Little Visits with Great Americans: Anecdotes, Life Lessons and Interviews. Эндрю Карнеги
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business world, and with a wonderful knowledge of human nature. He took common-sense advantage of opportunities that were open to everybody.
Soon after the balloon experience, tally-ho coaching began to be a Philadelphia fad of the very exclusives. Immediately afterward a crack coach was secured, and six large and spirited horses were used instead of four, and Oak Hall employees, dressed in the style of the most ultra coaching set, traversed the country in every direction, scattering advertising matter to the music of the horn. Sometimes they would be a week on a trip. No wonder Oak Hall flourished. It was kept in the very front of the procession all the time.
A little later, in the yachting season, the whole town was attracted and amused by processions and scatterings of men, each wearing a wire body frame that supported a thin staff from which waved a wooden burgee, or pointed flag, reminding them of Oak Hall. Nearly two hundred of these prototypes of the “Sandwich man” were often out at one time.
But it was not only in the quick catching of a novel advertising thought that the new house was making history; in newspaper advertising, it was even further in advance. The statements of store news were crisp and unhackneyed, and the first artistic illustrations ever put into advertisements were used there. So high was the grade of this picture-work that art schools regularly clipped the illustrations as models; and the world-famous Shakespearean scholar, Dr. Horace Howard Furness, treasured the original sketches of “The Seven Ages” as among the most interesting in his unique collection.
As a storekeeper he was just as original. It was the universal rule in those days, in the clothing trade, not to mark the prices plainly on the goods that were for sale. Within rather liberal bounds, the salesman got what he could from the customer. Mr. Wanamaker, after a time, instituted at Oak Hall the plan of “but one price and that plainly marked,”—the beginning of still another revolution in business methods. He saw to it that customers had prompt and careful attention. If a sale was missed, he required a written reason for it from the salesman. There was no haphazard business in that store—nothing of the happy-go-lucky style. Each man must be alert, wide-awake, attentive, or there was no place for him at Oak Hall.
ECONOMICAL WAYS.
And Mr. Wanamaker’s habits of economy were never relaxed. It is told of him that, in the earlier days of Oak Hall, he used to gather up the short pieces of string that came in on parcels, make them into a bunch, and see that they were used when bundles were to be tied. He also had a habit of smoothing out old newspapers, and seeing that they were used as wrappers for such things as did not require a better grade of paper.
A considerable portion of the trade of the new store came from people in the country districts. Mr. Wanamaker had a way of getting close to them and gaining their good will. An old employee of the firm says: “John used to put a lot of chestnuts in his pocket along in the fall and winter, and, when he had one of these countrymen in tow, he’d slip a few of the nuts into the visitor’s hand and both would go munching about the store.” Another salesman of the old house says: “If we saw a man come in chewing gum, we knew it was of no use trying to sell him anything. You see, he was sure to be as green as grass and fully convinced that we were all watching for a chance to cheat him. John said it was all nonsense; that such people came on purpose to buy, and were the easiest people in the world to sell to. And he would prove it. He would chew gum with them, and talk farm or crops or cattle with them. They’d buy of him every time. But none of us could ever get his knack of dealing with countrymen.”
There it is. This young merchant understood human nature. He put his customer at ease. He showed interest in the things that interested the farmer. He was frank and open with him, and just familiar enough not to lose a bit of the respect and deference that superiority commands.
CHRISTIAN PHILANTHROPIST.
Meantime Mr. Wanamaker was interesting himself in Sunday school work, as well as in Christian Association matters. He established a Sunday school in one of the most unpromising of the down-town sections, and there built up the largest school of the kind in the world—with a membership of something like three thousand. This school proved a powerful factor for good.
He was also active in general philanthropic work. He was making his mark on almost every phase of the city’s life. Such activity and forceful good sense are always sure to make their mark.
When the great store was started in 1877 at Thirteenth and Market streets, Mr. Wanamaker announced certain fundamental principles that should mark the course of the enterprise. The one-price thought was continued, of course. But he went far beyond that. He announced that those who bought goods of him were to be satisfied with what they bought, or have their money back.
To the old mercantile houses of the city this seemed like committing business suicide. It was also unheard of that special effort should be made to add to the comfort of visitors, to make them welcome whether they cared to buy or not, to induce them to look upon the store as a meeting-place, a rendezvous, a resting-place—a sort of city home, almost. Yet these things that were thought to forebode so much of disaster to the old generation of merchants, have completely overturned the methods of retailing throughout the United States. That “Wanamaker way” is now almost the universal way.
When asked what he attributed his great success to, Mr. Wanamaker said: “To thinking, toiling, trying and trusting in God.” Surely, his life has been crowded with work. Even now, when wealth and honor have been heaped upon him, he is likely to be the earliest man at the store, and the last to leave at night—just as when a boy at Tower Hall.
HIS ADVICE TO YOUNG MERCHANTS.
He cares little for money, and even less for fame. When I asked him to name the essentials of success, he replied, curtly: “I might write a volume trying to tell you how to succeed. One way is to not be above taking a hint from a master. I don’t care to tell why I succeeded, because I object to talking about myself. It isn’t modest.”
Mr. Wanamaker is epigrammatical at times. I asked him if a man with means but no experience would be safe in embarking in a mercantile business, and he replied, quickly:—
“A man can’t drive a horse who has never seen one. No; a man must have training, must know how to buy and sell; only experience teaches that.”
When I asked him whether the small tradesmen has any “show” to-day against the great department stores, he said:—
“All of the great stores were small at one time. Small stores will keep on developing into big ones. You wouldn’t expect a man to put an iron band around his business in order to prevent expansion, would you? There are, according to statistics, a greater number of prosperous small stores in the city than ever before. What better proof do you want?
“The department store is a natural product, evolved from conditions that exist as a result of fixed trade laws. Executive capacity, combined with command of capital, finds opportunity in these conditions, which are harmonious with the irresistible determination of the producer to meet the consumer directly, and of merchandise to find distribution along the lines of least resistance. Reduced prices stimulate consumption and increased employment, and it is sound opinion that the increased employment created by the department stores goes to women without curtailing that of men. In general it may be stated that large retail stores have shortened the hours of labor, and by systematic discipline have made it lighter. The small store is harder upon the sales-person and clerk. The effects upon the character and capacity of the employees are good. A well-ordered, modern retail store is a means of education in spelling, writing, English language, system and method. Thus it