Music Trade Review

Issue: 1914 Vol. 59 N. 23

Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
THE MUSIC TRADE
EDWARD LYMAN BILL - Editor and Proprietor
1
J. B. SPILLANE, Managing Editor
Executive and Reportorlal Stall:
: B. BKITTAIN WILSON,
... \ A. J. NICKLIN,
CARLETON CHACE,
AUGUST J. TIMPE,
L. M. ROBINSON,
W U , B. WHITE,
GLAD HENDBKSON,
L. E. BOWEXS.
,;•'
BOSTON OFFICE
.
CHICAGO OFFICE:
Jamx H. WILSON, IS4 Washington St.
£ J- VAN HARLINGIN Consumers' Building.
_ . . ' , . .-.-
220 So. State Street. Telephone, Wabash 5774.
Telephone, Main 6960.
HENBY S. KINGWILL, Associate,
LONDON, ENGLAND: 1 Gresham Buildings. Basinghall St, E. C.
NEWS SERVICE IS SUPPLIED WEEKLY BY OUR CORRESPONDENTS
LOCATED IN THE LEADING CITIES THROUGHOUT AMERICA.
Published Every Saturday at 373 Fourth Avenue, New York
Entered at the New York Post Office as Second Class Matter.
SUBSCRIPTION (including postage), United States and Mexico, $2.00 per year; Canada,
$8.60; all other countries, $5.00.
ADVERTISEMENTS, $3.50 per inch, single column, per insertion. On quarterly or
yearly contracts, a special discount is allowed. Advertising pages $110.00.
REMITTANCES, In other than currency forms, should be made payable to Edward
Lyman Bill.
Departments conducted by an expert wherein all ques-
technical nature relating to the tuning, regu-
lating and repairing of pianos and player-pianos are
l d v e p d l Illieilto. d e a ] t w i t h > w i n b e f o u n ^ i n a n o t h e r gection of this
paper. We also publish a number of reliable technical works, information concerning which
will be cheerfully given upon request.
tions of a
Exposition Honors Won by The Review
Grand Prix
Diploma
Paris Exposition, 1900
Silver Medal.. .Charleston Exposition, 190*
Pan-American Exposition, 1901
Gold Medal
St. Louts Exposition, 1904
Gold Medal. .Lewis-Clark Exposition, 1905
LONG DISTANCE TELEPHONES—NUMBEBS 5982—5983 MADISON SQ.
Connecting 1 all Departments
Cable address: "Elblll. N«w York."
NEW Y O R K ,
DECEMBER
5, 1914
EDITORIAL
T" HERE have been some very pleasing evidences during the
J- past week of a quickening of activity in both piano and
supply manufacturing departments of the industry, which are as
significant as they are satisfying, and which point to a distinct im-
provement in business conditions throughout the country.
Some manufacturing concerns in the music trade industry in
New York have been working overtime the past week and have
sufficient orders to keep them busy for some considerable time to
come. This gratifying development marks, it is hoped, the inaugu-
ration of a new era of business progress and stability that will be
felt throughout the entire country. It is a time for one and all to
put their shoulders to the wheel and push the business chariot out
of the rut of pessimism into the solid roadway of confidence.
Advices from most of the important commercial centers
; throughout the country indicate a trend toward better conditions
and the small dealer is gaining courage, developing sales and
; placing orders with the manufacturer in a manner that would indi-
cate that buyers for pianos and player-pianos can be secured if they
are properly sought for.
T
HE more liberal policy of the banks of New York toward bor-
rowers under the new Federal Reserve System was indicated
Saturday by the bank statement, which shows an increase of
,$7,941,000 in loans and a decrease in excess reserve of $5,466,340.
I
During the two weeks in which the Federal Bank has been in
i operation in New York there has been a marked decrease in money
! rates. Call loans are now being made at 4*/? per cent, in liberal
i amounts, whereas before the inauguration of the new system 6 per
cent, was the rate. The banks have been liberal purchasers, more-
, over, of commercial paper on a 5 per cent, basis for the best names.
1 and time money is being liberally provided at 5 ^ per cent., with
exceptions at lower rates.
HE used square piano is such a small factor in the trade at the
present time that it is rare indeed to see one offered for sale,
• by a piano house, and when such an instrument is advertised it is
I at a price little in excess of the actual cost of repairs and cartage.
T
REVIEW
As a matter of fact, several concerns have found that it pays them
to distribute old squares taken in exchange at regular intervals
among deserving institutions and individuals. The advertising, gen-
erally free, that is obtained through the newspapers and other
means as the result of such a procedure is worth far more than the
profit that could be realized from the sale of the instrument. Then,.
too, a square piano that is sold at retail is sure to crop up as another
problem later on, when the purchaser is persuaded to buy an up-
right or a player.
Used upright pianos can now be purchased for such a small
amount that the low price of the square proves a selling argument
with very few purchasers. A use for some old squares that is being
generally adopted is to employ them for outdoor advertisements,
and in various sections of the country the dealers have placed old
square pianos in fields and other open places near much traveled
roads, propped up the lid and displayed advertisements with white
paint thereon. If the old square is well coated with heavy paint
before being placed outdoors it will stand a stress of weather for a
surprisingly long time. An old square in a conspicuous position
advertises the business of its owner as the three gilt balls and the
mortar advertise the business of the pawnbroker and druggist, re-
spectively. As a sign the old square is worth many times the ten
or fifteen dollars which would be obtained for it by direct sale and
still leaves a prospect for the sale of a more modern instrument. '
LTHOUGH the closing recently of the piano department of
R. H. Macy & Co. will have little or no effect upon the local
trade, the move is of considerable interest for a number of reasons,
chief among them being the fact that it marks the passing of the
only piano store or department in New York, at least, where in-
struments were sold exclusively for cash. It is practically an ad-
mission that the concern doing a strictly cash business is not in a
position to compete with an entire trade devoted to the instalment
system.
A gentleman connected with the Macy department, in speaking
of its closing, said: "The failure of the department to prove a
paying proposition shows conclusively that it is the element of terms
and not price that figures most prominently in the retail piano busi-
ness. In this department we could offer pianos at less than whole-
sale prices for cash and yet not find a buyer, while pianos of equal
or cheaper grade were being sold for more than 40 per cent, higher
than our price by other stores at terms of $10 a month or less. It
appears that the average buyer belonging to that great majority
who are unable to see the benefits to be derived from paying cash
for a piano does not worry in the slightest about the full cost of
the instrument. He simply wants to know how much it is going
to cost him at the outset and how much he will have to pay each
month."
The experience of the Macy department, as of several of the
large mail order houses, has proved, however, that people in the
small towns and rural districts are more willing to pay cash for
what they buy than city people, the bulk of the Macy sales being
on a mail order plan.
.
.
A
T is hardly conceivable in these days of modern business methods
that piano manufacturers would be guilty of selling instru-
ments at less than the cost of manufacturing them and without
knowing that they were losing money with each sale. Yet a recent
examination in connection with a bankruptcy case has brought out
the fact that such a condition actually existed.
.
It leads one to wonder just how many members of the trade
are in a position to tell exactly how much it costs to make pianos,
how much it costs to market them, and likewise the exact margin
of profit. The mere adding up of the cost of the materials, totals
of wages and rent and other major items does not give any clear
idea of the overhead as well as minor costs. As medium-priced
pianos are made to-day it is the little details that cost. These are
insidious, for these apparently insignificant items do not loom to
any great extent separately, but in the aggregate represent a sur-
prisingly large amount.
It is not the cost of material or the wages of workmen that
should worry the manufacturer, but the cost of doing business and
all that the term implies. Careful and frequent auditing by ex-
perts forms one of the simplest solutions for the problem of ascer-
taining production costs and profits. And the piano manufacturer
I
Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
THE MUSIC TRADE REVIEW
SALES BAITING BY THROW-INS.
(Continued from page 3.)
Just imagine going into Tiffany's and pricing a watch and, after some argument, the salesman
offering to throw in a stickpin or a necktie holder to close the sale! What would your opinion of the
house be, and, most vital of all, what would your idea be of the valuation of the watch?
Go into Altaian's and price a cloak and then have the salesman, as a special inducement, offer you
two or three pieces of lingerie to take the garment! It would disgust you, would it not?
Then, where is the difference in a piano store? If a salesman sets a price on a piano he should try
to establish the correctness of that value in the mind of his caller. The price asked is for the piano, and
anything else thrown in means a cut in price. The w r hole system of throw-ins is just another way of
cutting the price. In other words, it means an elastic valuation placed upon the instrument offered.
It means nothing more or less than that the salesman has no confidence in the instrument which he
offers and is walling to make price concessions.
This publication, probably more than any other in this country, has fought stoutly for years for
price maintenance, and our efforts have brought forth good results.
That is one of the many functions of a trade publication, to make people think and get them out of
their line of beaten thought travel, if you will?
I believe that profits will materially increase when the piano merchants of this country get out of
their heads the thought of using throw-ins as trade arguments. Throw-ins, when offered by a house
have the effect to destroy the salesman's belief in the real value of the instrument which he offers.
The piano business has suffered for years by the introduction of unsound business methods. It
seems that some man will always be inventing some new scheme which he believes will be a sale-closing
force, and his competitor, not to be outdone, will go him one better. And so on, from bad to worse.
Now, there is no reason why we should not abandon a few of the
old business throttling plans of the past and for the New Year let us
remodel our policy of pricing trade-ins and let -us entirely abandon the
plan of introducing throw-ins into our business life!
Cut them out.
who not only wants to believe but wants to know that he is doing
business on the right basis will not trust to his judgment or the
talents of the ordinary bookkeeper, but will secure expert figures
regarding his business.
The investment in expert accounting at intervals is the cheapest
insurance the business man can enjoy, whether he is a piano manu-
facturer or a piano dealer who believes that a safe full of leases
represents the cream of assets..
ESPITE the frequent references to the value of efficiency in
the piano and other industries it is a curb on our perfection
or our pride to know that, according to the philosophic statistician
of a large business house, the proportion of mistakes made every
day in the business world of New York averages twenty-five to
every ioo transactions. This does not mean 25 per cent, of serious
errors, but that one-quarter of the business transactions of New
York show an error targe or small in judgment or action.
The statistician declares that the general managers of all large
concerns make at least one mistake a day in the conduct of their
business affairs. It is true that this one mistake is not so easily de-
tectable as are the mistakes of subordinates. Only the general man-
ager's secretary or confidential stenographer knows about it in most
cases. Yet the mistake is made.
What kind of mistake? Well, one kind is where the general
manager has been informed by his subordinate that a certain mat-
ter must have his yes or no as soon as it can be given. The general
manager may be hurrying away for a week-end or going out to
the golf links on an early train. He will say: "Bring that to my
attention on Monday."
On Monday the matter is brought to his attention again, but
he is just going to lunch with a visitor. He postpones it again.
When he takes it up finally the situation that called for his decision
has changed, and no matter which way he decides a certain oppor-
tunity has been lost.
Of course, the general manager in most cases makes light of
the remissness. Before his subordinate he affects to. believe that it
is just as well that nothing was done because it might have led to
unsatisfactory entanglements. The subordinate knows bettter, but
he doesn't presume to say so. In fact, he would have advised his
D
superior to have come to a decision while the situation could be
saved had he dared. But he knew that such advice would have met
with haughty rebuff.
And it may as well be noted that the same sort of remissness.
on the part of a subordinate would meet with seyerc reprimand
from the general manager. The latter would be likely to tell the
subordinate that such conduct was very reprehensible. But this is
not a recital of the differences between employer and employed.
The mistake statistician figures that 15 per cent, of the daily
mistakes in the business world are in computations. Bookkeepers
are supposed to be exact, yet not a day passes that some absent-
minded man at a ledger is not setting down naughts where there
should be sixes and fives where there should be eights. He is put-
ting trouble in cold storage through the mistake. It will not be dis-
covered perhaps for months, but when it looms up it will have
'become a mountain of error.
There are few lines of business where mistakes do not occur.
We have them on the railroads, in the telegraph world, even
in the banks where they are most quickly ascertainable—in fact,
the men at the head of the concerns make trivial mistakes of routine
every day. In fact, they are part and parcel of humankind, but mis-
takes by the men who direct things seem the more flagrant because
they have so many aids to prevent error.
!
All in all, if the statistician is correct in his computation, the
business world is far from the goal of infallibility that many sup-'
pose it long ago reached. In the case of mistakes made by the big
fdlows in control of things, remember: "To err is human.'' In the
case of mistakes by the small fry in the business world, likewisq
remember: "To err is fatal."
{
f < O ALESMANSHIP is the fundamental thing," says W. R]
v 3 Hotchkin, a recognized expert in this important domain<
who adds: "Many men who contemplate entering into advertising
come to me and ask me what steps to take to prepare themselves
for the business. My advice to all of them has been: 'Learn
salesmanship.' Get a job somewhere selling goods; develop assur-i
ance in yourself and confidence in your ability. Analyze your mer-
chandise so that when a customer comes up to you vou will know
what you are going to talk about."

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