind, or any irregularities +of any character, must be reported <span class='pagenum'><a name="Page_98" id="Page_98">[Pg 98]</a></span>immediately, examined into, and +certified to by those of recognized authority. Ordinary mail, such as +enquiries, requests for samples, etc., and all letters not containing +money, are kept separate from letters with money enclosed. Orders and +money are collected, and the cashier checks and counts all money over +again, comparing it with the amount entered on each order by the opener, +and, where O. K., stamps each order and envelope with a duplicate +consecutive numbering and date stamp. Thus, at almost the first stage of +handling an order, it receives its individual number, which is different +from the number appearing on any other order, and is used to identify it +through the different stages it may have to pass while being completed. +Envelopes are separated from orders, and each checker's envelopes put in +a package by themselves for reference. Should one be needed, the order +is first examined, and, as it bears the checker's signature, reference +is then made to <span class='pagenum'><a name="Page_99" id="Page_99">[Pg 99]</a></span>that checker's package of envelopes, and the one +bearing the same number as the order is easily and quickly found.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_100" id="Page_100">[Pg 100]</a></span> +<br /> + +<hr /> +<br /> +<h2>Book-keeping, Buying, Checking, Etc.</h2> +<br /> + +<p>Where the business is large, the country is usually divided up into +districts or sections, each division being designated by a letter; thus +one State or Province would be known as "A," and another as "B," and +these sections each usually have a head under the supervision of the +Manager. A simple form of cash book is largely made use of, by which the +number and amount of each order only is entered under its proper +division column. The totals of these columns must agree with the total +amount of cash received. Orders follow in their natural course to the +book-keepers, who, under the date received, enter the orders in regular +order by number, name and address, and credit the customer with the +amount received. Cashier and book-keepers are able to compare entries by +number and amount, and should always agree. All orders, after being +entered in the <span class='pagenum'><a name="Page_101" id="Page_101">[Pg 101]</a></span>books, are generally examined by one or more appointed +for this work, who note anything of importance on the order, marking it +in such a manner as to attract special attention. Bargains on sale that +day, which are usually marked "Rush," requests to have goods delivered +by a certain time, enclosed with a shipment made by another house, or +with goods already bought and holding; in fact, anything and everything +requiring any particular or extra care, so that no omission of +instructions will occur, and that the detail of each order shall be +distinctly carried out. All requests for samples, catalogues, etc., are +put in hand at once, so that this work is being done promptly, and while +the other work in connection with the order is being carried on. All +orders, after being examined, everything noted and all specials sorted +out, are classified into large, small or medium. All orders for only one +article, such as gloves, drugs, jewelry, books, etc., are separated from +orders for <span class='pagenum'><a name="Page_102" id="Page_102">[Pg 102]</a></span>miscellaneous merchandise, all credits referred to looked +up, and everything put into complete shape for buyers to handle. As +orders are distributed among the buyers, they are charged with the +number received, and are individually held responsible for all orders +while in their possession. In some cases buyers are not used, but orders +are copied on requisition sheets, and sent to the different departments +to be filled; but where a large retail business is done, the method of +using buyers is largely adopted. The buyers' duties are many, and a +great deal depends upon their ability and skill. They are expected to +keep a record of all orders received and how disposed of. Their orders +must be read carefully and thoroughly understood; if they lack any +information, such as color, size, samples, or any errors in extensions +or additions, they must be observed, and, where necessary, consulted +about. All requests for estimates or prices asked for on orders <span class='pagenum'><a name="Page_103" id="Page_103">[Pg 103]</a></span>must be +got from the proper department, written up clearly, and have the +signature of one whose authority is recognized. Where goods are going by +express or freight, the buyers usually make use of a purchasing card. +They are provided with check books, and, as they visit the different +departments and make their selections, they make out a check in +duplicate for each purchase, leaving both with the salesperson. The top +check is sent with the goods to the mail-order sorting section, and the +duplicate is sent to the cash office, just the same as though it were +actual money. This duplicate check represents so much money and is taken +in payment for goods. Great care is exercised in making out these +checks. Not only is one half treated as cash, but the other half goes +with the goods direct to the customers, showing them exactly how their +money has been spent. These checks must be written plainly with good +figures, and give a full description of goods, prices, etc. <span class='pagenum'><a name="Page_104" id="Page_104">[Pg 104]</a></span>The date, +exact time purchase is made, the department bought from, sales number +and order number, must all appear on each check, and all have such +important relations to the work that any omission or carelessness cannot +be allowed. On their purchasing card they enter the number of the order +they are buying, and enter this same number on every check belonging to +that order, also entering each purchase as bought on the purchasing card +by department, sales number, and amount. When the purchase is completed, +the order and purchasing card are handed to a shipping clerk, who +examines the order as to shipping instructions, enters the name and +address and how goods are to be shipped on this card, when they are +passed to a clerk who examines the order carefully, to see that +everything has been bought correctly, no omissions made, all additions +correct, and who, when satisfied that the order is executed properly in +every particular, sends the order with proper charge slip attached <span class='pagenum'><a name="Page_105" id="Page_105">[Pg 105]</a></span>back +to the book-keeper, and the purchasing card is sent to the sorting or +inspecting room, where goods in the meantime have been sent.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_106" id="Page_106">[Pg 106]</a></span> +<br /> + +<hr /> +<br /> +<h2>Assembling and Packing Mail-Order Goods.</h2> +<br /> + +<p>This assembling section is arranged to provide space for goods until +each order is completed. Under a system largely made use of by several +houses, the original number stamped on the order and entered by the +buyer on every check belonging to that order is here made use of as the +sorting number. Sorting tables are arranged for receiving goods, and are +numbered from one to ten. Checks accompany all goods, and if the number +of the check is say 2,617, the goods are placed on No. 7 table; if check +is number 2,618, goods would be placed on No. 8 table, and so on. The +last figure on every check denotes the table it is to be placed on, and, +as orders are numbered consecutively as they are received, the goods are +very evenly distributed over the ten tables; and, as all numbers must +end in some figure between one and ten, the ten tables thus provide for +all numbers.</p> + +<p><span class='pagenum'><a name="Page_107" id="Page_107">[Pg 107]</a></span>Shelving is partitioned off back of these tables with a space of about +eighteen inches square in each compartment. These compartments are four +or more high and as many in number as the business demands. While the +last figure in any check number denotes the table it is to be placed on, +so the last two figures are made use of to indicate what particular +compartment the goods are to be placed in. Thus, check No. 2,617 and +goods go to No. 7 table, and when placed go to No. 17 compartment; No. +2,627 with goods go to No. 7 table and No. 27 compartment, and so on, +sufficient space being provided for the repetition of these endings as +required. No. 2,617 being entered on checks belonging to Mr. Blank's +order, and this number appearing on his checks only, all his goods find +their way to No. 7 table, and are placed in No. 17 compartment, and +checks are filed in this compartment as goods are placed. The purchasing +card used by the buyer, and on which <span class='pagenum'><a name="Page_108" id="Page_108">[Pg 108]</a></span>the order number and all the items +bought appear, is carefully compared with checks, and when checks +representing all goods on this card are received the order is complete +and ready for packing. All goods as received on sorting tables are +opened up, looked over carefully, checked, weighed, measured, colors, +sizes, qualities and quantities critically examined, compared with +description, and particulars given on checks; and if not satisfactory +must be set aside and refused until made O. K. When an order is +complete, the goods and card are taken from this inspecting section and +sent to the express or freight-packing section of the shipping room, +each lot of goods being kept in a separate compartment until packed. +Experienced packers are employed, who again, and finally, compare goods +with bills, and check everything carefully while packing. According to +the nature of the goods, they are wrapped in paper, boxed, baled or +crated, entered up in shipping books <span class='pagenum'><a name="Page_109" id="Page_109">[Pg 109]</a></span>according to shipping instructions +on card, and handed over to the different transportation companies as +called for, and cards are filed for reference.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_110" id="Page_110">[Pg 110]</a></span> +<br /> + +<hr /> +<br /> +<h2>Goods Sent by Mail, Correspondence, Paying for Goods, Etc.</h2> +<br /> + +<p>Where goods are ordered to go by mail, checks are made out as before, +but with this usual difference, that buyers retain the top check and +bring the goods with them. Each item as bought is entered by department, +sales number and amount on a shipping and charge sheet. When an order +going by mail is all bought, it is carefully checked by the buyer, +weighed, and the amount of postage determined as near as possible, when +goods and order are handed to shipping clerk, who enters the name and +address on the shipping slip, when all are passed to the mailing +section, where goods are carefully checked, wrapped, weighed, amount of +postage determined, parcels addressed, stamps put on, entered by name, +address and amount of postage in a parcel-mailing book, and placed on +sorting table, after <span class='pagenum'><a name="Page_111" id="Page_111">[Pg 111]</a></span>which they are sorted and placed into different +bags by State, Province, or whatever division of parcels the post office +authorities may name, that will facilitate rapid handling and quick +despatch. Should a parcel, when wrapped, require more postage than +customer has allowed money for, it should be laid aside, and the head of +division should determine whether to hold parcel and write for the +additional amount required, omit something from the parcel, or allow the +customer to remit the balance due. Where small amounts are to be +returned to customers, in some cases their particular parcels, as +wrapped, may be left open at one end and placed on a separate table, +where, after checking, a small envelope containing the amount to be +returned may be enclosed in the parcel. These little envelopes may be +prepared in advance and placed in separate divisions, all one-cent +envelopes being in one space, all two-cent envelopes in another, and so +on, so that the work <span class='pagenum'><a name="Page_112" id="Page_112">[Pg 112]</a></span>can be done rapidly, and a great saving effected +in postage on letters which otherwise would require to be written in +order to return the balance due. All registered parcels are kept +separate and signed for by the post office authorities. It is easy at +any time, by reference, to find out exactly how a package was addressed, +how much postage was put on the parcel, how much money was enclosed, +whether registered or not, and just what mail it was sent out on.</p> + +<p>All orders, when properly checked, should be passed back to the +book-keepers, who, having made the original entry and credited the cash +when the order was first received and before goods were bought, may now +refer to that order number, name and address again, and charge the +customer with amount of goods sent, amount of postage paid, and cash +returned, or remaining to be returned, thus balancing the account. A +simple index system may be made use of for any debit or credit balances +that <span class='pagenum'><a name="Page_113" id="Page_113">[Pg 113]</a></span>may require to be kept. Orders pass on to heads of divisions, who +examine all carefully, sorting out any that may be replied to by form +cards or letters, seeing that all necessary explanations and enquiries +have been submitted, made and signed by those authorized, and that they +are satisfactory, and who dictates all necessary replies. All replies, +when dictated and type-written, are handed back for examination, and, +when correct, are signed and given to cashier, who encloses any balance +to be returned, keeping a record of the same by number and amount, when +the letters are sent to the mailing section, stamped and mailed, and +orders sent to be filed with copy of reply attached.</p> + +<p>The graphophone system of dictating and reproducing is largely made use +of in place of shorthand where the business is large, and is found to +greatly facilitate the handling of correspondence.</p> + +<p>Personal representation of the customers by everyone associated with +<span class='pagenum'><a name="Page_114" id="Page_114">[Pg 114]</a></span>the different departments is especially encouraged. The buyer who +visits the departments cannot be compelled to accept anything except +what in her judgment is O. K. She represents the customers absolutely, +stands in their place, and studies their interests at every turn, and +this same personal interest is specially observed by every individual +clerk in whatever relation they may bear to orders or goods passing +through their hands.</p> + +<p>The payment for goods purchased by the mail-order department is +extremely simple. The duplicate checks made out by buyers and given to +salespeople when selecting goods represent so much money, and are sent +to the cash office immediately. They are collected here and sent to the +check office or auditing department daily, where they are all audited. +The total amount of these checks represents the total amount of goods +bought that day, and the mail-order cashier thus hands over the exact +amount required to pay for goods <span class='pagenum'><a name="Page_115" id="Page_115">[Pg 115]</a></span>received. As these checks also show +the different departments goods have been purchased from, they are all +sorted out by departments, and each department, therefore, receives +credit for its share of the money.</p> + +<p>Likewise is it easy to know at all times just what percentage of cost +the total mail-order expense is upon the business done. The mail order +expense properly consists of its share of light, heat, power and rental, +sundry expenses, such as stationery, office fixtures, furniture and +wages paid. The wages list, properly divided, should show how much is +paid for buying, book-keeping, type-writing, samples, checking, packing, +etc., and if wages paid in each division week by week and the amount of +business done are compared with any previous week's expenses and +business, the department is promptly made aware of any unnecessary +increased expense, just exactly where that unnecessary increase is, and +the remedy may be applied at once. The catalogue <span class='pagenum'><a name="Page_116" id="Page_116">[Pg 116]</a></span>expense may also be +readily arrived at. The total issue costs a certain amount, and +according to the number of pages each department occupies, so in this +proportion may be estimated each one's share in the expense. Each +department manager, knowing what his catalogue space may have cost for a +certain issue, and what amount of business he may have done from that +issue, can estimate exactly what percentage of cost his mail-order +advertising is upon his sales, while the total catalogue expense for any +one issue may be added to the other total mail-order expense for that +time, and the exact percentage of cost may be arrived at upon the total +amount of mail-order business done. Such a system may be adopted and +made actual use of that will point out at once the exact condition of +every part of this business, and provide a safety valve which will +indicate at all times the true profit or loss, and through just what +channel that loss or gain accrues.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_117" id="Page_117">[Pg 117]</a></span> +<br /> + +<hr /> +<br /> +<h2>Filing Correspondence.</h2> +<br /> + +<p>Systems of filing differ, but where the business is large, one of two +methods is largely adopted, that is filing either by number or place.</p> + +<p>When filed by number, the original number stamped on the order is made +use of for filing purposes.</p> + +<p>Where the place file is used, suitable boxes or drawers are arranged in +cases, each box being labelled on the outside indicating its contents. +These drawers are provided with cards on which are printed or written +the different post offices in each State or Province, and arranged for +easy reference. Thus all correspondence coming from any one town is +filed together next its town card, and where the mail from any one town +is large it may be subdivided by an alphabetical index. Thus, to find +Mr. B.'s order from Blank Town reference is first made to the drawer +which contains Blank Town, and under this town, among the Bs, will be +found <span class='pagenum'><a name="Page_118" id="Page_118">[Pg 118]</a></span>Mr. B.'s orders. One set of drawers may be made use of for each +month's filing, and, therefore, as many sets of drawers are provided as +will correspond with the number of months letters may be preserved. +Separate files may also be kept (usually alphabetical by name) for +filing letters, such as those where customers have forgotten to give +size, color, or measurements, where they have overlooked enclosing +samples, or any omission or circumstance which may cause customers to be +written to and their orders held for further information, or orders that +may have any balance holding to credit, etc.</p> + +<p>The filing must be very accurately done, as constant reference is made, +and it is of the utmost importance that any correspondence required +shall be found with the greatest despatch.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_119" id="Page_119">[Pg 119]</a></span> +<br /> + +<hr /> +<br /> +<h2>Special Orders.</h2> +<br /> + +<p>A special effort should be made to have the system so arranged that it +will enable the mail-order department, as well as every other department +in connection with the house, to know how many orders are partly bought +and holding for goods which have been ordered that are not in stock, or +that require to be made. The buyer who finds anything asked for on an +order which a department cannot supply at once (and no checks should be +taken unless the order can be filled promptly) should give someone +appointed by each department full particulars of what is required, the +number of the order, name of customer, description, size, or +measurements of goods to be made or procured. When everything is bought, +with these exceptions, the order should be then handed to a special +mail-order clerk, who should note what is lacking to complete the order, +and in a set of special department files (space being <span class='pagenum'><a name="Page_120" id="Page_120">[Pg 120]</a></span>provided for each +department) should place the holding order. He should visit the +different departments, ascertaining particulars concerning each order, +find out what efforts are being made to fill the same, and crowd these +orders to completion, where necessary, writing customers explaining any +cause of delay. As each department secures the goods required, the mail +order department should be notified immediately, when the order may be +quickly produced from its department file, check made out and order +completed. It is easy to ascertain at any time through such a system +exactly what goods each department lacks, and direct such efforts as +will provide for the least possible lack of stock and the least possible +delay in executing orders.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_121" id="Page_121">[Pg 121]</a></span> +<br /> + +<hr /> +<br /> +<h2>Returned Goods, Exchanges, and Complaints.</h2> +<br /> + +<p>A separate section should be devoted to returned goods or exchanges. As +goods are received the packages should be examined as to identification, +whom and where from, and entered up alphabetically under the date +received, with all particulars required, and goods placed in suitable +compartments. When letter of explanation is received, goods are easily +located, and both should be given to special exchange clerks, who will +secure the necessary exchange bills and make such new selections as +customers may desire.</p> + +<p>The cause of all goods returned should be thoroughly investigated in +every instance, and where the fault lies with the house, the customer +should be reimbursed for any extra expense incurred; and whatever +department or individual is to blame should be made fully acquainted +with <span class='pagenum'><a name="Page_122" id="Page_122">[Pg 122]</a></span>their error, and such steps taken as will prevent a repetition of +it.</p> + +<p>Usually associated with this work is a special section, which should +deal with all letters of complaint. The cause of all complaints should +be fully enquired into and at once. There should be no delay whatever, +but immediate answers insisted upon. Explanations should be complete and +to the entire satisfaction of customers, and any loss through +carelessness or errors made good without reserve. Each department and +their help should be held strictly accountable for any claims which, +upon investigation, show where the responsibility should rest. This +feature of promptly adjusting all differences and satisfying every +reasonable demand leads to continued and increased confidence, and +should, therefore, be given very particular attention.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_123" id="Page_123">[Pg 123]</a></span> +<br /> + +<hr /> +<br /> +<h2>Samples.</h2> +<br /> + +<p>The preparation, selection and sending out of samples should receive the +most careful attention. In some cases requests for samples are +distributed among the different departments and are filled and sent to +the sample department, but this method with progressive houses is +considered slow, and for this reason alone unsatisfactory.</p> + +<p>The improved method is to cut from the piece such lengths of goods as +are required. These are sent to the sample department with width, price +and full particulars, where suitable paper printed in squares, the size +of sample to be sent, are attached. These are sewn by machines driven by +electric power and afterwards cut in proper sizes by electric cutting +knife, prices inserted and placed in partitioned spaces in drawers +arranged in suitable cabinets. As requests for samples are received, +they are filled direct from these drawers, <span class='pagenum'><a name="Page_124" id="Page_124">[Pg 124]</a></span>and sent out by the next +mail. Help is employed here who by long experience become familiar with +all classes of sampleable goods, and who are under the direct management +of one who thoroughly understands interpreting the customers' wants, and +who bears no unimportant part to whatever measure of success may result +from the sale of all goods by sample.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_125" id="Page_125">[Pg 125]</a></span> +<br /> + +<hr /> +<br /> +<h2>Keeping Employees' Time.</h2> +<br /> + +<p>This position requires a man of considerable firmness, as he comes in +contact with every employee, and is bound to enforce the discipline of +the house as applied to absentees and lates, regardless of any +partiality or favoritism. He has direct charge of the cloakrooms, and +must see that they are kept neat and clean, and that each individual has +a certain space allotted. He should be on duty early and late, and +should see that every one registers their time in passing in and out. A +record of all employees going out on passes should be kept, and none +should be accepted unless signed by those authorized. He should keep a +record of employees' names and addresses, and have the same checked up +regularly. He should supply wages department and also heads of +departments with a report of all who are absent. Where so many are under +the charge of heads of departments, it is impossible <span class='pagenum'><a name="Page_126" id="Page_126">[Pg 126]</a></span>for them to tell +at once who may be absent. The time-keeper should notify them promptly +every morning and noon, and they will thus be enabled to arrange +immediately, so that the work done by absentees is provided for. He +should not allow parcels of any kind to be carried in or out of the +store, nor allow anyone to reënter the store after passing the time desk +in going out, or return to the cloakrooms after passing the time desk +going in.</p> + +<p>As part of the store help must go to dinner at one hour and part at +another, he should regulate it so that those who go out one hour are +back in their departments before others are notified, thus preventing +crowding on stairways and passages. Departments are usually notified by +bells, and each is familiar with its particular signal. Doors should be +closed sharp on the minute, and all lates excluded. No matter what +system for registering time is used, it is easy to determine who is late +or absent, as on coming in all keys or time cards hanging on the <span class='pagenum'><a name="Page_127" id="Page_127">[Pg 127]</a></span>time +board are on one side of the time clock, and when the time is registered +they are hung on the opposite side. Those which have not been removed +indicate at once who has not come in. Time cards of any absent, who have +not sent in a reason for absence, should be removed from the time board +and such employees should secure permission from those authorized before +their time can be again marked. Lists of those going on holidays should +be supplied time-keeper, and their cards should also be removed. The +time-keeper should supply the wages department with correct time sheets, +as desired. He should see that employees are orderly in passing in and +out, and permit no loitering in the cloakrooms. A register is usually +placed at the exit door, which should be signed by one appointed for +each department or section of the store when leaving at night, +certifying that all persons have left their department, and that all +windows are secured, blinds down, etc.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_128" id="Page_128">[Pg 128]</a></span> +<br /> + +<hr /> +<br /> +<h2>Employing Help.</h2> +<br /> + +<p>The hiring of help is largely centered in one individual for the entire +store. Departments requiring additional help should notify the +employment office, and give particulars of the kind of help required, +which fact should be noted and filed for reference, a preference being +given former employees seeking reëngagement. The hours for engaging help +are usually from 8 to 10 A. M., after which no applications are +considered for that day. All applicants must be treated with courtesy. +Even though no immediate help is required, applicants in many cases are +permitted to fill out application, which should be placed on file for +reference, and a satisfactory applicant may then be notified as soon as +a position is open. All applications should contain, as far as possible, +full particulars concerning applicant. It should show the date of +engagement, name, address, whether married or single, nationality, +church <span class='pagenum'><a name="Page_129" id="Page_129">[Pg 129]</a></span>denomination, where previously employed, for how long, and +reasons for leaving. References should be given, who may be communicated +with, and whose replies should be attached to application. Application +blank should show salary agreed upon and for what particular department +employed. Space should be provided for percentage record, and for +transfer from one department to another, for increased salary +recommendations, which are usually signed by heads of departments and +passed by those appointed. They should be at all times a complete and +permanent record of each employee. All help is usually engaged upon the +distinct understanding and agreement that they are privileged to leave +any day, or their services may be dispensed with at any time. A new +employee, when given a time card or key, and the time-keeper has +explained the system of registering time, etc., and allotted cloakroom +space, is conducted to the head of the department or assistant.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_130" id="Page_130">[Pg 130]</a></span> +<br /> + +<hr /> +<br /> +<h2>Paying Wages.</h2> +<br /> + +<p>The system of registering time furnishes accurate information for +estimating wages. The time sheets kept by the time-keeper are here made +use of. The name of each employee under the respective department each +one is attached to, with number, rate of wages per week, number of days +worked, actual wages due, etc., should be entered on the wages sheet. +The total amount of money required on any pay day is given wages office, +each individual's pay is placed in a pay envelope, sealed, numbered and +entered in signature book. Each head of a department, or one appointed, +receives all wages for that department, signing for the same, and sees +that they are distributed and signed for by each individual as received. +The work is done accurately and with despatch, as thousands are by this +method paid their weekly earnings in a very short time.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_131" id="Page_131">[Pg 131]</a></span> +<br /> + +<hr /> +<br /> +<h2>Watchmen.</h2> +<br /> + +<p>Watchmen should report at the store each night, and as soon as the store +is closed examine the leaving register, to see that each department has +signed for everything having been left in perfect order. They should +examine at once all doors and windows, seeing that they are securely +fastened; also all other entrances to building, and all places where +anyone might be concealed. They should report in writing anything +irregular occurring during the night, leaving the same at the office, +and repeat the report until the irregularity has been attended to. A +regular patrol should be made throughout the entire building. An +ingenious system of clock registration is made use of in some cases, +which indicates upon examination in the morning the different stations +each watchman has passed and the exact time of each passing during the +entire night. In the event of fire or any other accident occurring +<span class='pagenum'><a name="Page_132" id="Page_132">[Pg 132]</a></span>during the night, such special instructions should be followed as will +meet with the ready response of whatever assistance may be required.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_133" id="Page_133">[Pg 133]</a></span> +<br /> + +<hr /> +<br /> +<h2>General Rules for Employees.</h2> +<br /> + +<p>Rules for employees are in force in all large Department Stores. +Different stores differ in detail of rules, but the application is the +same, all serving to build up the system of government which directs and +controls the entire management. Weekly examinations are held in some +instances, and familiarity with the rules exacted, thus enforcing and +maintaining system and discipline.</p> + +<p>The hours for opening and closing business vary at different seasons of +the year, of which due notice is given. The opening hour is usually 8 +o'clock, at which time all employees are expected to be in their +respective positions, all covers folded and put in proper places, stocks +and counters dusted, and everything made ready for the day's business.</p> + +<p>All employees must enter and leave the store by employees' entrance, +leaving all wraps, hats, rubbers, lunches, etc., in the cloakroom, +<span class='pagenum'><a name="Page_134" id="Page_134">[Pg 134]</a></span>which is conveniently arranged for this purpose.</p> + +<p>Upon entering the store in the morning and upon leaving and returning at +noon, and on going out at night, each individual records his or her +time. If for good reason an employee is necessarily delayed, a +permission pass may be obtained to commence work; but if late without a +good reason being given, they cannot commence work until noon, and thus +lose a half day's work and a half day's pay. Attendance to business must +be punctual and regular. Continued lateness and absence would merit +discharge.</p> + +<p>Employees who are absent for any cause must notify the house at once, +either the head of their department or time-keeper, and satisfactory +reasons given for being absent.</p> + +<p>Whenever a change of address is made, employees must report same to +time-keeper at once.</p> + +<p>Employees must never leave the store during business hours (except for +dinner) without a pass signed by <span class='pagenum'><a name="Page_135" id="Page_135">[Pg 135]</a></span>the head of the department and +countersigned by one authorized. Blank pass books are usually supplied +heads of departments. These passes should give the names of employees, +their numbers, what departments employed in, date and time of going out, +and must be presented to the time-keeper, who will permit employees to +go to the cloakroom for wraps and pass them out.</p> + +<p>Employees must not leave their departments to go to any other part of +the store without informing the head of the department, or assistant, +and obtaining permission.</p> + +<p>Employees desiring to purchase goods for themselves are expected to do +so during the least busy hours, usually from 8 to 9 A. M. A pass to +purchase must be obtained from the head of the department. This pass is +exchanged for a purchasing card. All employees' purchases must be made +on purchasing card and sent by the regular delivery. If for any reason a +parcel cannot be sent by the regular <span class='pagenum'><a name="Page_136" id="Page_136">[Pg 136]</a></span>delivery, and employee is to carry +it home, these parcels must be O. K.'d by the proper party. A numbered +check is given to the employee and a duplicate attached to the parcel. +By presenting this check at the exit door, the package is delivered to +the proper party. Parcels are not allowed to be carried into the store +by employees. The wagons call upon request and deliver packages to the +parcel office, where they may be obtained.</p> + +<p>Employees are to avoid gossiping and not allow their time to be taken up +with friends who desire to visit with them during business hours. Loud +conversation to be avoided.</p> + +<p>Business hours not to be occupied in reading books, papers, letter +writing, needlework, etc. Loafing or wasting time away from departments +not allowed.</p> + +<p>Extravagance and display in dress to be avoided. The use of striking +colors and patterns is objectionable. The costume should be modest and +neat in appearance.</p> + +<p><span class='pagenum'><a name="Page_137" id="Page_137">[Pg 137]</a></span>Employees are expected to be courteous to each other, using the same +dignity, respect, and care in add dressing others that they feel they +are entitled to themselves.</p> + +<p>Should clerks be deserving of censure, it should be done in a +gentlemanly manner, not before other employees or customers, thus +retaining the respect of each other.</p> + +<p>The use of gum or tobacco, eating nuts, fruits, candy, or lunches during +business hours is strongly objected to. Loitering around the outside of +the building, on the corners or at the entrances, expectorating on the +walks and giving the premises an untidy appearance will not be +permitted. Defacing the walls, counters or fixtures, or abusing the +property in any way, means immediate dismissal.</p> + +<p>All employees must learn to obey the orders of those whose authority is +recognized, and be governed by the rules and regulations of the house; +not only because they must, but for their own individual interests, and +the <span class='pagenum'><a name="Page_138" id="Page_138">[Pg 138]</a></span>interests of the house in general. Some rules may appear rigid, but +they are deemed necessary, and, therefore, must be obeyed, and the +living up to them is not intended to be a reflection on the self-respect +of any one.</p> +<br /> +<br /> +<br /><span class='pagenum'><a name="Page_139" id="Page_139">[Pg 139]</a></span> +<br /> + +<hr /> +<br /> +<h2>Mechanical Section.</h2> +<br /> + +<p>Underneath the selling space in these large stores lies the network of +machinery, all necessary for the prompt and careful adjustment of each +day's work, furnishing the power for heating, lighting, elevator +service, etc. Modern automatic sprinkler system always ready for an +emergency, rendering the property and merchandise as nearly fireproof as +possible, aided by a corps of properly-drilled firemen taken from the +regular employees staff. Pneumatic cash system connecting with every +part of the store selling space; not only utilized for carrying cash, +but also providing the means of ventilation, by using up and discharging +thousands of cubic feet of impure air regularly, and bringing fresh air +into the building constantly. Complete staffs of engineers, carpenters, +painters, etc., are almost constantly employed in looking after +additions, alterations, and repairs, thus keeping the whole <span class='pagenum'><a name="Page_140" id="Page_140">[Pg 140]</a></span>building in +perfect condition. All are under the direct management of experts, whose +mechanical skill is utilized to assist in rendering the store service +complete, and whose services are recognised on an equality with those +occupying the most responsible positions in connection with the +business.</p> + +<br /> +<br /> +<br /> +<br /> + +<div class="tr"> +<p class="cen"><a name="TN" id="TN"></a>Transcriber's Note</p> +<br /> + +Typographical errors corrected in the text:<br /> +<br /> + +Page 21 ever changed to every<br /> +Page 48 call changed to called<br /> +Page 85 wont changed to won't<br /> +</div> + + + + + + + +<pre> + + + + + +End of the Project Gutenberg EBook of How Department Stores Are Carried On, by +W. B. Phillips + +*** END OF THIS PROJECT GUTENBERG EBOOK DEPARTMENT STORES *** + +***** This file should be named 31073-h.htm or 31073-h.zip ***** +This and all associated files of various formats will be found in: + http://www.gutenberg.org/3/1/0/7/31073/ + +Produced by Charlene Taylor, Barbara Kosker and the Online +Distributed Proofreading Team at http://www.pgdp.net (This +file was produced from images generously made available +by The Internet Archive/Canadian Libraries) + + +Updated editions will replace the previous one--the old editions +will be renamed. + +Creating the works from public domain print editions means that no +one owns a United States copyright in these works, so the Foundation +(and you!) can copy and distribute it in the United States without +permission and without paying copyright royalties. Special rules, +set forth in the General Terms of Use part of this license, apply to +copying and distributing Project Gutenberg-tm electronic works to +protect the PROJECT GUTENBERG-tm concept and trademark. Project +Gutenberg is a registered trademark, and may not be used if you +charge for the eBooks, unless you receive specific permission. If you +do not charge anything for copies of this eBook, complying with the +rules is very easy. You may use this eBook for nearly any purpose +such as creation of derivative works, reports, performances and +research. They may be modified and printed and given away--you may do +practically ANYTHING with public domain eBooks. Redistribution is +subject to the trademark license, especially commercial +redistribution. + + + +*** START: FULL LICENSE *** + +THE FULL PROJECT GUTENBERG LICENSE +PLEASE READ THIS BEFORE YOU DISTRIBUTE OR USE THIS WORK + +To protect the Project Gutenberg-tm mission of promoting the free +distribution of electronic works, by using or distributing this work +(or any other work associated in any way with the phrase "Project +Gutenberg"), you agree to comply with all the terms of the Full Project +Gutenberg-tm License (available with this file or online at +http://gutenberg.org/license). + + +Section 1. General Terms of Use and Redistributing Project Gutenberg-tm +electronic works + +1.A. By reading or using any part of this Project Gutenberg-tm +electronic work, you indicate that you have read, understand, agree to +and accept all the terms of this license and intellectual property +(trademark/copyright) agreement. If you do not agree to abide by all +the terms of this agreement, you must cease using and return or destroy +all copies of Project Gutenberg-tm electronic works in your possession. +If you paid a fee for obtaining a copy of or access to a Project +Gutenberg-tm electronic work and you do not agree to be bound by the +terms of this agreement, you may obtain a refund from the person or +entity to whom you paid the fee as set forth in paragraph 1.E.8. + +1.B. "Project Gutenberg" is a registered trademark. It may only be +used on or associated in any way with an electronic work by people who +agree to be bound by the terms of this agreement. There are a few +things that you can do with most Project Gutenberg-tm electronic works +even without complying with the full terms of this agreement. See +paragraph 1.C below. There are a lot of things you can do with Project +Gutenberg-tm electronic works if you follow the terms of this agreement +and help preserve free future access to Project Gutenberg-tm electronic +works. See paragraph 1.E below. + +1.C. The Project Gutenberg Literary Archive Foundation ("the Foundation" +or PGLAF), owns a compilation copyright in the collection of Project +Gutenberg-tm electronic works. Nearly all the individual works in the +collection are in the public domain in the United States. If an +individual work is in the public domain in the United States and you are +located in the United States, we do not claim a right to prevent you from +copying, distributing, performing, displaying or creating derivative +works based on the work as long as all references to Project Gutenberg +are removed. Of course, we hope that you will support the Project +Gutenberg-tm mission of promoting free access to electronic works by +freely sharing Project Gutenberg-tm works in compliance with the terms of +this agreement for keeping the Project Gutenberg-tm name associated with +the work. You can easily comply with the terms of this agreement by +keeping this work in the same format with its attached full Project +Gutenberg-tm License when you share it without charge with others. + +1.D. The copyright laws of the place where you are located also govern +what you can do with this work. Copyright laws in most countries are in +a constant state of change. If you are outside the United States, check +the laws of your country in addition to the terms of this agreement +before downloading, copying, displaying, performing, distributing or +creating derivative works based on this work or any other Project +Gutenberg-tm work. The Foundation makes no representations concerning +the copyright status of any work in any country outside the United +States. + +1.E. Unless you have removed all references to Project Gutenberg: + +1.E.1. The following sentence, with active links to, or other immediate +access to, the full Project Gutenberg-tm License must appear prominently +whenever any copy of a Project Gutenberg-tm work (any work on which the +phrase "Project Gutenberg" appears, or with which the phrase "Project +Gutenberg" is associated) is accessed, displayed, performed, viewed, +copied or distributed: + +This eBook is for the use of anyone anywhere at no cost and with +almost no restrictions whatsoever. You may copy it, give it away or +re-use it under the terms of the Project Gutenberg License included +with this eBook or online at www.gutenberg.org + +1.E.2. If an individual Project Gutenberg-tm electronic work is derived +from the public domain (does not contain a notice indicating that it is +posted with permission of the copyright holder), the work can be copied +and distributed to anyone in the United States without paying any fees +or charges. If you are redistributing or providing access to a work +with the phrase "Project Gutenberg" associated with or appearing on the +work, you must comply either with the requirements of paragraphs 1.E.1 +through 1.E.7 or obtain permission for the use of the work and the +Project Gutenberg-tm trademark as set forth in paragraphs 1.E.8 or +1.E.9. + +1.E.3. If an individual Project Gutenberg-tm electronic work is posted +with the permission of the copyright holder, your use and distribution +must comply with both paragraphs 1.E.1 through 1.E.7 and any additional +terms imposed by the copyright holder. Additional terms will be linked +to the Project Gutenberg-tm License for all works posted with the +permission of the copyright holder found at the beginning of this work. + +1.E.4. Do not unlink or detach or remove the full Project Gutenberg-tm +License terms from this work, or any files containing a part of this +work or any other work associated with Project Gutenberg-tm. + +1.E.5. Do not copy, display, perform, distribute or redistribute this +electronic work, or any part of this electronic work, without +prominently displaying the sentence set forth in paragraph 1.E.1 with +active links or immediate access to the full terms of the Project +Gutenberg-tm License. + +1.E.6. You may convert to and distribute this work in any binary, +compressed, marked up, nonproprietary or proprietary form, including any +word processing or hypertext form. However, if you provide access to or +distribute copies of a Project Gutenberg-tm work in a format other than +"Plain Vanilla ASCII" or other format used in the official version +posted on the official Project Gutenberg-tm web site (www.gutenberg.org), +you must, at no additional cost, fee or expense to the user, provide a +copy, a means of exporting a copy, or a means of obtaining a copy upon +request, of the work in its original "Plain Vanilla ASCII" or other +form. Any alternate format must include the full Project Gutenberg-tm +License as specified in paragraph 1.E.1. + +1.E.7. Do not charge a fee for access to, viewing, displaying, +performing, copying or distributing any Project Gutenberg-tm works +unless you comply with paragraph 1.E.8 or 1.E.9. + +1.E.8. You may charge a reasonable fee for copies of or providing +access to or distributing Project Gutenberg-tm electronic works provided +that + +- You pay a royalty fee of 20% of the gross profits you derive from + the use of Project Gutenberg-tm works calculated using the method + you already use to calculate your applicable taxes. The fee is + owed to the owner of the Project Gutenberg-tm trademark, but he + has agreed to donate royalties under this paragraph to the + Project Gutenberg Literary Archive Foundation. Royalty payments + must be paid within 60 days following each date on which you + prepare (or are legally required to prepare) your periodic tax + returns. Royalty payments should be clearly marked as such and + sent to the Project Gutenberg Literary Archive Foundation at the + address specified in Section 4, "Information about donations to + the Project Gutenberg Literary Archive Foundation." + +- You provide a full refund of any money paid by a user who notifies + you in writing (or by e-mail) within 30 days of receipt that s/he + does not agree to the terms of the full Project Gutenberg-tm + License. You must require such a user to return or + destroy all copies of the works possessed in a physical medium + and discontinue all use of and all access to other copies of + Project Gutenberg-tm works. + +- You provide, in accordance with paragraph 1.F.3, a full refund of any + money paid for a work or a replacement copy, if a defect in the + electronic work is discovered and reported to you within 90 days + of receipt of the work. + +- You comply with all other terms of this agreement for free + distribution of Project Gutenberg-tm works. + +1.E.9. If you wish to charge a fee or distribute a Project Gutenberg-tm +electronic work or group of works on different terms than are set +forth in this agreement, you must obtain permission in writing from +both the Project Gutenberg Literary Archive Foundation and Michael +Hart, the owner of the Project Gutenberg-tm trademark. Contact the +Foundation as set forth in Section 3 below. + +1.F. + +1.F.1. Project Gutenberg volunteers and employees expend considerable +effort to identify, do copyright research on, transcribe and proofread +public domain works in creating the Project Gutenberg-tm +collection. Despite these efforts, Project Gutenberg-tm electronic +works, and the medium on which they may be stored, may contain +"Defects," such as, but not limited to, incomplete, inaccurate or +corrupt data, transcription errors, a copyright or other intellectual +property infringement, a defective or damaged disk or other medium, a +computer virus, or computer codes that damage or cannot be read by +your equipment. + +1.F.2. LIMITED WARRANTY, DISCLAIMER OF DAMAGES - Except for the "Right +of Replacement or Refund" described in paragraph 1.F.3, the Project +Gutenberg Literary Archive Foundation, the owner of the Project +Gutenberg-tm trademark, and any other party distributing a Project +Gutenberg-tm electronic work under this agreement, disclaim all +liability to you for damages, costs and expenses, including legal +fees. YOU AGREE THAT YOU HAVE NO REMEDIES FOR NEGLIGENCE, STRICT +LIABILITY, BREACH OF WARRANTY OR BREACH OF CONTRACT EXCEPT THOSE +PROVIDED IN PARAGRAPH F3. YOU AGREE THAT THE FOUNDATION, THE +TRADEMARK OWNER, AND ANY DISTRIBUTOR UNDER THIS AGREEMENT WILL NOT BE +LIABLE TO YOU FOR ACTUAL, DIRECT, INDIRECT, CONSEQUENTIAL, PUNITIVE OR +INCIDENTAL DAMAGES EVEN IF YOU GIVE NOTICE OF THE POSSIBILITY OF SUCH +DAMAGE. + +1.F.3. LIMITED RIGHT OF REPLACEMENT OR REFUND - If you discover a +defect in this electronic work within 90 days of receiving it, you can +receive a refund of the money (if any) you paid for it by sending a +written explanation to the person you received the work from. If you +received the work on a physical medium, you must return the medium with +your written explanation. The person or entity that provided you with +the defective work may elect to provide a replacement copy in lieu of a +refund. If you received the work electronically, the person or entity +providing it to you may choose to give you a second opportunity to +receive the work electronically in lieu of a refund. If the second copy +is also defective, you may demand a refund in writing without further +opportunities to fix the problem. + +1.F.4. Except for the limited right of replacement or refund set forth +in paragraph 1.F.3, this work is provided to you 'AS-IS' WITH NO OTHER +WARRANTIES OF ANY KIND, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO +WARRANTIES OF MERCHANTIBILITY OR FITNESS FOR ANY PURPOSE. + +1.F.5. Some states do not allow disclaimers of certain implied +warranties or the exclusion or limitation of certain types of damages. +If any disclaimer or limitation set forth in this agreement violates the +law of the state applicable to this agreement, the agreement shall be +interpreted to make the maximum disclaimer or limitation permitted by +the applicable state law. The invalidity or unenforceability of any +provision of this agreement shall not void the remaining provisions. + +1.F.6. INDEMNITY - You agree to indemnify and hold the Foundation, the +trademark owner, any agent or employee of the Foundation, anyone +providing copies of Project Gutenberg-tm electronic works in accordance +with this agreement, and any volunteers associated with the production, +promotion and distribution of Project Gutenberg-tm electronic works, +harmless from all liability, costs and expenses, including legal fees, +that arise directly or indirectly from any of the following which you do +or cause to occur: (a) distribution of this or any Project Gutenberg-tm +work, (b) alteration, modification, or additions or deletions to any +Project Gutenberg-tm work, and (c) any Defect you cause. + + +Section 2. Information about the Mission of Project Gutenberg-tm + +Project Gutenberg-tm is synonymous with the free distribution of +electronic works in formats readable by the widest variety of computers +including obsolete, old, middle-aged and new computers. It exists +because of the efforts of hundreds of volunteers and donations from +people in all walks of life. + +Volunteers and financial support to provide volunteers with the +assistance they need, are critical to reaching Project Gutenberg-tm's +goals and ensuring that the Project Gutenberg-tm collection will +remain freely available for generations to come. In 2001, the Project +Gutenberg Literary Archive Foundation was created to provide a secure +and permanent future for Project Gutenberg-tm and future generations. +To learn more about the Project Gutenberg Literary Archive Foundation +and how your efforts and donations can help, see Sections 3 and 4 +and the Foundation web page at http://www.pglaf.org. + + +Section 3. Information about the Project Gutenberg Literary Archive +Foundation + +The Project Gutenberg Literary Archive Foundation is a non profit +501(c)(3) educational corporation organized under the laws of the +state of Mississippi and granted tax exempt status by the Internal +Revenue Service. The Foundation's EIN or federal tax identification +number is 64-6221541. Its 501(c)(3) letter is posted at +http://pglaf.org/fundraising. Contributions to the Project Gutenberg +Literary Archive Foundation are tax deductible to the full extent +permitted by U.S. federal laws and your state's laws. + +The Foundation's principal office is located at 4557 Melan Dr. S. +Fairbanks, AK, 99712., but its volunteers and employees are scattered +throughout numerous locations. Its business office is located at +809 North 1500 West, Salt Lake City, UT 84116, (801) 596-1887, email +business@pglaf.org. Email contact links and up to date contact +information can be found at the Foundation's web site and official +page at http://pglaf.org + +For additional contact information: + Dr. Gregory B. Newby + Chief Executive and Director + gbnewby@pglaf.org + + +Section 4. Information about Donations to the Project Gutenberg +Literary Archive Foundation + +Project Gutenberg-tm depends upon and cannot survive without wide +spread public support and donations to carry out its mission of +increasing the number of public domain and licensed works that can be +freely distributed in machine readable form accessible by the widest +array of equipment including outdated equipment. Many small donations +($1 to $5,000) are particularly important to maintaining tax exempt +status with the IRS. + +The Foundation is committed to complying with the laws regulating +charities and charitable donations in all 50 states of the United +States. Compliance requirements are not uniform and it takes a +considerable effort, much paperwork and many fees to meet and keep up +with these requirements. We do not solicit donations in locations +where we have not received written confirmation of compliance. To +SEND DONATIONS or determine the status of compliance for any +particular state visit http://pglaf.org + +While we cannot and do not solicit contributions from states where we +have not met the solicitation requirements, we know of no prohibition +against accepting unsolicited donations from donors in such states who +approach us with offers to donate. + +International donations are gratefully accepted, but we cannot make +any statements concerning tax treatment of donations received from +outside the United States. U.S. laws alone swamp our small staff. + +Please check the Project Gutenberg Web pages for current donation +methods and addresses. Donations are accepted in a number of other +ways including checks, online payments and credit card donations. +To donate, please visit: http://pglaf.org/donate + + +Section 5. General Information About Project Gutenberg-tm electronic +works. + +Professor Michael S. Hart is the originator of the Project Gutenberg-tm +concept of a library of electronic works that could be freely shared +with anyone. For thirty years, he produced and distributed Project +Gutenberg-tm eBooks with only a loose network of volunteer support. + + +Project Gutenberg-tm eBooks are often created from several printed +editions, all of which are confirmed as Public Domain in the U.S. +unless a copyright notice is included. Thus, we do not necessarily +keep eBooks in compliance with any particular paper edition. + + +Most people start at our Web site which has the main PG search facility: + + http://www.gutenberg.org + +This Web site includes information about Project Gutenberg-tm, +including how to make donations to the Project Gutenberg Literary +Archive Foundation, how to help produce our new eBooks, and how to +subscribe to our email newsletter to hear about new eBooks. + + +</pre> + +</body> +</html> diff --git a/31073-h/images/deco.png b/31073-h/images/deco.png Binary files differnew file mode 100644 index 0000000..0cd9db2 --- /dev/null +++ b/31073-h/images/deco.png diff --git a/31073.txt b/31073.txt new file mode 100644 index 0000000..a54d6f6 --- /dev/null +++ b/31073.txt @@ -0,0 +1,2552 @@ +Project Gutenberg's How Department Stores Are Carried On, by W. B. Phillips + +This eBook is for the use of anyone anywhere at no cost and with +almost no restrictions whatsoever. You may copy it, give it away or +re-use it under the terms of the Project Gutenberg License included +with this eBook or online at www.gutenberg.org + + +Title: How Department Stores Are Carried On + +Author: W. B. Phillips + +Release Date: January 25, 2010 [EBook #31073] + +Language: English + +Character set encoding: ASCII + +*** START OF THIS PROJECT GUTENBERG EBOOK DEPARTMENT STORES *** + + + + +Produced by Charlene Taylor, Barbara Kosker and the Online +Distributed Proofreading Team at http://www.pgdp.net (This +file was produced from images generously made available +by The Internet Archive/Canadian Libraries) + + + + + + + + + + How Department Stores Are Carried On + + + + + BY + + W. B. PHILLIPS + + + + + [Illustration] + + + + + NEW YORK + DODD, MEAD & COMPANY + 1901 + + + + +Contents. + + Introduction, 5 + + General Principles, 7 + + The Management, 10 + + The System, 12 + + Advertising, 15 + + The Buying Organization, 25 + + Receiving Goods, 32 + + Taking Care of Stock, 34 + + Serving Customers, 35 + + Exchanging Goods, 38 + + Floor Managers and Ushers, 40 + + Making out Checks, 43 + + Inspecting, Checking and Parcelling + Goods, 46 + + Collecting Goods for Delivery, 48 + + Delivering Goods, 51 + + Stables, 54 + + Cash Office, 57 + + Check Office, or Auditing Department, 58 + + C. O. D. Business, 60 + + The Mail-Order Business, 62 + + Catalogues, 73 + + Receiving and Opening Mail, 95 + + Book-keeping, Buying, Checking, etc., 100 + + Assembling and Packing Mail-Order + Goods, 106 + + Goods sent by Mail, Correspondence, + Paying for Goods, etc., 110 + + Filing Correspondence, 117 + + Special Orders, 119 + + Returned Goods, Exchanges and Complaints, 121 + + Samples, 123 + + Keeping Employees' Time, 125 + + Employing Help, 128 + + Paying Wages, 130 + + Watchmen, 131 + + General Rules for Employees, 133 + + Mechanical Section, 139 + + + + +INTRODUCTION. + + +No other branch of business can bear comparison with the wonderful +results achieved by Department Stores, such a success as has made them +the wonder of modern merchandising. These stores, that have grown to +greatness from small beginnings, have a force and power behind them that +commands general interest. Their store-keeping rests upon certain +well-defined principles, and not upon chance, sensations or experiments. + +It is not the intention in this volume to prejudice public opinion +against Department Stores. No attempt has been made to enumerate any +reasons why they exist and flourish, nor any effort made to prove that +they are a necessity, or otherwise. + +Whether they promote and build up the best interests of the people and +country at large, or are detrimental to them, is a question on which +intelligent opinion is largely divided. + +The fact remains--a plain indisputable fact--that they do exist; that +they have had a tremendous growth in recent years, both in Europe and +America; that organizations of this character beginning a few years ago +have developed into the largest and most successful mercantile +institutions in the world. + +The author, from several years' practical experience, having been +closely identified with the policy adopted, and with all the detail of +system employed, in running one of the largest Department Stores on this +continent, having visited at different times the trade centers of +America, and examined carefully into the systems employed in other +stores of a similar character, and made careful comparisons, is +satisfied that the enquiring public will appreciate the endeavor to give +them an intelligent idea of "How Department Stores are carried on." + + + + +General Principles. + + +One of the great underlying principles of Modern Department Stores is +cash. Buying and selling for cash. Cash and one price. Some deviations +are made from this rule, according to existing conditions in different +business centers; but this is exceptional, the larger percentage of +trade being strictly cash, and this fact has contributed largely to the +general success. + +A few years ago nobody sold for cash. Nobody in those days marked the +price on goods in plain figures and stuck to it. To-day this is done, +and is acknowledged to be highly satisfactory. + +The first aim is to get the best and choicest goods direct from the +makers; and, second, to have the lowest prices, thus enlarging the +purchasing power of every dollar. A Department Store is different from +the ordinary store, by being big enough to deal in almost everything +that people need; handling merchandise of every class that goes well +together for all sorts of people; providing the means of doing +everything quickly, easily, cheaply. + +A store large enough to accommodate thousands of shoppers arranged to +serve a purpose. Floor upon floor filled with merchandise, broad aisles, +easy stairways, elevators to do the stair climbing, cash system for +quick and easy change-making, with all the newest ideas in store +mechanism; places to sit, wait, meet, lunch, talk and rest; in short, an +ideal place to shop in. Everything done that can be done to study the +convenience of customers and look after their interests. This +constitutes one of the greatest factors in the success of modern +retailing. + +Looking after the customer. Looking after them in such a manner that the +service is an attraction in itself, that shopping is made easy and +comfortable. Service is what these stores are for. Complete service in +every detail, beginning with the purchase of the goods, and ending with +delivery to customers, guaranteeing every article sold to be exactly as +represented, or cheerfully refunding the money. + +The development of these great businesses is largely the product of +better service, and this service has been effective in winning the favor +of shoppers. + +The strength of these organizations, while centered in well-known +principles strictly adhered to, is backed up by a well-defined system of +government, including all departments, and the development of this +system has had a great deal to do with the success of present-day +business. The principles referred to build up and support the business, +but it is the careful management and perfect system which controls. + + + + +The Management. + + +The central point around which the whole organization of Department +Stores gather is the man, or men, who put up the capital; who own, +control and manage the business; and who insist that the profits shall +be consistent with their expectations. They not only put up the cash, +but define the policy of the business, and organize and develop the +system under which it operates. The organizing and executive ability, as +well as the faculty of knowing men, must be largely displayed; knowing +men, and how to combine them; knowing how to use their capabilities and +energies, how to bring out all their qualifications and all their +ambitions. + +The management must be of large perspective and broad experience, make a +close study of store-keeping ways and methods, be quick to take +advantage of every new idea in service and appointments, and +enterprising in everything that goes to make a business strong and +successful. Associated with the head of the business, usually selected +from active workers who live with the business every day, are a few who +are taken into intimate relations with the business policy, and who very +materially assist in its development, and in the working out and +building up of the system by which the business is carried on. Capable, +intelligent, energetic, lieutenants, who are intensely interested, and +who exhibit no lack of earnestness or energy; who are imbued with +implicit faith and confidence in whatever may be advocated and decided +upon, and who direct their best efforts to its accomplishment. + + + + +The System. + + +The system that dresses the windows with attractive goods, that provides +the special bargains, that furnishes such a variety of goods comprising +nearly everything that people wear or use, that gives a courteous and +agreeable service under all conditions, that provides a place to rest +when fatigued, that enables shopping to be done under such favorable +circumstances, that delivers all purchases promptly, and if a mistake +has been made in the selection, or for any reason goods bought are not +satisfactory, presents no difficulty in their being exchanged or the +money refunded; the system which does all this and more is not the +result of accident or chance, but there is a vast machinery behind it +all which directs and controls. + +But the system must do much more than this. It must provide for getting +at results, and it is in this respect that the perfection of the system +is reached. While the store space is divided up into little stores or +departments, under different heads, who are given every possible leeway +in the buying of goods and management of stocks, yet each head is made +directly responsible for everything in connection with this part of the +business. Each department is charged with the goods bought and with the +expense of selling, and credited with the sales made. Each section pays +its proper share of all general expenses, such as delivering goods, +lighting, heating, elevator service, fixtures, rent, etc. The system +employed enables the head of the business to always know the true +condition of each section. It enables him to know, if desired, what each +individual salesperson does; how much the total business is of any +department on any day; what the expenses are for any given time; and +these facts are not obtained spasmodically, but are regularly recorded +and made use of. Lack of knowledge of the condition of any department +does not exist. Success, or the lack of it, is apparent at once. The +truth of Eternal Vigilance being the Price of Success is here +acknowledged, and in no other business organization is more special care +and attention paid to knowing constantly just what the actual results +are. + + + + +Advertising. + + +Someone has said, "The time to advertise is all the time," and among +modern business organizations none more thoroughly recognize and +strictly adhere to this statement than Department Stores. Nowhere else +is the science, the art, of advertising more intelligently understood, +appreciated and applied. Advertising is recognized as the pulse of the +business, the great vitalizing force. The importance of the relation of +advertising to business cannot possibly be exaggerated, and for this +reason it is considered most seriously. A recognized authority has said, +"Advertising taken seriously in the retail business makes the policy of +the business. It is the fundamental thing, the corner stone. Therefore, +it demands the attention of the head of the business. I cannot think of +any concern so large in its affairs, so extended in its ramifications, +with so many responsibilities resting upon the head of the business, as +to make the advertising subservient to the general management of the +business, to make the head of the business ignore the advertising. The +manager of a department, and the salespeople who are to sell the goods, +should be told the policy of the head of the business so far as +advertising is concerned, and the way the matter is to be presented to +the public, so as to arouse the interest of all. It is important that +the man at the head should vitalize the business by making everybody +feel and know that the advertising, the address to the public, is made +in conformity with his wishes, under his supervision, and is absolutely +part of his plans for disposing of his merchandise. This being so, the +proposition that the advertising of a well-ordered establishment makes +the policy of the business is really correct." + +Many methods are made use of to present and keep the business before the +public, but preeminently the best and most satisfactory is the +newspaper. Its columns are recognized as the very best medium for +business notices, going as it does into the homes of the people +regularly, filled with the world's news, with information for everybody, +about everything from everywhere. The newspaper column is the merchant's +platform, his pulpit from which he speaks to the public. It gives his +words thousands of tongues. It is in this way he reaches his audience +and tells them about his goods and business. He must talk straight, and +his address must be interesting and readable, and, above everything +else, true. It must always have the true ring of honesty, and +advertisements are becoming more truthful every day, as business men +realize that it must be true or it will fail. People judge and form +their estimate of a business by the honesty with which their +advertisements are lived up to, soon find the truth-telling places, and +trade gravitates that way with absolute certainty. Lying advertisements +never built a permanent and successful business. Advertising of to-day +is honest, or meant to be, and, every day, people are gaining more +confidence in it, and are understanding more and more that it is a +necessary and legitimate part of this business; in other words, a "Store +Bulletin," to which they can refer as an honest statement of what the +store has to offer them. + +Advertising properly means attractive news, news of daily importance, +news which is appreciated and taken advantage of by the most wide-awake, +economical and thrifty. News that must not get old by repetition. There +is nothing more important about the business than advertising. Of what +use to have tons of merchandise to sell if the people are not told about +it, told about it regularly? Keeping everlastingly at it. Hammering away +day after day. Continuous effort in the right direction, systematic, +persistent. The advertising must be clear, logical and convincing; +containing exact and definite information, telling the store news +plainly and honestly, telling the people what the store can do for them, +telling it often and in the right way. Some departments may be +systematized so fine that they don't require such undivided attention; +but the advertising can't run along like this, but must have constant +and careful thought. Every advertisement must have careful +consideration. Carelessness or neglect will lead to serious results. +Spasmodic advertising won't do. One might as well expect to close the +store one day and open it the next. It must be regular, just as regular +as the day comes. + +Attractive advertising becomes a department of the paper, and people +expect it--look for it with the same interest as other features. It is +keeping the business prominently before the people and asking +persistently for their trade that brings the business. Advertising is +the greatest force, the most powerful lever, for facilitating business. +There is a generally-accepted theory that advertising pays, but +Department Stores prove by facts that the theory is true. There has +been considerable talk about the uncertainty of advertising; but +thoroughly understood and skillfully used in the interest of Department +Stores, it has become a most powerful factor in contributing to their +general success. + +Back of Department Store success, are earnestness, persistence, +concentration, energy; but between these and achievement stands +advertising. "As the business grows and is prosperous, it is due to the +controlling factors of system, merchandise and advertising, but +advertising is the dynamic force which vitalizes all the rest." + +With this understanding of the important relation of advertising to +business, a decision is arrived at as to the amount of advertising +appropriation the business demands, not a fixed amount--no more or no +less--but about the amount expected to be spent, which depends upon the +amount of business necessary to be done, and is determined by the +percentage of profits. A selection is made of the best daily papers, +space secured, and "The Advertising Department" is ready for business. +This department is under the direct management of the Advertising +Manager, or "Ad. Writer." He has a distinct recognition as one having a +separate profession, and must, if the best results are obtained, be +confidentially taken into the inner workings of the firm. He must be +familiar with the history of the business, its progress and development. +While he may not require to know the exact amount of money made, yet he +must know which departments are weak and which are strong. The strength +of the best departments must be maintained and increased, and the weaker +ones built up. He should know what the goods cost, where made, how +bought, etc., and receive the hearty cooeperation of the buyers, to +obtain the necessary information to write up his appeal so as to secure +a hearty response from the buying public. He must give an individuality +to the store advertising, and see that every advertisement is backed up +honestly, every promise fulfilled, and that the information he gives +the public is absolutely true. He must keep on file a complete record of +all advertising, and should keep in constant touch with each +department's daily sales, with a view to continual comparison with +previous records. He must know what other stores are advertising and see +that his prices do not run higher than competing figures. All window +dressing, wagon cards, display cards and interior decorations should +come under his supervision. He must decide the amount of newspaper space +for each department; and though heads of departments may take issue with +his decisions, yet, as head of the advertising, he does what he thinks +is best, usually giving space according to the money-making abilities of +the departments. He must understand the goods he is advertising, know +all about their uses and superior qualities, go in amongst the +salespeople and customers, and talk with them, in order to write +convincing money-bringing, trade-building advertisements. Copy should +be submitted by departments at least two days before advertisement +appears, in order that he may give it proper attention, prepare the cuts +used in illustrating, have his copy to the papers early, proof carefully +read, and any corrections made. He must study the character of his +illustrations, the display part of the advertisement, and having secured +a distinctive cut or style of the firm name must stick to it, as it adds +an individuality to the advertising. The type used must also be +selected, usually good, clear and legible, easily read, but +characteristic, so that it distinguishes his Ads. from all others, and +advertisements should always appear in the same position on the same +page, so that the public know just where to find them. He must not only +look after all the detail connected with the advertising, but must be +able to analyze the conditions which confront him, grasp every +possibility of the field, be wide awake to every change, sensitive to +every trade throb, and have such a command of the English language as +will express his ideas in a captivating and original manner. He is the +artist who, having the ability and talent, either inherent or acquired, +paints the picture that attracts; and who, when backed up by good +merchandise, right prices, perfect system and careful management, +becomes a great business force and an indispensable adjunct to +present-day business. + + + + +The Buying Organization. + + +A large force of experienced buyers are constantly employed, who visit +the world's markets at regular intervals in search of new goods. The aim +is to save all intermediate profit, by buying direct from the makers, +making direct connection between the manufacturer and consumer, and thus +getting as near as possible to the actual cost of production. + +Hundreds of thousands of dollars are represented in the several stocks +purchased. Assortments must be complete at all times, and there must be +a constant income of new goods. As fast as one thing sells, another must +take its place, and no interest must be overlooked in the buying. Buying +in great quantities, they are enabled to send buyers regularly to the +great manufacturing centers and leading sources of supply. Prices are +low in proportion as orders are large, and ready cash secures the best +trade discounts. To collect such a wealth of goods and have styles and +qualities just right, means a good deal. It means that the whole range +of merchandise must be known. To get the best in the world for the +money, and keep assortments complete the season through, calls for +careful calculation. The varied human needs of civilization are to be +satisfied, and each buyer in his own particular lines must be a man of +large experience, of most excellent judgment, and high mercantile +ability. They must know the merchandise they buy, that such a factory +has the best reputation for one line, that this mill excels in another +class, never buying anything simply because it is cheap, but picking out +the best manufactures in each department, always maintaining a strict +standard of reliability; and that the goods are well bought is +demonstrated by the persistent growth of the business. They buy to +unusual advantage by reason of ready money and the great outlet for all +classes of merchandise. Several of the largest stores render valuable +assistance to their buyers by establishing permanent foreign buying +offices, thus enabling them to keep in close touch with the newest +styles and novelties; and from these offices the shipment of a +considerable amount of foreign goods is managed, the service being so +facilitated and systematized that a prompt and rapid delivery of goods +is effected. + +But the buyers' duties do not end with the purchase of goods. He is also +manager of the department which is made up of the various lines he buys, +and is responsible for the proper management of the same. In his absence +while buying, he must provide a capable assistant to represent him and +the department, one whose services are esteemed as second only to his +own, and who, if need be, in many instances is quite capable of acting +as buyer and manager in his stead. He is given almost complete control +of everything pertaining to his department, must sell the goods he buys, +and his permanent position depends entirely upon the success with which +his department is handled. As "head of a department," he is expected to +comply with the rules of the house and set an example to all those under +him. He should be first in the department in the morning and last to +leave in the evening. He should be thoroughly acquainted with all rules +pertaining to employees, and any new instructions which may be issued +from time to time, and see that they are carried out. He is expected to +use his best efforts to aid salespeople in making sales, instruct +inexperienced help how to handle and display goods, how to wait on +customers, make out checks, and, in fact, see that all duties are +intelligently understood. It is not sufficient that new, inexperienced +help be given a number and salesbook and told to go ahead, but thorough +instructions must be given as to the methods of doing business. In order +that enquiries of customers may be intelligently answered, he should +know the location of all the stocks of the house. If travelers' samples +are to be examined, it should be done in the sample room provided for +that purpose, and in forenoons only. Only in special cases is it +permissible to examine samples in the afternoon, as he is expected to be +in his department during the busy hours of every day, to watch the trade +and see that customers are properly waited upon. + +Certain expenses are almost wholly within the control of heads of +departments, and must be watched by them with the greatest care. This is +especially true as applied to the amount of help employed. By using care +and judgment, it is often possible to do with less help, and thus reduce +the cost of selling. This is largely supplemented by watching the sales +of each salesperson, and enquiring carefully into any cases where there +is a falling below the average percentage of cost. + +He should see that all advertised goods are properly displayed at the +counters, and that all the people in that section are promptly notified +of all particulars, such as quantities to be sold, price, etc. + +He should see that all slow-moving goods are reported promptly, and +goods must not be allowed to get old, but be moved out quickly. Any +goods that do not move readily _must_ be got rid of--cleared +out--whatever cash value they have must be secured, and at once, and no +matter at what sacrifice; it being considered best to get what you can +for them immediately, and replace the stock with something that will +sell readily. + +He should furnish a complete statement of stock to be purchased and hand +the same to the office a reasonable time before going on a purchasing +trip, and must have the sanction of the office to the same. Buyers are +expected to respect the limits placed and not to exceed the figures +sanctioned; but if the market is showing any special lots of goods which +in his judgment should be bought, or he is confident that a saving will +be effected on goods which are likely to rise in value by buying +heavier, considerable latitude is permitted. + +All business correspondence for the house should be handled through the +regular correspondence office, be submitted for approval, and signed +only by those authorized. + +The buyer's work bears such important relations to the business, both in +the selection of goods and in the direct management of his department, +that his qualifications must be the best, in order to render such a +service as is desired and demanded. + + + + +Receiving Goods. + + +A general receiving room for all case goods and packages is provided. +Space is allotted to each department, and all goods bought must pass +through this room before going into stock. Porters prepare all goods for +examination, by removing lids of cases, opening packages, putting aside +all paper, canvas, etc., which is held for reference until goods are +checked, and goods are then placed in proper department space ready for +the department managers. Heads of departments are usually notified each +day of all goods to be marked off the following day, and furnished with +invoices of the same. The receiving room is usually open for checking +purposes from 8 A. M. to 10 A. M. only, and goods must not be checked +off nor removed from this room during any other hour of the day, except +by special permission. Goods are called off by assistants, checker +compares with invoice, selling price and stock number are entered on +goods, and selling price marked on invoice. Until properly marked off, +no goods are allowed to be sent out of the receiving room. If goods do +not come up to sample, and are to be returned, it must be done at once, +and shipper advised. In case of errors or shortages, they must be +certified to by two or three competent persons. All invoices should be +returned to the office as soon as goods are marked off. Receiving room +should be closed at 10 o'clock sharp, at which time all department +managers and assistants should be back in the selling departments. Heavy +goods, such as furniture, wall paper, etc., are received in their +respective stock rooms and checked off in the same manner. Goods should +never be received without an invoice. + + + + +Taking Care of Stock. + + +Salespersons must keep in good order all stock under their charge. +Customers of the house, as well as those in authority, readily recognize +who takes an interest in the business, by the display and arrangement of +the stock. No excuse can be taken for merchandise that does not present +a clean, attractive and presentable appearance. Every article should be +properly marked or tagged, and each piece of goods ticketed in plain, +neat figures, so that a glance will tell price, size, etc. + +No matter what the stock is, it should be attractively displayed, and +the display changed regularly, having a suitable card on all goods so +exhibited. When a sale is completed and clerks are through showing +goods, they should be replaced as soon as possible, thus avoiding +confusion and keeping the selling space clear and in good shape for new +business. + + + + +Serving Customers. + + +All customers should be waited upon with equal promptness and +politeness, no matter whether the purchase is large or small, whether it +is simply an enquiry or an exchange of goods. There should be no +favorites among customers. First come, first served. A customer who is +being served should never be left because a liberal buyer, who is well +known, approaches the counter. Goods must not be misrepresented. +Customers buy upon the understanding that they can get their money back +without argument, therefore only true representation must be made. +Exaggerated statements, or trickery in selling goods, is not permitted. +In all matters relating to the business of the house the greatest +courtesy is required. Clerks are expected to accommodate themselves, as +far as possible, to the peculiarities of those they are serving, being +civil and polite in their attentions. Should articles asked for be in +another department, customers should be informed where they may be +obtained; and if clerks don't know, they should refer to the floor +manager. If clerks don't happen to have just the article the customer +asks for, they should show the nearest they have in stock, and if that +won't answer the purpose, consult the head of the department, and +possibly it could be procured. They should try and understand what the +customer wishes and get it as near as possible, never showing too many +goods at a time, as it is confusing and often results in the loss of a +sale. If a second customer is waiting, a disengaged clerk should be +called. If all are busy, customer should be asked to be seated until one +is disengaged. The undue urging of merchandise upon customers is not +countenanced, nor yet is indifference in the slightest degree permitted. +While large sales are important factors with all salespeople, and +largely form the basis for salary paid, yet genuine interest in their +duties, the exercise of patience, showing goods pleasantly and +cheerfully, polite attention and care in waiting upon customers, are +also very important factors in the recognition of value of services. +Clerks should always leave a good impression and never let customers go +away feeling that they have been treated in an overbearing or uncivil +manner, as it hurts the clerks personally and also the house. The +interests of employer and employee being identical, better opportunity +for advancement and greater compensation is assured the more the store +prospers. Upon all matters, under all conditions, the greatest courtesy +is insisted upon. + + + + +Exchanging Goods. + + +The general understanding existing with Department Stores concerning +merchandise sold is, that if for any reason it is not satisfactory it +may be returned and exchanged or money refunded, on customer's request. +This understanding, however, has some qualifications,--such as articles +that have been worn, when such a time has elapsed between the purchase +and return as to render articles unsalable, goods made to order +according to measurements, toilet goods, etc.; but, with few exceptions, +the almost unalterable rule is to exchange cheerfully, to avoid +unnecessary questions or remarks, rather preferring to be occasionally +the subject of imposition than to leave an unpleasant impression. Where +an exchange is desired in the same department as purchase was originally +made, an exchange bill is issued. Should the customer select other goods +of less value than the exchange bill, the cash office, when new check +and exchange bill are received, will return the difference in change. +The exchange bill, when signed by the head of a department, or one +authorized, is good for its value in any department; and should the +customer not be able to make a suitable selection, this bill, when +properly stamped or signed, is good for cash on presentation. These +exchanges, as collected and audited, are usually deducted from each +department's daily sales. + + + + +Floor Managers and Ushers. + + +Floor managers must be thoroughly familiar with and see to the +enforcement of the rules of the house, as applied to their sections. +They must see that each department in their division is promptly +prepared for business, covers off, and everything in order, and must +have a general supervision over their division. Aisle space, circles and +fixtures must be kept scrupulously clean. All cardboard, paper, twine, +boxes, etc., removed from goods sold during the day, must be sent from +the departments at regular intervals, and not allowed to accumulate and +present an untidy appearance, being first thoroughly examined, to see +that no goods are contained. Sweeping should be avoided as much as +possible during the day, but the departments at all times must be neat +and clean in appearance. They should not allow cash boys or parcel boys +to loiter in their division, and should see that all customers are +properly served, and the greatest courtesy and politeness shown them, +whether buying or simply looking at goods. Strangers from out of town +visiting the store should be made to feel at home, and particular +attention paid them. Should they desire to be shown through the store, +it should be arranged. They should be impressed with the manner of doing +business, and this effect is best secured where consideration is shown +them. It is better to answer the inquiries of customers by accompanying +them to the department asked for and requesting a salesperson to wait on +them, rather than pointing to that department, and much better to name +the salesperson than to use the word "forward." They should see that +goods do not collect at any time at the parcel desks, but that they are +removed by carriers promptly. They should attend, in case of sickness or +accident, to any customer, see that they are taken at once to the place +provided, and report the same. Any claims or complaints of customers +should be referred to them, and their best efforts used to adjust any +errors made, and, where necessary, refer them to the Complaint +Department. They should see that customers returning goods for exchange, +or desiring money returned, are promptly and properly served. They +should bring to the notice of the house the existence of inefficient or +inattentive help, and report anything which in their judgment should +have attention. + + + + +Making Out Checks, Etc. + + +This is not as simple as it may appear, and to master it thoroughly +requires time, care and attention. Whether it is filling out a +purchasing ticket, a C. O. D. check, or a regular sales check, special +care must be exercised, as one cannot afford to exhaust the patience of +customers by exhibiting a lack of knowledge. Every check in a check book +should be accounted for: a spoiled check should be marked "Nil" or +"Void," be signed by one in authority and sent to the cashier. Quantity, +goods and prices should always be written plainly, all blanks properly +filled out, plain, neat writing, and particularly good figures. +Salespeople are usually held responsible for all errors made in checks +or on purchasing tickets, and should always use their own book. They +should always mention to customer the amount of money received, and +enter the amount on their check at once. Many people strictly honest +might forget what money they handed in, and when change is returned +might claim that the bill given was of a larger denomination. Repeating +the amount received will avoid argument afterwards. Duplicates should be +closely examined, to see that the black-leaf impression is good. Change +should be counted in giving it to customer, and where goods are to be +sent, the name and address given should be repeated. The use of +purchasing tickets should be encouraged. Customers should be asked if +they intend making further purchases, and the use of purchasing ticket +suggested. The delay in settling for each purchase is thus avoided and +customers' time is saved, as they can pay for all purchases at once. +Salespersons should see that their department letter is on their check +book. Check books should commence with No. 1 and run consecutively to +the end, and should be examined to see that none are missing, and checks +should never be altered. All checks should be sent to the cash office +immediately upon being made out. + + + + +Inspecting, Checking and Parcelling Goods. + + +Parcel desks are usually conveniently located at all counters, for the +purpose of examining and wrapping goods sold. All goods sold, whether +taken by customers or sent by the delivery, should first pass through +the parcel desk. Goods sold should be passed to the parcel desk by the +salesperson with the bill, and they should always be examined carefully, +to see that they correspond. Price, quantity, number of yards, etc., +should be checked and goods should be examined, to insure their being in +perfect condition, not cracked, soiled, or injured in any way. Should +goods when compared with bill be found short or over, marked wrong, or +not satisfactory in any way, they should be returned to the salesperson +at once, with refusal to parcel goods until everything is O. K. Parcels +should not be given to customers, but handed back to the salesperson +direct. Every taken parcel should have the sales number marked on the +outside. When parcels are to be sent, the address should be on the bill +and also on the address slip, and they should always compare. Care +should be exercised in handling goods likely to be soiled, crushed, +broken or damaged. Where necessary, they should be put in boxes or sent +to be specially packed. Every parcel should be securely and properly +wrapped, using no more paper or twine than is necessary. Goods to be +sent should not be held at the desk, and if carriers delay unnecessarily +in calling, the matter should be reported to the head of the department +or floor manager. Attention should be paid to the order in which parcels +are handed up, so that customers will receive their purchases in the +order in which they have been served. All desk supplies, such as paper, +bags, twine, purchasing tickets, etc., should be obtained in the +morning, at which time the stock-supply room should be open. + + + + +Collecting Goods for Delivery. + + +Goods to be delivered are usually divided into two classes, individual +purchases styled "Sent Parcels," and collective purchases made on +purchasing tickets. Checks for sent parcels when made out in +salesperson's check book in duplicate, with name and address slip and +hour of delivery, should be separated, one half going to the cash office +with the cash received, and the other half going with the goods. + +Checks made out for purchases on purchasing tickets are usually +different in color from ordinary sales checks, and are attached to +purchasing tickets. As made out by salespersons in duplicate, one half +is detached with address and sent with the goods, and the other half +remains attached to the purchasing ticket until the purchase is +completed. Goods sold are immediately wrapped, carriers called and goods +are delivered through slides, elevators, etc., direct to the +shipping-room floors. Sent parcels are separated from others and +address label attached. Goods bought on purchasing ticket are placed in +compartments whose number corresponds with the number on checks received +with goods. As customers finish buying, they visit the pay office, where +cards are handed in, totalled, cash paid, instructions as to delivery +entered on the card, which is handed to the sorting section. Goods are +here checked with card, to see that they correspond by number and +amount, the address is carefully examined, when parcels are wrapped and +passed to the delivery section, where they are assorted as to routes, +entered on drivers' sheets by name, address, number of parcels, and +checked off when given to drivers. Salespeople are always kept informed +as to the regular hours of deliveries, and signal bells are usually rung +notifying each department before each delivery closes. No parcels should +be promised for that delivery after the bell rings, and all goods to be +sent by that delivery should be in the delivery room a few minutes +after the bell rings. All arrangements for special deliveries should be +made at the pay office, and all parcels should go by the delivery +marked, if received on time. + + + + +Delivering Goods. + + +Drivers should know their routes thoroughly, so as to deliver with as +much despatch as possible. When delivering, they should wear uniforms (a +portion of the expense of which is usually paid by the house). They +should be kept neat and clean, and when repairing is needed it should be +done promptly. + +Drivers are usually held responsible for damages or breakages, resulting +through carelessness or neglect, either to goods or rig, and must +account for horse covers, blankets, rugs, etc., with which they may be +supplied. Drivers should always weight their horses when leaving the +wagon. Each driver should be given sufficient money for making change, +which he must have with him on each delivery for C. O. D. parcels, and +excuses, as a rule, are not accepted for the non-delivery of a parcel on +account of inability to make change. + +Drivers should not allow C. O. D. parcels to be opened without an +order. Customers should be told that this rule cannot be broken; but if +they pay for goods that are not satisfactory they can be returned and +the money will be refunded. Drivers are held responsible for all parcels +entered on their sheets, and should check off these parcels at the +store, placing them in the wagon in the order of delivery as near as +possible, thus saving time in sorting up their loads while on the route. +Amounts due on C. O. D. parcels should be compared with entry on C. O. +D. sheets, to avoid mistakes. When the delivery is completed, sheets +should be signed and returned, and if, for any reason, any parcels have +not been delivered, satisfactory explanations should be given. Any +repairs needed should be reported upon arrival at the stables. Notes +should be made of any complaints from customers and the same reported. +When instructions are given to call for customer's goods, they should be +got at the first opportunity and handed over to the proper person. If +not able to obtain them, the reason should be given. Under no +circumstances should passengers be carried while delivering goods. +Special instructions are usually issued for extra deliveries before +holidays, or on extra busy days. + + + + +Stables. + + +The stables are usually models of neatness and perfect in arrangements, +every modern convenience being brought into use, providing accommodation +for a delivery system of hundreds of horses and wagons used daily in +delivering goods in the city and suburbs. Heated throughout with steam, +lighted by electricity, and electric power applied to rotary brushes for +grooming, hydraulic elevator service capable of lifting tons of feed and +grain to upper floors, basement fitted up with complete blacksmith shop +for horse shoeing, wagon and sleigh repairing. Ground floor space is +usually devoted to wagons, each having its respective station. Easy +stairways provided for horses to reach the upper floors, which are +constructed to bear almost unlimited weight, divided into rows of stalls +with aisle space between. Harness rooms, cleaning rooms, harness repair +shop, hospital for sick horses, paint room, etc., together with the +most modern machinery for grinding and chopping feed. + +The stables must always be kept clean and well ventilated. Horses must +never be taken out without being fed, watered, cleaned and properly +shod: a lame or sick horse should never be used. + +Harness should be washed and cleaned regularly, wagons oiled, tightened +up and kept clean. Nothing should be allowed to leave the stables except +in first-class condition. All repairs should be attended to at once. +Wagons should be at the store in time for all deliveries. A record +should be kept of the men's time and sent to the office regularly. +Drivers' and stablemen's wages should be obtained on pay day; the pay +roll should be signed by each one, and returned to the office. All C. O. +D. money received from drivers at night should be put in sealed +envelopes and placed in safe keeping. + +A watch should be kept in the stables at night, and a regular patrol +made to see that all horses are properly fastened, blankets on and +everything in good shape. Wagons should be washed at night and wagon +signs thoroughly cleaned. All wagons should be examined carefully, and a +written report handed in of all repairs needed, together with wagon +number. All fire pails, hose and appliances to be used in the event of +fire should be examined regularly, to see that they are all in good +working order. + + + + +General Cash Office. + + +A central cash office is established for receiving all receipts from +sales made, and arranged for quick and easy change-making. As a customer +makes a purchase, a duplicate of the check or bill made out for the +same, together with money received from customer, are sent direct to the +cash office, the most improved method being by pneumatic cash carriers. +As received, checks are placed on file and any change returned to clerk. +Thus the totals of checks and receipts of each cashier's desk must +agree. Each cashier makes up a report of the amount of cash received, +and cash is given head cashier, who recounts it. The checks of each +cashier are kept separate and sent to the auditing office, where they +are totalled, and this total must agree with the amount of cash in the +head cashier's hands, and correspond with the amount on cashier's +report. + + + + +Check Office, or Auditing Department. + + +This department should make up the total receipts of each cashier by the +sales checks received, compare them with cashier's report, and recheck +until they are found correct. It should also make up each department's +sales, arrange each salesperson's checks into original book form by +number, and report any missing checks, auditing all checks and reporting +any errors. The work of obtaining the different totals required is +greatly facilitated by the use of adding machines, which insure both +accuracy and despatch. + +This auditing of checks thus provides a positive check upon the amount +of cash received by each individual cashier, furnishes an accurate +account of the exact amount of business done by each department, and the +total daily business done by the house, besides showing the exact amount +of goods sold by each individual salesperson, which may be made use of +to estimate their value as compared with each other, and largely governs +the individual wages paid. + + + + +C. O. D. Business. + + +Large amounts are represented in the business as sold and paid for, cash +on delivery, and, therefore, this branch is given special attention. +Special C. O. D. books are furnished every department, and such special +care exercised in recording the amount to be paid, address, etc., as +will prevent any errors or misunderstandings. All C. O. D. parcels are +entered upon special sheets or books provided drivers, and are checked +off as paid in by drivers at the C. O. D. office with the record kept +there, which should show the customer's name and address, department +that goods were bought in, who sold them, the amount of the C. O. D., +the date and amount paid. + +Where goods are sent to distant towns, and considerable time must elapse +before returns can be made, these outstanding C. O. D.'s must be watched +closely, checked up regularly; and in the event of any unnecessary +delay corresponded about, and such knowledge obtained as will furnish +accurate information about each individual account. + + + + +The Mail-Order Business. + + +The mail-order trade as associated with Department Stores began in a +very small way: it began with a few requests from customers out of town +asking for samples and prices of certain goods, a few letters of enquiry +regarding one thing and another. These requests and enquiries, properly +answered, brought in the first orders, which were carefully filled to +the satisfaction of the customers. They told their friends about it, and +more enquiries were answered, more orders received. This encouraged some +effort, and special circulars or booklets were issued telling about the +store and goods. These were mailed to regular customers, and a few +thousand extra sent to carefully-selected names of possible customers, +until gradually extra help was required to attend to these orders, to +answer the correspondence, etc.; and it was found necessary to +systematize this branch of the work, to organize and establish a +"Mail-Order Department." The mail-order trade grew up side by side with +the store trade. When the store was young and variety of goods small, +the mail-order trade was limited; but as the store grew, as extra space +was needed for increased service, and new goods and new departments were +rapidly added, the mail-order trade increased in proportion, keeping +abreast of it all the time. + +Mail-order customers could not know but very little about the house they +dealt with except through advertisements, or from hearsay, and, +therefore, the reputation of the business depended upon the goods sent +and the treatment they received. The foundation of this business was +well laid from the beginning. The principles inculcated were that a +clear understanding must exist between the house and the customers--that +goods would not be misrepresented, that customers would be told in plain +words what they were, and that they would be found to be exactly as +represented, or that their money would be refunded; and that's what +they wanted. + +The management and method were perfected, and the responsibility of +handling the business fully recognized, and an honest endeavor made to +satisfy every reasonable demand. They realized that it is one thing to +create a business of this kind, and another thing to retain it; that it +costs more to get a new customer than to retain one already secured. +Anything, therefore, that would destroy the confidence of a customer in +the house or leave an impression that would tend to injure trade must be +strongly condemned, and to strengthen this position a personal interest +in every order was encouraged and insisted upon. Mail-order buyers must +learn to interpret the customers' wants, and see that the detail of +every order is carefully attended to. The correspondence must contain +the fullest explanations; the goods must always be properly checked, +packed and shipped; and every head of every department must take a +lively interest in this work, and impart that interest to the +salespeople; and only so far as this personal interest extends, from +cash boy to president, does the business prosper. + +Upon this foundation has been raised a business of such proportions that +it scarcely knows any limits, and wherever telephone or telegraph, mail +or express, reaches, there you will find this business represented. +Distance makes no difference. Customers served at any time and in any +place. Catalogues, representative of the entire stocks of these large +houses, are issued from time to time, and regularly find their way into +the people's homes, no expense being spared to keep customers informed +regarding goods and prices. The methods employed have won their trade, +and fair treatment retains it. The tremendous growth of this business is +the most satisfactory proof that it has succeeded. It clearly +demonstrates that they have the confidence of their customers +everywhere, that buying in this way is becoming better understood and +appreciated; and that the method of shopping by mail is no longer an +experiment, but, beyond argument, is an acknowledged success. A +perfectly organized mail-order department is a distributing agency for +the whole country, requiring a perfect system, demanding intelligence, +exactitude, and promptness, carefulness in filling, and despatch in +sending orders. + +It reaches out for the trade of people in distant towns and villages. +These places are full of bright, intelligent people, whose ability to +buy is unquestioned. They are reached only by intelligent and truthful +advertising. The mails take the counters of the big stores to the doors +of these people. They like to shop by mail. They like to get samples and +catalogues, and to make a selection of city goods, being strongly +impressed that they get something different from what the local dealer +supplies; something their neighbors haven't got, something stylish, +exclusive. The means of communication are better and quicker than ever +before. Whoever can write a letter can send for nearly everything they +want. Wherever the catalogue goes the store goes. + +Some of the appeals made, statements advanced, and arguments used to +influence and encourage trade among out-of-town customers might be +classified as follows: + +Whenever you order, always bear this in mind, that if you don't get +goods as represented, back goes your money to you as soon as you want +it. + +The smallest order you send will receive the same prompt and careful +attention as if it were ever so large. + +Where you and your neighbors order together, goods can be packed +separately and forwarded in one shipment, thus making the charges low. + +Selling goods at fair prices every day should interest you. + +It may be a satisfaction to select goods yourself, but your orders by +mail will be promptly and faithfully executed. + +Out-of-town customers always get the benefit of any reduction in the +price of goods. + +Freight is a small item where customers are saved many times the cost of +transportation. + +You are at absolutely no risk whatever in ordering by mail, as you +always get the best and pay the least. + +Samples and prices are sent free of charge, therefore there need be no +hesitation in asking for them. + +A trial order will convince you that it will be filled carefully and +promptly. + +If goods are not all right, you don't have to keep them. + +The goods offered are bought for cash in large quantities, sold direct +to customers for cash and not through agents, therefore the traveling +man's salary and expenses, the middleman's profits, his losses and poor +accounts, are not paid by you. + +Mistakes are rarely made; but always rectified. + +Where there is the slightest cause for complaint, if you write fully, +everything will always promptly be made right. + +The bigger saving is made on the bigger order you send. + +No charge is made for packing goods, and they always open up in +first-class condition. + +Your money is refunded every time if you are not satisfied. Goods are +bought direct from the manufacturer, and then go direct to you. + +Your smallest order will be filled at the same price as the customer who +buys a thousand dollars worth. Goods marked at one price only. + +Isn't it much more satisfactory and much easier to sit down at home, +look over the catalogue, select the goods required and mail your order, +than to depend upon stores where the stock is small as well as +assortments incomplete, and get something that does not give you half +satisfaction, notwithstanding that you do pay an extravagant price? + +If an error is made, and it's not your fault, you are not asked to pay +any expense incurred. + +Some of the most successful men of the day give you in the catalogue +sent the benefit of their thought, experience and hard work. + +It may be a surprise to compare catalogue prices with others, but always +a favorable one for the catalogue. + +Confidence in the goods offered at the prices asked was established long +ago. + +The man is prosperous who saves a dollar on this and a half dollar on +that: the prices quoted help you in this direction. + +The goods offered are _exceptional_, on account of the price; and +_rare_, because of their exclusive style. + +Honest value is guaranteed for every cent you send, or it is sent back +again. + +It pays you to deal where no false representations are made, but where +goods are sold exactly as advertised. + +The goods offered are honest, the prices are right, customers are +every-day honest people; and that's why it's easy to do business +together. + +You don't save the freight when you buy at home; the freight and a big +profit as well are added in the price. + +The whole truth of the matter is--_what promises are made, are kept_. + +It is the belief engendered in the truth of these and other statements, +the influence they exert in convincing, and the persistent method of +keeping it up, that attracts this particular trade; and the faithfulness +with which all promises are kept, all obligations fulfilled, that builds +the business up on the lines of perfect confidence and retains it. + +All may not be agreed upon the effect the response to this method of +doing business has upon the country at large; but it is, nevertheless, a +fact that the people everywhere are giving their material support to +houses whose advocated policy is to supply them everything on which +they can save them money, and it has proved to be a pronounced success +to the promoters. + +The possibilities of increased trade through the medium of the +mail-order department appear almost unlimited. The amount of business +that may be done has evidently never yet been measured, and no other +branch of the business is apparently as capable of as large development +as the mail-order trade. + + + + +Catalogues. + + +The general catalogue of Department Stores stands in the same relation +to the mail-order trade as the newspaper does to the store trade. It is +the chief medium for mail-order advertising. Though supplemented in +various ways by special advertising, yet the catalogue stands distinctly +alone as the indispensable means for securing and retaining the trade of +out-of-town customers; and bearing this important relation to the +business, extraordinary care is exercised in its preparation from start +to finish. It is the silent traveler, the individual salesman; and as +the highly successful representative salesman must have qualifications +that bring business, so the catalogue must have the essentials which +will insure successful results. These consist of appearance, paper, +printing, illustration, arrangement, description, goods, prices, etc.; +all of which must be thoroughly understood and intelligently carried +out, not only in the relations they bear to each other, but also in the +relations they all bear to the general effect and result. + +The quantity to be issued is first decided, depending upon the number of +present customers to be provided for, and the additional quantity +required for extra circulation to influence new trade, which increase +depends upon the amount of new business likely to be done, and the +appropriation for which is usually determined upon a percentage of the +profits. Next in order for consideration, is the size of the catalogue. +The number of pages varies slightly, according as it is a spring or fall +issue, and any increase from previous issues is governed by the addition +of new stocks into the business. If new departments have been added, +additional space must be made in the catalogue to provide for them. The +paper is next selected. The size of the sheet must be accurately +determined and the weight fixed, having due reference to the weight of +the book when completed, as the postage for mailing is an important +factor in the cost, and an extra ounce over weight might mean a great +additional expense. The inside paper should be light but strong, and of +such a color and finish as to produce the best effect with whatever +character of cuts are used in illustrating. Particular attention must be +paid to the cover paper, it must be of suitable weight and color and of +a high finish, capable of producing a superior cut in colors, and extra +strong, in order to stand handling. Tons of paper are required for the +issue of a catalogue, which is usually bought direct from the mills, +being manufactured expressly to order as to size, quality and finish +specified, and delivered as required. + +The cover design must be decided upon early, giving the artist time to +fully complete his drawing, and the engraver time to execute his best +work. It must also pass through experimental stages with the printer, +possibly proving in a variety of colors, criticising and comparing, +until the best effect is secured and selection is made; and to do this +and work off thousands of covers, and have each one perfect, the work +must not be hurried. The cover design must be good, both front and back. +It should interest and attract, and at first glance create a favorable +impression. It should be a quick-acting advertisement, characteristic of +the business, telling the reader instantly what it is about, so +distinctly individual and striking that it insures attention like a +flash. A good cover design is a most important feature of any catalogue, +requiring originality of conception and the best artistic engraving and +printing skill in its execution. Such a cover is always worth infinitely +more than it costs. + +Arrangements are next made with engraving companies whose artists and +engravers are to prepare the drawings and provide the cuts used in +illustrating the catalogue, and whose abilities and resources are +sometimes taxed severely to get the work out as required. + +The quantity to be issued and the size of the book being determined, +paper selected, and artists and engravers secured, the work of compiling +the catalogue begins. General catalogues are issued semi-annually, +usually in March and September. A definite date is fixed when the +catalogue is to be completed, and everyone associated with it in any way +must work to that end; not always easily accomplished, but possible, and +therefore insisted upon. Blank books are usually provided heads of +departments, who are expected to use them, thus preserving a uniformity +in the preparation of copy, and facilitating the work of the catalogue +manager and printer. For months previous to the issue of the catalogue +the buyers have been securing goods from everywhere, planning ahead, +anticipating the wants of customers by making extensive preparations +for the future. The world's markets must be visited and examined into, +finding out what is new in this line, what change in that, whether this +new idea in lamp goods is what the people will want, what designs in +baby carriages are new and attractive, whether this style of boys' +clothing is correct or not, knowing the latest ideas in gloves, laces, +ribbons, handkerchiefs, fancy goods, etc.; securing the newest and most +fashionable dress fabrics, knowing what styles in millinery, jackets, +mantles, blouses, wrappers, etc., will prevail; seeking out, buying and +arranging for quantities and deliveries to meet the demands of the +trade--in fact, going over the whole range of merchandise. + +The department manager's selections from these goods, as to quality, +variety and price, must be carefully made, keeping in view the character +of the trade appealed to and being governed in this by his experience +and knowledge of its requirements. His descriptions must be accurate +and short, but comprehensive, telling exactly what the goods are, giving +the facts in a clear, truthful and intelligent manner. He must +illustrate his goods where possible, the better to enable the customer +to form an opinion as to the shape, style, appearance, etc. Valuable +assistance is rendered heads of departments in this particular by the +catalogue manager, who, by reason of his work, has made careful +comparison of other catalogues, and has kept in constant touch with +everything new in the way of illustrating, and is, therefore, ready with +ideas and suggestions, which are utilized to the best advantage. Goods +to be illustrated are set aside, the artist is given full instructions +as to what is desired, style and size of cut required, grouping of +articles or figures, etc., and the work is put in hand. Drawings are +submitted to catalogue manager, who with head of department examines the +work, suggests the necessary changes, criticises carefully, points out +any defects, and, when satisfactory, passes them. Each drawing must be +examined minutely. The pose of this figure, the artistic arrangement of +this group of figures, whether the arm is too short or too long, or any +part out of proper proportion; the way this skirt hangs, and the effect +that fold produces, the completeness and accuracy with which the detail +of trimming is shown; whether this hat or bonnet should be shown with +front, side, or back view, the faces to be baby-like, youthful, or +otherwise, thus indicating who suitable and intended for; in fact, all +the detail of all drawings should be examined most carefully, to know +that they are exact representations of the goods, with a suggestion as +to their uses, and that the effect is pleasing and attractive. + +The finished cuts soon follow, with proofs of the same. These proofs +should be clear and distinct. The illustrations assist in selling the +goods, are a necessary expense, and must do justice to the goods. Copy, +when handed in from department managers to catalogue department, should +be accompanied with all the cuts to be used. Each cut should be numbered +and its corresponding number should appear in the copy where the cut is +intended to go, and, where possible, all goods should be numbered, to +facilitate ordering, care being exercised that no numbers are +duplicated. The copy, as submitted, must all be carefully read by the +catalogue manager, all cuts examined and compared as to numbers, etc., +to see that none are missing and that all appear in their proper places; +anything not satisfactory must be explained, the grammatical +construction should be carefully watched, and he is expected to satisfy +himself fully that everything about the copy is positively O. K. before +passing it. A complete record should be kept of the number of pages of +copy handed in from each department, and the number of cuts received, +together with date. Also when copy and cuts are given to printer, and +when and what proofs are returned from printer and given back to the +several departments, as, where copy and proofs are passing through so +many different hands at different times, a constant check should be kept +on it. + +The copy and cuts, when submitted and passed, are handed over to the +printer, an effort being made to get them in his hands in the order they +should appear in the catalogue, which greatly facilitates his work in +many ways, and materially assists in getting the whole catalogue +completed much more quickly. Proofs of the catalogue, as set up, are +very carefully examined, the arrangement of matter and cuts given +special attention, and when every page is entirely satisfactory it is +finally O. K.'d. Electrotype or stereotype plates are then made from the +type, and these plates handed over to the pressroom, when the work of +printing begins. As fast as possible, the forms are printed, folded, +gathered and stitched, covers put on, books trimmed and completed. + +Special attention is given to preparation of index; every page is gone +over carefully, and, as far as possible, every line of goods appearing +in the catalogue is alphabetically arranged in the index, thus providing +an easy reference to whatever goods customers may wish to select. + +Certain space in catalogue is devoted to giving instructions to shoppers +by mail, and too much care cannot be exercised in their preparation. +They should be short, but cover the ground completely, giving customers +whatever information they need to order intelligently, anticipating all +contingencies, thus preventing delay, misunderstanding and +inconvenience. People are forgetful, and this information, if referred +to, acts as a constant reminder. The special points emphasized to +customers are--to always write their name, post office, and State or +Province, state how much money is enclosed, how and where they want +goods shipped, and, if goods are ordered by mail, to enclose sufficient +extra for postage and, where necessary, for insurance or registration. +They are requested to send remittances by express order, post office +order, or other safe means, and cautioned against sending by +unregistered mail; to order by number and page in catalogue, and, when +requesting samples sent, to state definitely what is required, color, +quality, price, etc., so that a suitable selection may be forwarded. +Where goods for any reason are returned, they are specially reminded to +put their name on the parcel, so that it may be identified at once. They +are encouraged to order by freight where possible, to economize on the +charges, and to club together with other customers in ordering, for the +same reason. They are told definitely what to do in case of delays, +complaints or exchanges, and sufficient information is given and +classified in such a manner that, if referred to and made use of as +intended, there is very little liability of any serious difficulty +arising. It won't do to take it for granted that customers always +understand what to do. They must be reminded of certain requirements +under certain conditions, and largely educated in this direction, and, +therefore, instructions to shoppers by mail bear no unimportant relation +to the business, and must always be clear, intelligent and complete. + +The general arrangement of the catalogue should be studied, with a view +to having departments of a similar character grouped together, thus +assisting in the general effect. + +Economy of space should be studied on every page. While cuts should, as +far as possible, be of uniform size, yet they must be no larger than +actually necessary to show goods properly, as space occupied by cuts +larger than are needed is money wasted. Position and arrangement of cuts +can be so studied as to greatly reduce the cost of space. Printed matter +must be set close to cuts, and while type selected must be clear and +easy to read, yet it must not be large. An understanding should exist +with the printer that the matter must be set to save space wherever +consistent, and any carelessness or neglect in this respect should be +observed and effectually stopped at once. A saving of five pages in a +catalogue by watching the size of cuts, their arrangement, the setting +of the type, etc., if the issue should be say two hundred thousand, +means a million pages of paper saved, outside of any saving in +composition, presswork, etc. Such arrangements should be made with the +printers as will insure good work throughout. The good effect desired in +the special care exercised in preparation of copy, getting drawings and +cuts made, etc., can be largely reduced by hasty and careless +composition, poor ink, and lack of proper attention to presswork and +binding. The printer, therefore, should be wisely selected, one in whom +confidence can be placed, who knows how to set it up in the way it will +look well, and will use his knowledge so that the catalogue, as +representative of the business, will be satisfactory in this particular. + +While the catalogue is being compiled and printed, catalogue wrappers +are being addressed to customers, and everything prepared for mailing. +The method of recording and permanently preserving customers' names and +addresses is deserving of attention here. That most in vogue is a system +of card indexing. The different towns in each State or Province are +written or printed on cards, and these are arranged alphabetically in +suitable cases, and ruled so as to show by months and years the amount +of business done in each town, and any other particulars required. The +name of each customer in the various towns is entered on a separate +record card, which is ruled, allowing space for the name and address, +and so the date and amount of each purchase is shown as it occurs, space +being left at the bottom of each column for total footings, and these +individual cards are filed under the town they belong to. Where the +towns have a large population and the number of customers is +correspondingly large, an auxiliary alphabetical index is used for easy +reference. The information recorded on these cards may be entered direct +from the orders themselves, or where the loose-leaf book system is used, +the sheets may be detached as required, and the information registered +direct from these sheets. Each drawer or compartment in which cards are +filed is labelled on the outside, to indicate its contents. Thus, when +recording an order, the first reference is to the town the order is +from, and then under this town is found the card with customer's name, +upon which entry is made, and the card put back in its proper place. +These cards, therefore, show at all times the name and address of each +customer, how much business each has done, and the total amount of +business done in each town. Previous to sending out catalogues, these +cards are all gone over carefully, and where customers have not ordered +within a certain time their cards are taken out. Where two or more names +in the same town, and evidently of the same family, appear, positive +information is obtained and acted upon, with a view to preventing a +waste of catalogues by sending more than one to the same family. The +list is thoroughly examined, checked, revised, and all old, dead matter +excluded before addressing catalogue wrappers, as sending out catalogues +to names that do not respond is a dead loss of postage, printed matter +and effort. A big advantage in keeping a mailing list on index cards is, +that they can be distributed among a large number of writers, and +thousands of wrappers written in a short time, which cannot be +conveniently done where kept in books; and the card system also keeps +the list neat and clean, while books, by reason of names being crossed +out, etc., always present anything but a good appearance. When wrappers +are addressed, they are all checked back and compared with cards, to +insure absolute correctness. All the wrappers for one town are usually +attached together and kept separate from other towns, and thus, when +mailing, all the catalogues going to any one town are put in a bag or +bags by themselves, which, while causing extra labor on the part of the +sender, insures correctness, and enables post office employees to handle +large quantities with great despatch. Printed envelopes bearing the +firm's name and address, and blank order forms, are usually enclosed for +the benefit of the customers. + +The art of catalogue compiling and looking after its proper distribution +entails hard and extremely careful work. When finished and sent out, it +has to compete with other catalogues wherever it goes, and, as it is the +representative of the business, it must be complete in every detail, in +order to do its work well. + +While the catalogue has its distinctive place as "The Steady Trade +Bringer" from out-of-town customers, yet much is accomplished by special +mail-order advertising. This embraces booklets, circulars, leaflets, +etc.; little pamphlets properly illustrated and well written dropped +into the people's homes through the medium of the letter, the parcel, or +both. Suggestions of seasonable goods, a special about furs when the +weather is cold, rubbers and waterproofs during the rainy season, hints +for weddings in June, light clothing for warm-weather wear, and so on +through the whole range of merchandise, keeping the business before the +public all the time with something new, attractive, seasonable. Where +"Special Sales" are inaugurated, such as "White Goods Sale," "Special +Furniture Sale," etc., shoppers from out of town are given an +opportunity to participate in any advantages they may bring through the +medium of the newspaper advertisement as far as it reaches, and through +such special distribution of advertising matter relative to these sales +as is consistent with anticipated profits. The Christmas season is +specially considered, the gift question in all its bearings duly +studied, planned and provided for in advance. Tuning the business up all +the time, keeping at a safe distance any danger of a relapse or "that +tired feeling," which may almost unsuspectingly creep into a business, +by administering these special advertising tonics, new, interesting and +helpful, the result of well-studied plans. + +This process of continual construction is not built up alone by keeping +in constant touch with customers already secured, but by reaching out +for new trade among new people. Getting new names. Regular customers, on +request, readily contribute the names and addresses of possible +customers in their immediate vicinity. Special appeals made to special +classes, for a consideration, usually result in securing satisfactory +lists. These lists as received are compared with names already in use, +and all duplicates struck out, thus providing against the possibility of +sending the same matter to the same name twice. Securing these new names +is simply a part of the natural development of the catalogue trade. +Wisely considered, the development is both from within and from without. +From within, by adding new stocks to the business from time to time, as +space, resources and abilities permit; and from without, by adding new +and increased numbers to the purchasing list. From within, by getting +more goods to sell; and from without, by getting more people to buy. Not +only continuing to sell the same goods to the same people, but getting +more goods for these same people, and more people to buy these goods. +Instead of having the _dollar_ sent to some other business for lack of +goods, get that _dollar_ by having the goods, the effort being made to +build up the business and develop it on the lines of selling all the +people all their goods all the time. It is the understanding of this +principle and its working out through the catalogue and all other +auxiliary advertising, backed up by the goods required, that makes the +possibilities of this trade. + + + + +Receiving and Opening Mail. + + +While the catalogue is under course of construction, the whole +mail-order system should be thoroughly gone over, tightened up, well +oiled, improved where possible, and put in proper shape to handle the +large volume of business which is bound to come immediately after the +distribution of catalogues. + +Where the mail is large, it is usually brought from the post office by +wagon, the smaller deliveries being brought by regular post office +carriers. All registered letters and parcels are carefully checked as to +number, by actual count, and compared with number entered on post office +registration sheets, before signing for them. Envelopes are first cut +open by one or more persons. Registered letters are kept separate from +all others, are distributed separately and accounted for before any +ordinary mail is handled. Each opener is held responsible for the +number of letters received, which are checked back, totalled, and the +totals must agree with the total number given out by the one in charge. +In the event of any error, it must be examined into at once and +everything made O. K. A positive check is kept upon all letters and +every precaution exercised to prevent the possibility of mistakes or +loss of any kind. Ordinary unregistered letters are treated in the same +careful manner. Special tables are provided for mail openers, and each +one occupies a separate space or division. When a letter is opened, the +amount enclosed (whether in bills, express orders, drafts, checks, post +office orders, stamps or silver) is carefully counted, checked and +entered on the order, totalled and compared with the amount customer +claims to have enclosed. If these agree, the amount is signed for by the +opener or stamped with an initial stamp, and the envelope is also +initialed. The money is usually placed directly on the order it belongs +to, both are put in a box or basket specially provided for the purpose, +and each succeeding letter, with the remittance it contains, follows in +its regular order as opened, until the mail is all completed. In some +cases the money and orders are separated at once. Each letter or order +is examined carefully, to see that the name and address are given, and +if not, the envelope should be attached for reference. If any samples +referring to orders are enclosed, they must be attached to the order, +and care exercised in attaching measurement forms, plans, or any +separate sheets bearing any relation to the order. Should there be any +difference in the amount received and the amount customer claims to have +enclosed, the attention of the one in charge must be called to it at +once, and, after thorough examination, be certified to by one or more. +Any omission of samples or enclosures of any kind, or any irregularities +of any character, must be reported immediately, examined into, and +certified to by those of recognized authority. Ordinary mail, such as +enquiries, requests for samples, etc., and all letters not containing +money, are kept separate from letters with money enclosed. Orders and +money are collected, and the cashier checks and counts all money over +again, comparing it with the amount entered on each order by the opener, +and, where O. K., stamps each order and envelope with a duplicate +consecutive numbering and date stamp. Thus, at almost the first stage of +handling an order, it receives its individual number, which is different +from the number appearing on any other order, and is used to identify it +through the different stages it may have to pass while being completed. +Envelopes are separated from orders, and each checker's envelopes put in +a package by themselves for reference. Should one be needed, the order +is first examined, and, as it bears the checker's signature, reference +is then made to that checker's package of envelopes, and the one +bearing the same number as the order is easily and quickly found. + + + + +Book-keeping, Buying, Checking, Etc. + + +Where the business is large, the country is usually divided up into +districts or sections, each division being designated by a letter; thus +one State or Province would be known as "A," and another as "B," and +these sections each usually have a head under the supervision of the +Manager. A simple form of cash book is largely made use of, by which the +number and amount of each order only is entered under its proper +division column. The totals of these columns must agree with the total +amount of cash received. Orders follow in their natural course to the +book-keepers, who, under the date received, enter the orders in regular +order by number, name and address, and credit the customer with the +amount received. Cashier and book-keepers are able to compare entries by +number and amount, and should always agree. All orders, after being +entered in the books, are generally examined by one or more appointed +for this work, who note anything of importance on the order, marking it +in such a manner as to attract special attention. Bargains on sale that +day, which are usually marked "Rush," requests to have goods delivered +by a certain time, enclosed with a shipment made by another house, or +with goods already bought and holding; in fact, anything and everything +requiring any particular or extra care, so that no omission of +instructions will occur, and that the detail of each order shall be +distinctly carried out. All requests for samples, catalogues, etc., are +put in hand at once, so that this work is being done promptly, and while +the other work in connection with the order is being carried on. All +orders, after being examined, everything noted and all specials sorted +out, are classified into large, small or medium. All orders for only one +article, such as gloves, drugs, jewelry, books, etc., are separated from +orders for miscellaneous merchandise, all credits referred to looked +up, and everything put into complete shape for buyers to handle. As +orders are distributed among the buyers, they are charged with the +number received, and are individually held responsible for all orders +while in their possession. In some cases buyers are not used, but orders +are copied on requisition sheets, and sent to the different departments +to be filled; but where a large retail business is done, the method of +using buyers is largely adopted. The buyers' duties are many, and a +great deal depends upon their ability and skill. They are expected to +keep a record of all orders received and how disposed of. Their orders +must be read carefully and thoroughly understood; if they lack any +information, such as color, size, samples, or any errors in extensions +or additions, they must be observed, and, where necessary, consulted +about. All requests for estimates or prices asked for on orders must be +got from the proper department, written up clearly, and have the +signature of one whose authority is recognized. Where goods are going by +express or freight, the buyers usually make use of a purchasing card. +They are provided with check books, and, as they visit the different +departments and make their selections, they make out a check in +duplicate for each purchase, leaving both with the salesperson. The top +check is sent with the goods to the mail-order sorting section, and the +duplicate is sent to the cash office, just the same as though it were +actual money. This duplicate check represents so much money and is taken +in payment for goods. Great care is exercised in making out these +checks. Not only is one half treated as cash, but the other half goes +with the goods direct to the customers, showing them exactly how their +money has been spent. These checks must be written plainly with good +figures, and give a full description of goods, prices, etc. The date, +exact time purchase is made, the department bought from, sales number +and order number, must all appear on each check, and all have such +important relations to the work that any omission or carelessness cannot +be allowed. On their purchasing card they enter the number of the order +they are buying, and enter this same number on every check belonging to +that order, also entering each purchase as bought on the purchasing card +by department, sales number, and amount. When the purchase is completed, +the order and purchasing card are handed to a shipping clerk, who +examines the order as to shipping instructions, enters the name and +address and how goods are to be shipped on this card, when they are +passed to a clerk who examines the order carefully, to see that +everything has been bought correctly, no omissions made, all additions +correct, and who, when satisfied that the order is executed properly in +every particular, sends the order with proper charge slip attached back +to the book-keeper, and the purchasing card is sent to the sorting or +inspecting room, where goods in the meantime have been sent. + + + + +Assembling and Packing Mail-Order Goods. + + +This assembling section is arranged to provide space for goods until +each order is completed. Under a system largely made use of by several +houses, the original number stamped on the order and entered by the +buyer on every check belonging to that order is here made use of as the +sorting number. Sorting tables are arranged for receiving goods, and are +numbered from one to ten. Checks accompany all goods, and if the number +of the check is say 2,617, the goods are placed on No. 7 table; if check +is number 2,618, goods would be placed on No. 8 table, and so on. The +last figure on every check denotes the table it is to be placed on, and, +as orders are numbered consecutively as they are received, the goods are +very evenly distributed over the ten tables; and, as all numbers must +end in some figure between one and ten, the ten tables thus provide for +all numbers. + +Shelving is partitioned off back of these tables with a space of about +eighteen inches square in each compartment. These compartments are four +or more high and as many in number as the business demands. While the +last figure in any check number denotes the table it is to be placed on, +so the last two figures are made use of to indicate what particular +compartment the goods are to be placed in. Thus, check No. 2,617 and +goods go to No. 7 table, and when placed go to No. 17 compartment; No. +2,627 with goods go to No. 7 table and No. 27 compartment, and so on, +sufficient space being provided for the repetition of these endings as +required. No. 2,617 being entered on checks belonging to Mr. Blank's +order, and this number appearing on his checks only, all his goods find +their way to No. 7 table, and are placed in No. 17 compartment, and +checks are filed in this compartment as goods are placed. The purchasing +card used by the buyer, and on which the order number and all the items +bought appear, is carefully compared with checks, and when checks +representing all goods on this card are received the order is complete +and ready for packing. All goods as received on sorting tables are +opened up, looked over carefully, checked, weighed, measured, colors, +sizes, qualities and quantities critically examined, compared with +description, and particulars given on checks; and if not satisfactory +must be set aside and refused until made O. K. When an order is +complete, the goods and card are taken from this inspecting section and +sent to the express or freight-packing section of the shipping room, +each lot of goods being kept in a separate compartment until packed. +Experienced packers are employed, who again, and finally, compare goods +with bills, and check everything carefully while packing. According to +the nature of the goods, they are wrapped in paper, boxed, baled or +crated, entered up in shipping books according to shipping instructions +on card, and handed over to the different transportation companies as +called for, and cards are filed for reference. + + + + +Goods Sent by Mail, Correspondence, Paying for Goods, Etc. + + +Where goods are ordered to go by mail, checks are made out as before, +but with this usual difference, that buyers retain the top check and +bring the goods with them. Each item as bought is entered by department, +sales number and amount on a shipping and charge sheet. When an order +going by mail is all bought, it is carefully checked by the buyer, +weighed, and the amount of postage determined as near as possible, when +goods and order are handed to shipping clerk, who enters the name and +address on the shipping slip, when all are passed to the mailing +section, where goods are carefully checked, wrapped, weighed, amount of +postage determined, parcels addressed, stamps put on, entered by name, +address and amount of postage in a parcel-mailing book, and placed on +sorting table, after which they are sorted and placed into different +bags by State, Province, or whatever division of parcels the post office +authorities may name, that will facilitate rapid handling and quick +despatch. Should a parcel, when wrapped, require more postage than +customer has allowed money for, it should be laid aside, and the head of +division should determine whether to hold parcel and write for the +additional amount required, omit something from the parcel, or allow the +customer to remit the balance due. Where small amounts are to be +returned to customers, in some cases their particular parcels, as +wrapped, may be left open at one end and placed on a separate table, +where, after checking, a small envelope containing the amount to be +returned may be enclosed in the parcel. These little envelopes may be +prepared in advance and placed in separate divisions, all one-cent +envelopes being in one space, all two-cent envelopes in another, and so +on, so that the work can be done rapidly, and a great saving effected +in postage on letters which otherwise would require to be written in +order to return the balance due. All registered parcels are kept +separate and signed for by the post office authorities. It is easy at +any time, by reference, to find out exactly how a package was addressed, +how much postage was put on the parcel, how much money was enclosed, +whether registered or not, and just what mail it was sent out on. + +All orders, when properly checked, should be passed back to the +book-keepers, who, having made the original entry and credited the cash +when the order was first received and before goods were bought, may now +refer to that order number, name and address again, and charge the +customer with amount of goods sent, amount of postage paid, and cash +returned, or remaining to be returned, thus balancing the account. A +simple index system may be made use of for any debit or credit balances +that may require to be kept. Orders pass on to heads of divisions, who +examine all carefully, sorting out any that may be replied to by form +cards or letters, seeing that all necessary explanations and enquiries +have been submitted, made and signed by those authorized, and that they +are satisfactory, and who dictates all necessary replies. All replies, +when dictated and type-written, are handed back for examination, and, +when correct, are signed and given to cashier, who encloses any balance +to be returned, keeping a record of the same by number and amount, when +the letters are sent to the mailing section, stamped and mailed, and +orders sent to be filed with copy of reply attached. + +The graphophone system of dictating and reproducing is largely made use +of in place of shorthand where the business is large, and is found to +greatly facilitate the handling of correspondence. + +Personal representation of the customers by everyone associated with +the different departments is especially encouraged. The buyer who +visits the departments cannot be compelled to accept anything except +what in her judgment is O. K. She represents the customers absolutely, +stands in their place, and studies their interests at every turn, and +this same personal interest is specially observed by every individual +clerk in whatever relation they may bear to orders or goods passing +through their hands. + +The payment for goods purchased by the mail-order department is +extremely simple. The duplicate checks made out by buyers and given to +salespeople when selecting goods represent so much money, and are sent +to the cash office immediately. They are collected here and sent to the +check office or auditing department daily, where they are all audited. +The total amount of these checks represents the total amount of goods +bought that day, and the mail-order cashier thus hands over the exact +amount required to pay for goods received. As these checks also show +the different departments goods have been purchased from, they are all +sorted out by departments, and each department, therefore, receives +credit for its share of the money. + +Likewise is it easy to know at all times just what percentage of cost +the total mail-order expense is upon the business done. The mail order +expense properly consists of its share of light, heat, power and rental, +sundry expenses, such as stationery, office fixtures, furniture and +wages paid. The wages list, properly divided, should show how much is +paid for buying, book-keeping, type-writing, samples, checking, packing, +etc., and if wages paid in each division week by week and the amount of +business done are compared with any previous week's expenses and +business, the department is promptly made aware of any unnecessary +increased expense, just exactly where that unnecessary increase is, and +the remedy may be applied at once. The catalogue expense may also be +readily arrived at. The total issue costs a certain amount, and +according to the number of pages each department occupies, so in this +proportion may be estimated each one's share in the expense. Each +department manager, knowing what his catalogue space may have cost for a +certain issue, and what amount of business he may have done from that +issue, can estimate exactly what percentage of cost his mail-order +advertising is upon his sales, while the total catalogue expense for any +one issue may be added to the other total mail-order expense for that +time, and the exact percentage of cost may be arrived at upon the total +amount of mail-order business done. Such a system may be adopted and +made actual use of that will point out at once the exact condition of +every part of this business, and provide a safety valve which will +indicate at all times the true profit or loss, and through just what +channel that loss or gain accrues. + + + + +Filing Correspondence. + + +Systems of filing differ, but where the business is large, one of two +methods is largely adopted, that is filing either by number or place. + +When filed by number, the original number stamped on the order is made +use of for filing purposes. + +Where the place file is used, suitable boxes or drawers are arranged in +cases, each box being labelled on the outside indicating its contents. +These drawers are provided with cards on which are printed or written +the different post offices in each State or Province, and arranged for +easy reference. Thus all correspondence coming from any one town is +filed together next its town card, and where the mail from any one town +is large it may be subdivided by an alphabetical index. Thus, to find +Mr. B.'s order from Blank Town reference is first made to the drawer +which contains Blank Town, and under this town, among the Bs, will be +found Mr. B.'s orders. One set of drawers may be made use of for each +month's filing, and, therefore, as many sets of drawers are provided as +will correspond with the number of months letters may be preserved. +Separate files may also be kept (usually alphabetical by name) for +filing letters, such as those where customers have forgotten to give +size, color, or measurements, where they have overlooked enclosing +samples, or any omission or circumstance which may cause customers to be +written to and their orders held for further information, or orders that +may have any balance holding to credit, etc. + +The filing must be very accurately done, as constant reference is made, +and it is of the utmost importance that any correspondence required +shall be found with the greatest despatch. + + + + +Special Orders. + + +A special effort should be made to have the system so arranged that it +will enable the mail-order department, as well as every other department +in connection with the house, to know how many orders are partly bought +and holding for goods which have been ordered that are not in stock, or +that require to be made. The buyer who finds anything asked for on an +order which a department cannot supply at once (and no checks should be +taken unless the order can be filled promptly) should give someone +appointed by each department full particulars of what is required, the +number of the order, name of customer, description, size, or +measurements of goods to be made or procured. When everything is bought, +with these exceptions, the order should be then handed to a special +mail-order clerk, who should note what is lacking to complete the order, +and in a set of special department files (space being provided for each +department) should place the holding order. He should visit the +different departments, ascertaining particulars concerning each order, +find out what efforts are being made to fill the same, and crowd these +orders to completion, where necessary, writing customers explaining any +cause of delay. As each department secures the goods required, the mail +order department should be notified immediately, when the order may be +quickly produced from its department file, check made out and order +completed. It is easy to ascertain at any time through such a system +exactly what goods each department lacks, and direct such efforts as +will provide for the least possible lack of stock and the least possible +delay in executing orders. + + + + +Returned Goods, Exchanges, and Complaints. + + +A separate section should be devoted to returned goods or exchanges. As +goods are received the packages should be examined as to identification, +whom and where from, and entered up alphabetically under the date +received, with all particulars required, and goods placed in suitable +compartments. When letter of explanation is received, goods are easily +located, and both should be given to special exchange clerks, who will +secure the necessary exchange bills and make such new selections as +customers may desire. + +The cause of all goods returned should be thoroughly investigated in +every instance, and where the fault lies with the house, the customer +should be reimbursed for any extra expense incurred; and whatever +department or individual is to blame should be made fully acquainted +with their error, and such steps taken as will prevent a repetition of +it. + +Usually associated with this work is a special section, which should +deal with all letters of complaint. The cause of all complaints should +be fully enquired into and at once. There should be no delay whatever, +but immediate answers insisted upon. Explanations should be complete and +to the entire satisfaction of customers, and any loss through +carelessness or errors made good without reserve. Each department and +their help should be held strictly accountable for any claims which, +upon investigation, show where the responsibility should rest. This +feature of promptly adjusting all differences and satisfying every +reasonable demand leads to continued and increased confidence, and +should, therefore, be given very particular attention. + + + + +Samples. + + +The preparation, selection and sending out of samples should receive the +most careful attention. In some cases requests for samples are +distributed among the different departments and are filled and sent to +the sample department, but this method with progressive houses is +considered slow, and for this reason alone unsatisfactory. + +The improved method is to cut from the piece such lengths of goods as +are required. These are sent to the sample department with width, price +and full particulars, where suitable paper printed in squares, the size +of sample to be sent, are attached. These are sewn by machines driven by +electric power and afterwards cut in proper sizes by electric cutting +knife, prices inserted and placed in partitioned spaces in drawers +arranged in suitable cabinets. As requests for samples are received, +they are filled direct from these drawers, and sent out by the next +mail. Help is employed here who by long experience become familiar with +all classes of sampleable goods, and who are under the direct management +of one who thoroughly understands interpreting the customers' wants, and +who bears no unimportant part to whatever measure of success may result +from the sale of all goods by sample. + + + + +Keeping Employees' Time. + + +This position requires a man of considerable firmness, as he comes in +contact with every employee, and is bound to enforce the discipline of +the house as applied to absentees and lates, regardless of any +partiality or favoritism. He has direct charge of the cloakrooms, and +must see that they are kept neat and clean, and that each individual has +a certain space allotted. He should be on duty early and late, and +should see that every one registers their time in passing in and out. A +record of all employees going out on passes should be kept, and none +should be accepted unless signed by those authorized. He should keep a +record of employees' names and addresses, and have the same checked up +regularly. He should supply wages department and also heads of +departments with a report of all who are absent. Where so many are under +the charge of heads of departments, it is impossible for them to tell +at once who may be absent. The time-keeper should notify them promptly +every morning and noon, and they will thus be enabled to arrange +immediately, so that the work done by absentees is provided for. He +should not allow parcels of any kind to be carried in or out of the +store, nor allow anyone to reenter the store after passing the time desk +in going out, or return to the cloakrooms after passing the time desk +going in. + +As part of the store help must go to dinner at one hour and part at +another, he should regulate it so that those who go out one hour are +back in their departments before others are notified, thus preventing +crowding on stairways and passages. Departments are usually notified by +bells, and each is familiar with its particular signal. Doors should be +closed sharp on the minute, and all lates excluded. No matter what +system for registering time is used, it is easy to determine who is late +or absent, as on coming in all keys or time cards hanging on the time +board are on one side of the time clock, and when the time is registered +they are hung on the opposite side. Those which have not been removed +indicate at once who has not come in. Time cards of any absent, who have +not sent in a reason for absence, should be removed from the time board +and such employees should secure permission from those authorized before +their time can be again marked. Lists of those going on holidays should +be supplied time-keeper, and their cards should also be removed. The +time-keeper should supply the wages department with correct time sheets, +as desired. He should see that employees are orderly in passing in and +out, and permit no loitering in the cloakrooms. A register is usually +placed at the exit door, which should be signed by one appointed for +each department or section of the store when leaving at night, +certifying that all persons have left their department, and that all +windows are secured, blinds down, etc. + + + + +Employing Help. + + +The hiring of help is largely centered in one individual for the entire +store. Departments requiring additional help should notify the +employment office, and give particulars of the kind of help required, +which fact should be noted and filed for reference, a preference being +given former employees seeking reengagement. The hours for engaging help +are usually from 8 to 10 A. M., after which no applications are +considered for that day. All applicants must be treated with courtesy. +Even though no immediate help is required, applicants in many cases are +permitted to fill out application, which should be placed on file for +reference, and a satisfactory applicant may then be notified as soon as +a position is open. All applications should contain, as far as possible, +full particulars concerning applicant. It should show the date of +engagement, name, address, whether married or single, nationality, +church denomination, where previously employed, for how long, and +reasons for leaving. References should be given, who may be communicated +with, and whose replies should be attached to application. Application +blank should show salary agreed upon and for what particular department +employed. Space should be provided for percentage record, and for +transfer from one department to another, for increased salary +recommendations, which are usually signed by heads of departments and +passed by those appointed. They should be at all times a complete and +permanent record of each employee. All help is usually engaged upon the +distinct understanding and agreement that they are privileged to leave +any day, or their services may be dispensed with at any time. A new +employee, when given a time card or key, and the time-keeper has +explained the system of registering time, etc., and allotted cloakroom +space, is conducted to the head of the department or assistant. + + + + +Paying Wages. + + +The system of registering time furnishes accurate information for +estimating wages. The time sheets kept by the time-keeper are here made +use of. The name of each employee under the respective department each +one is attached to, with number, rate of wages per week, number of days +worked, actual wages due, etc., should be entered on the wages sheet. +The total amount of money required on any pay day is given wages office, +each individual's pay is placed in a pay envelope, sealed, numbered and +entered in signature book. Each head of a department, or one appointed, +receives all wages for that department, signing for the same, and sees +that they are distributed and signed for by each individual as received. +The work is done accurately and with despatch, as thousands are by this +method paid their weekly earnings in a very short time. + + + + +Watchmen. + + +Watchmen should report at the store each night, and as soon as the store +is closed examine the leaving register, to see that each department has +signed for everything having been left in perfect order. They should +examine at once all doors and windows, seeing that they are securely +fastened; also all other entrances to building, and all places where +anyone might be concealed. They should report in writing anything +irregular occurring during the night, leaving the same at the office, +and repeat the report until the irregularity has been attended to. A +regular patrol should be made throughout the entire building. An +ingenious system of clock registration is made use of in some cases, +which indicates upon examination in the morning the different stations +each watchman has passed and the exact time of each passing during the +entire night. In the event of fire or any other accident occurring +during the night, such special instructions should be followed as will +meet with the ready response of whatever assistance may be required. + + + + +General Rules for Employees. + + +Rules for employees are in force in all large Department Stores. +Different stores differ in detail of rules, but the application is the +same, all serving to build up the system of government which directs and +controls the entire management. Weekly examinations are held in some +instances, and familiarity with the rules exacted, thus enforcing and +maintaining system and discipline. + +The hours for opening and closing business vary at different seasons of +the year, of which due notice is given. The opening hour is usually 8 +o'clock, at which time all employees are expected to be in their +respective positions, all covers folded and put in proper places, stocks +and counters dusted, and everything made ready for the day's business. + +All employees must enter and leave the store by employees' entrance, +leaving all wraps, hats, rubbers, lunches, etc., in the cloakroom, +which is conveniently arranged for this purpose. + +Upon entering the store in the morning and upon leaving and returning at +noon, and on going out at night, each individual records his or her +time. If for good reason an employee is necessarily delayed, a +permission pass may be obtained to commence work; but if late without a +good reason being given, they cannot commence work until noon, and thus +lose a half day's work and a half day's pay. Attendance to business must +be punctual and regular. Continued lateness and absence would merit +discharge. + +Employees who are absent for any cause must notify the house at once, +either the head of their department or time-keeper, and satisfactory +reasons given for being absent. + +Whenever a change of address is made, employees must report same to +time-keeper at once. + +Employees must never leave the store during business hours (except for +dinner) without a pass signed by the head of the department and +countersigned by one authorized. Blank pass books are usually supplied +heads of departments. These passes should give the names of employees, +their numbers, what departments employed in, date and time of going out, +and must be presented to the time-keeper, who will permit employees to +go to the cloakroom for wraps and pass them out. + +Employees must not leave their departments to go to any other part of +the store without informing the head of the department, or assistant, +and obtaining permission. + +Employees desiring to purchase goods for themselves are expected to do +so during the least busy hours, usually from 8 to 9 A. M. A pass to +purchase must be obtained from the head of the department. This pass is +exchanged for a purchasing card. All employees' purchases must be made +on purchasing card and sent by the regular delivery. If for any reason a +parcel cannot be sent by the regular delivery, and employee is to carry +it home, these parcels must be O. K.'d by the proper party. A numbered +check is given to the employee and a duplicate attached to the parcel. +By presenting this check at the exit door, the package is delivered to +the proper party. Parcels are not allowed to be carried into the store +by employees. The wagons call upon request and deliver packages to the +parcel office, where they may be obtained. + +Employees are to avoid gossiping and not allow their time to be taken up +with friends who desire to visit with them during business hours. Loud +conversation to be avoided. + +Business hours not to be occupied in reading books, papers, letter +writing, needlework, etc. Loafing or wasting time away from departments +not allowed. + +Extravagance and display in dress to be avoided. The use of striking +colors and patterns is objectionable. The costume should be modest and +neat in appearance. + +Employees are expected to be courteous to each other, using the same +dignity, respect, and care in add dressing others that they feel they +are entitled to themselves. + +Should clerks be deserving of censure, it should be done in a +gentlemanly manner, not before other employees or customers, thus +retaining the respect of each other. + +The use of gum or tobacco, eating nuts, fruits, candy, or lunches during +business hours is strongly objected to. Loitering around the outside of +the building, on the corners or at the entrances, expectorating on the +walks and giving the premises an untidy appearance will not be +permitted. Defacing the walls, counters or fixtures, or abusing the +property in any way, means immediate dismissal. + +All employees must learn to obey the orders of those whose authority is +recognized, and be governed by the rules and regulations of the house; +not only because they must, but for their own individual interests, and +the interests of the house in general. Some rules may appear rigid, but +they are deemed necessary, and, therefore, must be obeyed, and the +living up to them is not intended to be a reflection on the self-respect +of any one. + + + + +Mechanical Section. + + +Underneath the selling space in these large stores lies the network of +machinery, all necessary for the prompt and careful adjustment of each +day's work, furnishing the power for heating, lighting, elevator +service, etc. Modern automatic sprinkler system always ready for an +emergency, rendering the property and merchandise as nearly fireproof as +possible, aided by a corps of properly-drilled firemen taken from the +regular employees staff. Pneumatic cash system connecting with every +part of the store selling space; not only utilized for carrying cash, +but also providing the means of ventilation, by using up and discharging +thousands of cubic feet of impure air regularly, and bringing fresh air +into the building constantly. Complete staffs of engineers, carpenters, +painters, etc., are almost constantly employed in looking after +additions, alterations, and repairs, thus keeping the whole building in +perfect condition. All are under the direct management of experts, whose +mechanical skill is utilized to assist in rendering the store service +complete, and whose services are recognised on an equality with those +occupying the most responsible positions in connection with the +business. + + + + +-----------------------------------------------+ + | Transcriber's Note: | + | | + | Typographical errors corrected in the text: | + | | + | Page 21 ever changed to every | + | Page 48 call changed to called | + | Page 85 wont changed to won't | + +-----------------------------------------------+ + + + + + +End of the Project Gutenberg EBook of How Department Stores Are Carried On, by +W. B. Phillips + +*** END OF THIS PROJECT GUTENBERG EBOOK DEPARTMENT STORES *** + +***** This file should be named 31073.txt or 31073.zip ***** +This and all associated files of various formats will be found in: + http://www.gutenberg.org/3/1/0/7/31073/ + +Produced by Charlene Taylor, Barbara Kosker and the Online +Distributed Proofreading Team at http://www.pgdp.net (This +file was produced from images generously made available +by The Internet Archive/Canadian Libraries) + + +Updated editions will replace the previous one--the old editions +will be renamed. + +Creating the works from public domain print editions means that no +one owns a United States copyright in these works, so the Foundation +(and you!) can copy and distribute it in the United States without +permission and without paying copyright royalties. Special rules, +set forth in the General Terms of Use part of this license, apply to +copying and distributing Project Gutenberg-tm electronic works to +protect the PROJECT GUTENBERG-tm concept and trademark. Project +Gutenberg is a registered trademark, and may not be used if you +charge for the eBooks, unless you receive specific permission. If you +do not charge anything for copies of this eBook, complying with the +rules is very easy. You may use this eBook for nearly any purpose +such as creation of derivative works, reports, performances and +research. They may be modified and printed and given away--you may do +practically ANYTHING with public domain eBooks. Redistribution is +subject to the trademark license, especially commercial +redistribution. + + + +*** START: FULL LICENSE *** + +THE FULL PROJECT GUTENBERG LICENSE +PLEASE READ THIS BEFORE YOU DISTRIBUTE OR USE THIS WORK + +To protect the Project Gutenberg-tm mission of promoting the free +distribution of electronic works, by using or distributing this work +(or any other work associated in any way with the phrase "Project +Gutenberg"), you agree to comply with all the terms of the Full Project +Gutenberg-tm License (available with this file or online at +http://gutenberg.org/license). + + +Section 1. General Terms of Use and Redistributing Project Gutenberg-tm +electronic works + +1.A. By reading or using any part of this Project Gutenberg-tm +electronic work, you indicate that you have read, understand, agree to +and accept all the terms of this license and intellectual property +(trademark/copyright) agreement. If you do not agree to abide by all +the terms of this agreement, you must cease using and return or destroy +all copies of Project Gutenberg-tm electronic works in your possession. +If you paid a fee for obtaining a copy of or access to a Project +Gutenberg-tm electronic work and you do not agree to be bound by the +terms of this agreement, you may obtain a refund from the person or +entity to whom you paid the fee as set forth in paragraph 1.E.8. + +1.B. "Project Gutenberg" is a registered trademark. It may only be +used on or associated in any way with an electronic work by people who +agree to be bound by the terms of this agreement. There are a few +things that you can do with most Project Gutenberg-tm electronic works +even without complying with the full terms of this agreement. See +paragraph 1.C below. There are a lot of things you can do with Project +Gutenberg-tm electronic works if you follow the terms of this agreement +and help preserve free future access to Project Gutenberg-tm electronic +works. See paragraph 1.E below. + +1.C. The Project Gutenberg Literary Archive Foundation ("the Foundation" +or PGLAF), owns a compilation copyright in the collection of Project +Gutenberg-tm electronic works. Nearly all the individual works in the +collection are in the public domain in the United States. If an +individual work is in the public domain in the United States and you are +located in the United States, we do not claim a right to prevent you from +copying, distributing, performing, displaying or creating derivative +works based on the work as long as all references to Project Gutenberg +are removed. Of course, we hope that you will support the Project +Gutenberg-tm mission of promoting free access to electronic works by +freely sharing Project Gutenberg-tm works in compliance with the terms of +this agreement for keeping the Project Gutenberg-tm name associated with +the work. You can easily comply with the terms of this agreement by +keeping this work in the same format with its attached full Project +Gutenberg-tm License when you share it without charge with others. + +1.D. The copyright laws of the place where you are located also govern +what you can do with this work. Copyright laws in most countries are in +a constant state of change. If you are outside the United States, check +the laws of your country in addition to the terms of this agreement +before downloading, copying, displaying, performing, distributing or +creating derivative works based on this work or any other Project +Gutenberg-tm work. The Foundation makes no representations concerning +the copyright status of any work in any country outside the United +States. + +1.E. Unless you have removed all references to Project Gutenberg: + +1.E.1. The following sentence, with active links to, or other immediate +access to, the full Project Gutenberg-tm License must appear prominently +whenever any copy of a Project Gutenberg-tm work (any work on which the +phrase "Project Gutenberg" appears, or with which the phrase "Project +Gutenberg" is associated) is accessed, displayed, performed, viewed, +copied or distributed: + +This eBook is for the use of anyone anywhere at no cost and with +almost no restrictions whatsoever. You may copy it, give it away or +re-use it under the terms of the Project Gutenberg License included +with this eBook or online at www.gutenberg.org + +1.E.2. If an individual Project Gutenberg-tm electronic work is derived +from the public domain (does not contain a notice indicating that it is +posted with permission of the copyright holder), the work can be copied +and distributed to anyone in the United States without paying any fees +or charges. If you are redistributing or providing access to a work +with the phrase "Project Gutenberg" associated with or appearing on the +work, you must comply either with the requirements of paragraphs 1.E.1 +through 1.E.7 or obtain permission for the use of the work and the +Project Gutenberg-tm trademark as set forth in paragraphs 1.E.8 or +1.E.9. + +1.E.3. If an individual Project Gutenberg-tm electronic work is posted +with the permission of the copyright holder, your use and distribution +must comply with both paragraphs 1.E.1 through 1.E.7 and any additional +terms imposed by the copyright holder. Additional terms will be linked +to the Project Gutenberg-tm License for all works posted with the +permission of the copyright holder found at the beginning of this work. + +1.E.4. Do not unlink or detach or remove the full Project Gutenberg-tm +License terms from this work, or any files containing a part of this +work or any other work associated with Project Gutenberg-tm. + +1.E.5. Do not copy, display, perform, distribute or redistribute this +electronic work, or any part of this electronic work, without +prominently displaying the sentence set forth in paragraph 1.E.1 with +active links or immediate access to the full terms of the Project +Gutenberg-tm License. + +1.E.6. You may convert to and distribute this work in any binary, +compressed, marked up, nonproprietary or proprietary form, including any +word processing or hypertext form. However, if you provide access to or +distribute copies of a Project Gutenberg-tm work in a format other than +"Plain Vanilla ASCII" or other format used in the official version +posted on the official Project Gutenberg-tm web site (www.gutenberg.org), +you must, at no additional cost, fee or expense to the user, provide a +copy, a means of exporting a copy, or a means of obtaining a copy upon +request, of the work in its original "Plain Vanilla ASCII" or other +form. Any alternate format must include the full Project Gutenberg-tm +License as specified in paragraph 1.E.1. + +1.E.7. Do not charge a fee for access to, viewing, displaying, +performing, copying or distributing any Project Gutenberg-tm works +unless you comply with paragraph 1.E.8 or 1.E.9. + +1.E.8. You may charge a reasonable fee for copies of or providing +access to or distributing Project Gutenberg-tm electronic works provided +that + +- You pay a royalty fee of 20% of the gross profits you derive from + the use of Project Gutenberg-tm works calculated using the method + you already use to calculate your applicable taxes. The fee is + owed to the owner of the Project Gutenberg-tm trademark, but he + has agreed to donate royalties under this paragraph to the + Project Gutenberg Literary Archive Foundation. Royalty payments + must be paid within 60 days following each date on which you + prepare (or are legally required to prepare) your periodic tax + returns. Royalty payments should be clearly marked as such and + sent to the Project Gutenberg Literary Archive Foundation at the + address specified in Section 4, "Information about donations to + the Project Gutenberg Literary Archive Foundation." + +- You provide a full refund of any money paid by a user who notifies + you in writing (or by e-mail) within 30 days of receipt that s/he + does not agree to the terms of the full Project Gutenberg-tm + License. You must require such a user to return or + destroy all copies of the works possessed in a physical medium + and discontinue all use of and all access to other copies of + Project Gutenberg-tm works. + +- You provide, in accordance with paragraph 1.F.3, a full refund of any + money paid for a work or a replacement copy, if a defect in the + electronic work is discovered and reported to you within 90 days + of receipt of the work. + +- You comply with all other terms of this agreement for free + distribution of Project Gutenberg-tm works. + +1.E.9. If you wish to charge a fee or distribute a Project Gutenberg-tm +electronic work or group of works on different terms than are set +forth in this agreement, you must obtain permission in writing from +both the Project Gutenberg Literary Archive Foundation and Michael +Hart, the owner of the Project Gutenberg-tm trademark. Contact the +Foundation as set forth in Section 3 below. + +1.F. + +1.F.1. Project Gutenberg volunteers and employees expend considerable +effort to identify, do copyright research on, transcribe and proofread +public domain works in creating the Project Gutenberg-tm +collection. Despite these efforts, Project Gutenberg-tm electronic +works, and the medium on which they may be stored, may contain +"Defects," such as, but not limited to, incomplete, inaccurate or +corrupt data, transcription errors, a copyright or other intellectual +property infringement, a defective or damaged disk or other medium, a +computer virus, or computer codes that damage or cannot be read by +your equipment. + +1.F.2. LIMITED WARRANTY, DISCLAIMER OF DAMAGES - Except for the "Right +of Replacement or Refund" described in paragraph 1.F.3, the Project +Gutenberg Literary Archive Foundation, the owner of the Project +Gutenberg-tm trademark, and any other party distributing a Project +Gutenberg-tm electronic work under this agreement, disclaim all +liability to you for damages, costs and expenses, including legal +fees. YOU AGREE THAT YOU HAVE NO REMEDIES FOR NEGLIGENCE, STRICT +LIABILITY, BREACH OF WARRANTY OR BREACH OF CONTRACT EXCEPT THOSE +PROVIDED IN PARAGRAPH F3. YOU AGREE THAT THE FOUNDATION, THE +TRADEMARK OWNER, AND ANY DISTRIBUTOR UNDER THIS AGREEMENT WILL NOT BE +LIABLE TO YOU FOR ACTUAL, DIRECT, INDIRECT, CONSEQUENTIAL, PUNITIVE OR +INCIDENTAL DAMAGES EVEN IF YOU GIVE NOTICE OF THE POSSIBILITY OF SUCH +DAMAGE. + +1.F.3. LIMITED RIGHT OF REPLACEMENT OR REFUND - If you discover a +defect in this electronic work within 90 days of receiving it, you can +receive a refund of the money (if any) you paid for it by sending a +written explanation to the person you received the work from. If you +received the work on a physical medium, you must return the medium with +your written explanation. The person or entity that provided you with +the defective work may elect to provide a replacement copy in lieu of a +refund. If you received the work electronically, the person or entity +providing it to you may choose to give you a second opportunity to +receive the work electronically in lieu of a refund. If the second copy +is also defective, you may demand a refund in writing without further +opportunities to fix the problem. + +1.F.4. Except for the limited right of replacement or refund set forth +in paragraph 1.F.3, this work is provided to you 'AS-IS' WITH NO OTHER +WARRANTIES OF ANY KIND, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO +WARRANTIES OF MERCHANTIBILITY OR FITNESS FOR ANY PURPOSE. + +1.F.5. Some states do not allow disclaimers of certain implied +warranties or the exclusion or limitation of certain types of damages. +If any disclaimer or limitation set forth in this agreement violates the +law of the state applicable to this agreement, the agreement shall be +interpreted to make the maximum disclaimer or limitation permitted by +the applicable state law. The invalidity or unenforceability of any +provision of this agreement shall not void the remaining provisions. + +1.F.6. INDEMNITY - You agree to indemnify and hold the Foundation, the +trademark owner, any agent or employee of the Foundation, anyone +providing copies of Project Gutenberg-tm electronic works in accordance +with this agreement, and any volunteers associated with the production, +promotion and distribution of Project Gutenberg-tm electronic works, +harmless from all liability, costs and expenses, including legal fees, +that arise directly or indirectly from any of the following which you do +or cause to occur: (a) distribution of this or any Project Gutenberg-tm +work, (b) alteration, modification, or additions or deletions to any +Project Gutenberg-tm work, and (c) any Defect you cause. + + +Section 2. Information about the Mission of Project Gutenberg-tm + +Project Gutenberg-tm is synonymous with the free distribution of +electronic works in formats readable by the widest variety of computers +including obsolete, old, middle-aged and new computers. It exists +because of the efforts of hundreds of volunteers and donations from +people in all walks of life. + +Volunteers and financial support to provide volunteers with the +assistance they need, are critical to reaching Project Gutenberg-tm's +goals and ensuring that the Project Gutenberg-tm collection will +remain freely available for generations to come. In 2001, the Project +Gutenberg Literary Archive Foundation was created to provide a secure +and permanent future for Project Gutenberg-tm and future generations. +To learn more about the Project Gutenberg Literary Archive Foundation +and how your efforts and donations can help, see Sections 3 and 4 +and the Foundation web page at http://www.pglaf.org. + + +Section 3. Information about the Project Gutenberg Literary Archive +Foundation + +The Project Gutenberg Literary Archive Foundation is a non profit +501(c)(3) educational corporation organized under the laws of the +state of Mississippi and granted tax exempt status by the Internal +Revenue Service. The Foundation's EIN or federal tax identification +number is 64-6221541. Its 501(c)(3) letter is posted at +http://pglaf.org/fundraising. Contributions to the Project Gutenberg +Literary Archive Foundation are tax deductible to the full extent +permitted by U.S. federal laws and your state's laws. + +The Foundation's principal office is located at 4557 Melan Dr. S. +Fairbanks, AK, 99712., but its volunteers and employees are scattered +throughout numerous locations. Its business office is located at +809 North 1500 West, Salt Lake City, UT 84116, (801) 596-1887, email +business@pglaf.org. Email contact links and up to date contact +information can be found at the Foundation's web site and official +page at http://pglaf.org + +For additional contact information: + Dr. Gregory B. Newby + Chief Executive and Director + gbnewby@pglaf.org + + +Section 4. Information about Donations to the Project Gutenberg +Literary Archive Foundation + +Project Gutenberg-tm depends upon and cannot survive without wide +spread public support and donations to carry out its mission of +increasing the number of public domain and licensed works that can be +freely distributed in machine readable form accessible by the widest +array of equipment including outdated equipment. Many small donations +($1 to $5,000) are particularly important to maintaining tax exempt +status with the IRS. + +The Foundation is committed to complying with the laws regulating +charities and charitable donations in all 50 states of the United +States. Compliance requirements are not uniform and it takes a +considerable effort, much paperwork and many fees to meet and keep up +with these requirements. We do not solicit donations in locations +where we have not received written confirmation of compliance. To +SEND DONATIONS or determine the status of compliance for any +particular state visit http://pglaf.org + +While we cannot and do not solicit contributions from states where we +have not met the solicitation requirements, we know of no prohibition +against accepting unsolicited donations from donors in such states who +approach us with offers to donate. + +International donations are gratefully accepted, but we cannot make +any statements concerning tax treatment of donations received from +outside the United States. U.S. laws alone swamp our small staff. + +Please check the Project Gutenberg Web pages for current donation +methods and addresses. Donations are accepted in a number of other +ways including checks, online payments and credit card donations. +To donate, please visit: http://pglaf.org/donate + + +Section 5. General Information About Project Gutenberg-tm electronic +works. + +Professor Michael S. Hart is the originator of the Project Gutenberg-tm +concept of a library of electronic works that could be freely shared +with anyone. For thirty years, he produced and distributed Project +Gutenberg-tm eBooks with only a loose network of volunteer support. + + +Project Gutenberg-tm eBooks are often created from several printed +editions, all of which are confirmed as Public Domain in the U.S. +unless a copyright notice is included. Thus, we do not necessarily +keep eBooks in compliance with any particular paper edition. + + +Most people start at our Web site which has the main PG search facility: + + http://www.gutenberg.org + +This Web site includes information about Project Gutenberg-tm, +including how to make donations to the Project Gutenberg Literary +Archive Foundation, how to help produce our new eBooks, and how to +subscribe to our email newsletter to hear about new eBooks. diff --git a/31073.zip b/31073.zip Binary files differnew file mode 100644 index 0000000..8980883 --- /dev/null +++ b/31073.zip diff --git a/LICENSE.txt b/LICENSE.txt new file mode 100644 index 0000000..6312041 --- /dev/null +++ b/LICENSE.txt @@ -0,0 +1,11 @@ +This eBook, including all associated images, markup, improvements, +metadata, and any other content or labor, has been confirmed to be +in the PUBLIC DOMAIN IN THE UNITED STATES. + +Procedures for determining public domain status are described in +the "Copyright How-To" at https://www.gutenberg.org. + +No investigation has been made concerning possible copyrights in +jurisdictions other than the United States. Anyone seeking to utilize +this eBook outside of the United States should confirm copyright +status under the laws that apply to them. diff --git a/README.md b/README.md new file mode 100644 index 0000000..8b5124c --- /dev/null +++ b/README.md @@ -0,0 +1,2 @@ +Project Gutenberg (https://www.gutenberg.org) public repository for +eBook #31073 (https://www.gutenberg.org/ebooks/31073) |
