Music Trade Review

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THE
MUSIC TRADE! REVIEW
REVIEW
EDWARD LYMAN BILL - Editor and Proprietor
J. B. SP1LLANE, Managing Edlfor
Executive and Reportorial Staff:
L. B. BOWEBS,
GKO. B. KELLKH,
W. H. D T K E 8 ,
R. W. SIMMONS,
AUGUST J. TIMPB.
B. BRITTAIN WILSON,
A. J. NICKLIN,
CHICAGO OFFICE:
BOSTON OFFICE:
M. W. HENDERSON, 180 Tremont S t
B. P. VAN HAELINGBN, 156 Wabash Ave.
Room 806,
Room 18.
Telephone, Central 414.
Telephone, Oxford 1288-1.
PHILADELPHIA:
MINNEAPOLIS and ST. PAUL:
ST. LOUIS:
R. W. KAUITMAN,
ADOLF EDSTBN,
CHAS. N. VAN BUREN.
SAN FRANCISCO: S. H. GRAY, 88 First Street.
CINCINNATI, O.:
JACOB W. WALTERS.
BALTIMORE, MD.: A. ROBERT FRENCH.
LONDON, ENGLAND: 69 Baslnghall St., B. C.
W. LIONEL STURDY, Manager.
Published Every Saturday at 1 Madison 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, $3.50 ; all other countries, $4.00.
ADVERTISEMENTS. $2.00 per Inch, single column, per insertion. On quarterly or
yearly contracts a special discount is allowed. Advertising Pages, $60.00; opposite
reading matter, $75.00.
REMITTANCES.in other than currency forms, should be made payable to Edward
Lyman Bill.
An
ClM»flnn
important feature of this publication is a complete sec-
» v t . U W I I « t j o n devoted to the interests of music publishers and dealers.
Exposition Honors Won by The Review
Grand Prim
Paris Exposition, 1900
Stiver Medal. Charleston Exposition, 1902
Diploma..Pan-American Exposition, 1901
Gold Medal.. .St. Louis Exposition, 1904
Gold Medal..... .Lewis-Clark Exposition, 1905.
LONG DISTANCE TELEPHONES-NUMBERS 4677 and 4678 GRAMERCY
Connecting «U Departments.
Cable a d d r e s s : "Elblll. N e w York."
NEW YORK, AUGUST 13, 1910
EDITORIAL
T
HE larger houses in the piano business are gradually taking
on specialists in their advertising departments.
They are doing this because they are realizing that advertising-
is a very important part of the business and it requires just as
careful treatment as any other department.
An advertising manager must know the business of adver-
tising. Tie must understand the printing business. If he has not
actually been a printer, he should be a man who has been in close
touch with the printing business and thus learned all that can be
learned on the outside of a shop. If he has been engaged in news-
paper work so much the better. If he has been a publisher he will
prove still more valuable. He must know all about printing, en-
graving, illustrating and all of the details that enter into the adver-
tising business. He must have a thorough knowledge of news-
papers, trade papers and other media.
He must know by actual experience what forms of advertising
are best suited to produce certain results. He must have had
enough experience, so that he will know how to meet emergencies
and he will not have to make costly experiments in order to find
out what sort of advertising will produce satisfactory results. Such
men are scarce. •
They will be less scarce in the near future because the adver-
tising business is now being studied by quite a large number of men
who will, in the course of time, be equipped to fill the position of
advertising manager. These men are high priced, but they are well
worth what they cost. If it costs $3,000 a year to secure the right
kind of a man, that $3,000 should be cheerfully paid. An adver-
tising man of experience will save double that amount for a con-
cern that does a large amount of advertising.
F
OR concerns not large enough to warrant the exclusive and
entire services of an advertising man, there are specialists
who car; be secured on a part-time basis. Such men will contract
to take entire charge of all your work and thus render services
equally as good as though located permanently in your store. The
fee charged will, of course, vary according to the amount of work
in hand and time required to perform and properly look after it—
such men can be secured from $15 to $20 a week. In this way
the advertising specialist divides his time between three or four
concerns and earns a sum equal to what he would receive were he
located with one house.
In every instance where a firm does not feel "heavy" enough
to carry an advertising man, it is advisable that instead of entrust-
ing the advertising to the ability of the bookkeeper or another
equally incompetent, that the advertising work be let out to a part-
time specialist. The cost will repay itself many times over.
The advertising manager should be a manager in every sense
of the word. The members of the firm should give him their advice
as to what they think ought to be done, but the final decision should
be left with him. If he is not allowed to do as he pleases he cannot
do himself or his employers justice, and the result will be bad.
When an advertising man is placed in charge of the advertising
and then continually hampered with instructions, changing of plans
and having his copy mutilated, his work is nullified.
We have seen sometimes the splendid work of an advertising-
man slashed to pieces by his chief, who knew absolutely nothing
about the science of advertising.
Now, if a man is worth his salt in an advertising position he
should be permitted to work along his own lines, and in the end the
results will prove either the success or failure of his work.
If he proves to be a failure he should be looking for another
job, but it is not right to clip the wings of an advertising man so
that he cannot move about in his special quarters with ease.
M
AXY men consider that it is incumbent upon them to plaster
every available space on the outside of their buildings
with gaudy and much be-lettered signs—to jam their windows
full with their wares, dotted with glaring price announcements and
climax the situation by painting the front of their stores in a ludi-
crous color, and then they wonder why they do not do business.
J
T is unsafe to attempt too much or to divide one's energies so
much that they become weakened.
There is a limit to physical and mental accomplishments.
The man who trys to kill two birds with the one stone often
discovers that it would have paid him better to attack one bird
with a whole handful of stones.
T
HE head of a business will find initiative an invaluable asset
it is true, but his willingness and ability to profit by the
initiative of his employes, pick out of their suggestions that which
is valuable and put it in a form that will insure success is well worth
his while.
E
GOTISM and selfrconceit are the rocks that have wrecked the
ships of many men who have never been broad-minded
enough to see that no man, no matter how experienced or clever,
can know it all.
T
H E trade of the moneyed class is most desirable, but do not
get the name of running a store for one class of customers
unless that class is large enough to supply all the business you want.
A
DOLLAR in the till is worth more than two dollars on the
suspense account, or a dozen dollars in the bankruptcy court.
A good merchant is a good collector.
E
XPANSION is the spirit of modern business.
The man who is satisfied with what he is, later discovers
that he is gradually falling behind.
N
EVER bore callers with tales of your personal tribulations.
Leave it to them to tell the hard luck stories. Be cheerful
as a matter of habit.
B
USINESS without system is like a ship on the ocean without
a compass. No one knows which way it is drifting.