Music Trade Review

Issue: 1917 Vol. 64 N. 6

Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
THE
MUSIC TRADE REVIEW
THE
QUALITIES of leadership
were never better emphasized
than in the SOHMER PIANO of
to-day.
The World Renowned
SOHMER
Sohmer & Co., 315 Fifth Ave., N. Y.
BAUER
—PIANOS
MANUFACTURERS' HEADQUARTERS
3O5 South Wabash Avenue
CHICAGO
T h e PeerleM L
The Quality
-
d
-
Goes in Before the Name Goes On
GEO. P. BENT COMPANY, Chicago
JAMES (BL HOLMSTROM
SHALL GRANDS PLAYER PIANOS
TRANSPOSING
SITsTG T H E I R
OWN PRAISE
Straube Piano Co.
Factory and Offices: HAMMOND, IND.
Display Rooms: 209 S. State St., CHICAGO
Eminent at an art product for over 5&~ fears.
Prices and terms will interest you. Write us.
Office: 23 E. 14th St., N. T. Factory: 305 to 323 E. 132d St., N. Y.
QUALITY SALES
developed through active and con-
sistent promotion of
The Kimball Triumphant VOSE PIANOS
Panama-Pacific Exposition
BOSTON
They have a reputation of over
11
FIFTY YEARS
for superiority in those qualities which
are most essential in a First-class Piano
Sao Francisco
1915
VOSE & SONS PIANO CO
BOSTON, MASS.
Honors
Pianos and Cecilians
insure that lasting friendship between
dealer and customer which results in
a constantly increasing prestige for
Bush & Lane representatives.
BUSH & LANE PIANO COMPANY
HI
II
BUSH & LANE
HOLLAND, MICH.
Kimball Pianos, Player
Pianos, Pipe Organs, Re
Organs, Mnsic Rolls
Entry minute portion of Kimball instruments is a product
of the Kimball Plant. Hence, a guaranty that is reliable
W •
W
1KmK.11 f «
TV. M m O a l l t O
S. W. Cor. W«b«.li Ave.
M
and Jackion Blvd.
ESTABLISHED 1857
1842 /
I HARDMAN, PECK & CO.( Founded\
CHICAGO
Republic Bldg.
Manufacturers of the
HARDMAN PIANO
The Official Piano of the Metropolitan Opera Co.
Owning and Operating the Autotone Co.. makers of the
AUTOTONE « S )
The Hardman Autotone
The Autotone The Plavotone
The Harrington Autotone
The Standard Player-Piano
Owning and Operating E. G. Harrington & Co., Est. 1871, makers of the
HARRINGTON PIANO
(Supreme A mong- Moderately Priced Instruments)
The Hensel Piano
The Standard Piano
MEHLIN
"A LEADER
AMONG
LEADERS"
PAUL Q. MEHLIN & SONS
Faotorf «s:
Main Office and Wareroom:
4_East 43rd Street, NEW YORK
Broadway from 20th to 21st Streets
WEST NEW YORK. N. J.
HADDORFF
CLARENDON PIANOS
Novel and artistic case
designs.
Splendid tonal qualities.
Possess surprising value
apparent to all.
Manufactured by the
HADDORFF PIANO CO.
Rockford, - Illinois
Known the World Over
R. S. HOWARD CO.
PIANOS and
PLAYERS
Wonderful Tone Quality—Best
Materials and Workmanship
Main Offices
Scribner Building, 597 Fifth Ave., N. Y. City
Write us for Catalogue*
CABLE & SONS
Pianos and Player-Pianos
SUPERIOR IN EVERY WAY
iOld Established House. Production Limited t
Quality. Our Players Are Perfected to
the Limit of Invention.
CABLE & SONS, 550 W. 38th St.,
mm
Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
THE
VOL. LXIV. No. 6
Published Every Saturday by Edward Lyman Bill, Inc., at 373 4th Ave., New York, Feb. 10,11917
A National Business Program
A
NATIONAL plan to strengthen business—to locate wasteful methods with something like the certainty
of a chemical test and to supply means for correcting them is proposed by A. W. Shaw, the publisher of
^ System in the February number of that magazine. It is perhaps the most elemental program of busi-
^ ness preparedness yet offered.
By way of preface, Mr. Shaw points out that perhaps the greatest danger to our prosperity after the war is
that we may forget there is any danger.
"If there is one thing more likely than any other to defeat us in the world competition after the war," he
says, "it is this: that in the very nature of the case we are now being reminded constantly of the strong points
in our position, while our three greatest foreign competitors are being reminded constantly of the weakness in
theirs.
• "It should help us to remember," he adds, "that the problem of maintaining our proper place in world trade
after the war, and along with it our prosperity, is at bottom just a problem in ordinary efficiency. If we, as
American business men—individually and collectively—can produce and distribute with as little waste of mate-
rials, man-power and opportunity as our foreign competitors, we shall get on comfortably. If we do not, our in-
terests must sooner or later suffer. We may pile up wealth and gold reserves, establish scientific tariffs, ne-
gotiate the best of commercial treaties, carry on the most vigorous foreign trade propaganda, legalize combina-
tions for exporting—we may do a hundred wise accessory things like these, but unless they are backed up by a
business fundamentally as efficient as that of our competitors, they can give us no lasting security.
"Our prosperity may, probably will, keep going for some time after the war ends, whatever further meas-
ures we take or do not take. But that is neither here nor there. The big fact is that success must eventually
belong to the most efficient."
Mr. Shaw then asserts that Germany, France and the United Kingdom, our chief foreign competitors, have
made more rapid gains in efficiency since the war began than we have. The whole tendency in the belligerent
countries has been toward accomplishing the most at the least cost, while in the United States the flood of easy
orders, large profits and high wages have all spelled a tendency in the opposite direction.
Mr. Shaw's plan is offered as a way to offset these gains on the part of the Europeans.
The plan proposes the addition of four closely related new functions in the Department of Commerce, which
would put it into the relation of every-day helpfulness to business men, corresponding roughly to that which the
Department of Agriculture now holds to farmers.
First, Mr. Shaw says, the Department should find out what it costs to do business in the United States—
what every sort of store or factory is costing its owners and the community, what it is making, what its rate
of turnover is, what interest it has to pay, what percentages of its total receipts go into rent, light, heat, buying
expenses and the like.
' *
The United States has never gathered such statistics. The government does not so much as know the total
number of any of the ordinary kinds of stores in the country, to say nothing of their internal economies.
As the Department found out enough such facts to proceed with, it should, as its second new function, deduce
from them sets of reasonably attainable standards for the various items of expense in the various lines of business.
That is, it should determine—by a comparatively simple technical process-—what percentage of their total in-
come concerns of fair efficiency in any given line spend, on the average, for their various characteristic items
of expense—retail grocery stores, say, for deliveries.
These standard percentages would, of course, serve as clews to points of inefficiency for all concerns in that
particular line. They would be the chemical test.
(Continued on page 5)

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