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It was at this time, too, that I founded the manufacturing end of my business. In following out my plan to give the people the best line of necessities I could handle at low prices, I studied, in turn, all the articles in common use, and viewed them in the critical light of the customers themselves. In the course of this procedure I reached women's hats and bonnets. But when I tried to find headgear that met the standard of quality and inexpensiveness I had set, I found myself unable to do it.

"Why not make up a lot of hats yourself?" suggested Higgins.

"Done!" I exclaimed, on the instant. That was the beginning of my varied manufacturing industry of to-day.

My panic hats had no silk velvet or aigrettes on them, I assure you, but they made an instant hit. The women had to have hats despite the hard times. And my millinery establishment produced distinctive goods that were far below the usual prices. It was my aim to discover the lowest price for which I could sell them; thus I reversed the policy of many merchants then and now. I can put my finger on establishments that are going broke because they are trying to extract the last dollar from a shy, backward public.

My funds did not permit me to advertise through expensive mediums, so I fell back on spectacularism. I was after the common people, remember, and I went after them hard. I hired two small brass bands, one with a drum-major; I placarded the exterior of my store and draped the building from top to bottom; I flooded my zone with flaming circulars. All through, the theme was opportunity due to the panic. I made capital out of disaster.

Then I conducted some rather lurid advertising at the store itself. I did many spectacular things that centred attention upon me. Once get the attention of Once get the attention of the public, and half the battle is won.

Yet, I would do all these things over again to-day if I found it necessary. To escape bankruptcy and get on the up-grade again, a merchant is justified in any advertising that isn't fraudulent. I have small patience with those cultured gentlemen who sit back and let their establish

ments die because they don't like undignified advertising. Neither do I. It displeases me and rubs my sense of the artistic. I am an art advertiser to-day so far as possible. But I tell you I meant to pull through that panic if I had to turn art into a daub of purple ink with "Broadhurst" written across it in red. written across it in red. I didn't give a whoop for harmony of colors just then. I wanted cash.

One thing I did was to organize a chorus of twenty voices, made up from my store organization; and every morning, exactly when the doors were unlocked, this chorus sang-standing on a platform at the back of the store. The novelty of this was heralded all over New York.

One of the bands played at noon, and again from four to six every day. The other band paraded the streets of my zone for an hour or two in the afternoon, accompanied by advertising announcements.

Then for the children I had a dog and cat show and we had hard work handling the crowds that came to see it. As Christmas approached, many were the holiday selling plans I put through.

Higgins came up one December day to see the fun, and he found it hard to get through the store to my office.

"I've understood from the financial columns of the newspapers that there's absolutely no money in circulation," he observed. "Yet up here in your store, Broadhurst, I see the money pouring over the counters in a thousand rivulets, like a spring freshet."

"That's it, exactly," I ventured. "No. matter how hard the times may be, Hig, there are always a million springs within reach that will flow with real cash if they are skilfully tapped."

"I just saw Pillsbury across the street," said Higgins. "He was watching the crowd over here. His store was nearly empty. That's a fine store of his, too.'

"Yes," I agreed; "Pillsbury & Piper have a splendid establishment. You know, they've branched out a whole lot since they started. Piper didn't like the cheap merchandise; it rubbed him the wrong way to mix with ordinary people. He thought his firm ought to go out after the swells. I used to see a whole string of

carriages lined up there, and one of the last enterprises Pillsbury put through before the panic was to hire a colored man and rig him up in crimson velvet. He wore a waistcoat of corded silk, and his knickerbockers had buckles below his knees. He made quite a hit with the people who came in their equipages. His job was to show his teeth to them, and open the doors of their carriages. But he's got a job now shoveling snow for the city. When the hard times settled down, he suffered from ennui out there on Pillsbury's sidewalk. Now I don't mean to deprecate the rich as customers, Hig. When the time comes I'm going after them myself. But until a fellow gets established, velvet flunkies should be kept off the staff."

that is the sole cause of my present sickness and trouble."

"These are troublesome times," I suggested. "But the worst of the depression is over."

"The ailment of Lombard & Hapgood," he told me, "lies deeper than a panic. It lies in our own organization. So long as I had my health and was able to stay there in the store ten hours a day, things went all right. Every problem, you know, came up to me for a decision. No matter how trifling it was, Lombard had to put his O. K. on it. You know how it was when you were there."

"I remember very well, Mr. Lombard." "Yes, the initiative of the whole force was sifted through me," he continued, "and now we have only an excuse for an

"Why doesn't Pillsbury hire a brass organization. I haven't half a dozen band?" Higgins inquired.

"Because Piper doesn't care for any music except Wagner's so I've heard. Besides, swell customers won't come when a brass band plays. It's only the common people who respond to 'Marching Through Georgia.' That's another advantage of having the great bulk of mankind on your list of customers."

Well, to be brief, Pillsbury & Piper hung on until after Christmas and then they gasped a few times and quit. It was just about this time that the panic showed signs of abating.

In my store, however, the panic had abated weeks earlier. In fact, I had more than twenty thousand dollars on hand; and I didn't have to use it in payment of any promissory note.

I was sitting in my office one afternoon, three years after I started my store at Junction Square, when Phelps Lombard came in. I was shocked at his wasted form.

"You have overworked tremendously," said I. "For twenty years you have carried the weight of your business practically alone. You must take a rest."

I got up and placed a chair for him. "Broadhurst," he said, as I resumed my own seat, "you have hit the situation aptly. What you say is true: I have carried my business practically alone, and

men in the store who are big enough to think and act for themselves. And here I am, mortally ill! For several years I have seen this thing coming, but habit is strong and so long as I kept my health I also kept a tight rein on every little detail, from the stock-rooms down to the delivery department in the basement. Being a czar is all right so long as a man is able to wield the command and make his minions do his will compel them by sheer force of character. But once let his subjects get the upper hand and his army filled with treason, the downfall of his domain cannot long be delayed. When my health first began to fail, I had a tolerably firm grip on things. The store was making a moderate amount of money, despite its force of mediocre thinkers. In some ways, Broadhurst, we have always had good men and women at Lombard & Hapgood's after you came to us, especially. You helped us immensely, yet the things you did for us were largely mechanical-improvements in methods, rather than development of people. But men are hard to get, Broadhurst good human material is amazingly rare."

"It is not especially difficult to get the raw material," said I. "To pick up the finished product, I admit, is one of the most difficult things in merchandising. I have solved the problem by developing the material myself."

"I know it," said Lombard. "I know it full well. I have watched you grow, and I could see how you did it. At first I was surprised when you went along and got bigger and bigger. I had expected to see you repeat the incidents of Lost River. But when you kept on growing, and moved across the Square to this building, and still grew and absorbed more and more of the space you had wisely provided for, I began to study you with close analysis. Then it was that I understood."

Just then Tom Pennypacker entered my private office, not knowing that Lombard was there. He paused when he saw his former employer, and the pity in his eyes was manifest.

"I did not mean to intrude," he apologized, and backed away. But I called him in again.

"Tom," said I, "Mr. Lombard has just been complimenting our organization. Tell us, please, what you consider the real secret of our success here at Junction Square."

Tom Pennypacker was now my general manager, and under him was a force of two hundred clerks. The business had expanded faster than I had dreamed, and was now a semi-department store, though it still carried cheap merchandise to a large extent. We occupied the whole of the ground floor, as well as the basement and parts of two floors above. The panic and depression had helped us, instead of retarding us, because we had carried necessities and had pushed them. And as a far-sighted adviser and keen deducer of coming markets, Tom was especially able.

"Well," said he, answering my query and addressing Lombard, "the chief secret of our success lies in the men back of it. Mr. Broadhurst, you know, is a specialist in the development of an organization. Take Bob Dawes, for instance"

"Another of my men!" groaned Lombard.

"Yes, he worked for you at one time, true enough. Bob is our sales manager now. Mr. Broadhurst believes that a retail business has just as much need of a sales manager as a wholesale house and why not? And I tell you, Mr. Lombard, if ever a man knew how to sell goods,

that man is Dawes. Then there's Jack Gallagher-"

"My advertising man once!" said Lombard.

"It was Gallagher," Tom went on, "who hit on the best schemes of our hardtimes campaign. He got big results. Then there's Joe Ewing

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"Tell Mr. Lombard about old Dan Garrett," I suggested.

"Old Dan," he explained, "was a mechanic who worked around the elevator machinery in the basement. One day he came into the store and showed me a design he had drawn for a cheap sewingmachine. He wanted to know what I thought of it. Well, now, that machine, Mr. Lombard, is one of our big sellers today. We have cut the price of the next cheapest machine more than 40 per cent., and still we are making money on it. I tell you, we want ideas that will make profits for us, and we don't care whether those ideas come from the top of our organization or the bottom."

Tom was in a hurry to get back to his office, so I excused him. For a minute. Lombard was silent, and sat looking out of the window on the busy scenes of Junction Square. Three years had quite transformed the Square into a metropolitan maze. It was surrounded now by modern buildings, and a restless horde of people moved up and down and across it. Trucks, cabs, and private equipages kept two traffic policemen busy.

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Broadhurst," Lombard said, finally, with something of an effort in his voice, "Broadhurst, I've got a proposition to make to you. I'll put it in as few words as possible: I want you to consolidate your business with that of Lombard & Hapgood. I want you to move our store up here to Junction Square, after you have built suitable quarters, and take the whole combined enterprise in charge. I want you to run it you and your organization."

I sat silent overawed for a minute. Quickly my memory traveled back over the years to the day I came to New York the first time. For a few moments I quite lost myself in the events of my coming. It seemed scarcely more than a step into the past when I walked up Broadway

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"Yes," he said, reading my thoughts. "Broadhurst, it would be folly for me to attempt to go on, even were I to regain part of my strength. It would take my whole strength all my old-time vigor. The task of recouping the fortunes of Lombard & Hapgood will be a stupendous one. I know few men in New York whom I should willingly ask to attempt it. You are the one man I believe capable of taking the business and carrying it through. See here, Broadhurst, I have stated the worst of the thing first. I have said that the task of redeeming the business of Lombard & Hapgood would be a stupendous one; now I say that the business, once redeemed, will put you on the road to large wealth and great influence in New York. It will be a task worthy of your mettle. The great trouble, Broadhurst, has been this: my business grew faster than I did.

"When my father established the firm, forty years ago, times were different," he went on, after resting. "There were no very large business houses then, and the problem of developing an organization was scarcely reckoned. For many years my father was able to conduct the store without much executive help, and after I finished college he found in me all the assistance he needed. After his death, I went along in the same way. Thus the store got beyond me, but still I kept on running it alone. I was a good merchant in most respects you know that. But this question of building a business by building the men within it—well, it's a fascinating thing, Broadhurst. If only I were young and well again! But I want the business saved for the sake of the Lombard name. I'll fix it so you can acquire full financial ownership - by degrees. Broadhurst, it is a great opportunity for you! Will you take it?"

I felt a wave of emotion coming over me what man wouldn't to find himself suddenly lifted to such a height! And then the personal regard I felt for Lombard, and my pity for him, came near betraying my temporary weakness. I got up and stood looking out of a window upon the spirited scenes of the Square below me.

Just at that moment a carriage drove up that I knew very well indeed; it was my own. My wife stepped out of it, leading by the hand my daughter, Margaret, two years old.

You know how it is with soldiers in battle. They waver at times, and fain would turn back when they face the enemy's guns. But when the band strikes up its music, they go forward at a quickstep into the jaws of the cannon.

So the sight of my wife and child inspired me on the instant. Turning quickly to Lombard, I answered him:

"I'll do it, and I'll make the business a monument to your memory!"

A few minutes later there came a most terrific hammering on the door, as if a legion of enemies had come to attack us. Lombard and I were getting into the details of the proposed consolidation, and I saw him start up in alarm.

"It's only my girl," I said, smiling. "It's Margaret-my little one! She is the only person who would dare to batter on my door in that fashion."

Then I opened the door and admitted her, with some toy she had used to make the commotion. Behind her came her mother, with apologies for the unseemly intrusion.

"Mr. Lombard," said I, as he got to his feet, "I believe you have met Mrs. Broadhurst before."

"No," he returned; "you are mistaken. I met her a number of times as Miss Starrington, but not since."

"Well," said I, laughing, "I want to tell you a little story. It was Miss Starrington who unwittingly sent me back to New York from Europe - when I was foreign manager for Langenbeck Brothers -and thus made possible the business I now own. I had called on her in Paris and she said things, in a polite way, about men who give up the big opportunities in order

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Of course, there are hard times even now, but I take the slumps and the setbacks with the philosophy of Epictetus. know that so long as I follow the path I blazed years ago for the little business I founded at Junction Square, and keep off the dangerous trail I traveled at Lost River, the Lombard-Broadhurst concern will go on until I step out - and then continue the journey just so long as the men who manage it remain wise, courageous, and honest.

I think I have set down enough of my history. I have told my story in sufficient detail so that men may read whatever secrets I have had. My secrets have been those of management of philo

sophy. I do not know any so-called tricks of the trade by means of which men may succeed. I aim, on the other hand, to eliminate from my store everything that even savors of trickery.

Business, I say, is a philosophy. I refer, of course, to competitive business, and not to monopolies. These latter concerns do not trouble me greatly, however much they upset some people. I have found a wide field outside them, and I believe other men in the generations to come will find opportunities everywhere if they choose to look for them as I looked for my location at Junction Square.

I should like, if I had the time, to tell you something about the men who have grown into my business or graduated out of it. Ah, that is really the fascinating part of it! There is nothing that appeals to one like the intimate history of other men who are traveling on the same rugged path of life's journey.

But I have finished. There is just one man whom I must mention as I closemy old partner, Sanford Higgins. He is the European partner to-day of the Lombard-Broadhurst Corporation. I commend him to you as the type of business man to emulate. He was young when I first introduced him to you; he is older and wiser to-day. In all the land I know of no brighter example of the truth that a man. can come up out of failure.

MAKING FOODS OF CHEMICALS

THE WORK OF PROF. EMIL ABDERHALDEN, WHO HAS MADE A LIFE-SUSTAINING PROTEIN FROM INORGANIC MATTER-THE FIRST PRACTICAL STEP TOWARD FREEING MANKIND FROM DEPENDENCE UPON VEGETABLE SOURCES

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