The Growth of Steero in Popularity Has Been in Large Part Due to the Exploitation of New Uses: Originally a Bouillon Cube, It Now Enjoys Widespread Favor as a Flavoring

Before Steero Bouillon Cubes were introduced in the United States they were a household staple in a number of European countries. Already widely accepted by nations famed for their love of tasty, piquant foods, it was natural to suppose that this country would welcome Steero.

In 1909 the American rights were acquired by the American Kitchen Products Company, and a carefully planned merchandising effort put Steero on dealers’ shelves in many parts of the country. With national distribution assured the American Kitchen Products Company began to advertise in the weeklies and women's magazines. The idea of a tasty 025 26bouillon flavored with beef juices, vegetables and spices, which could be prepared in an instant, soon won the favor of the American housewife.

People made their first purchases of Steero Bouillon Cubes because with them bouillon was easy to prepare. One taste of bouillon made from the cubes showed them that in addition to being easy to prepare, Steero Bouillon was most pleasing to the palate. Thus, while the novelty of quick, easy preparation caused many people to give Steero a trial, it was the delightful, piquant flavor of the bouillon which built up the large volume of repeat sales and soon established Steero Bouillon Cubes as a profitable, quick-selling item for merchants all over the country.

In every Steero advertisement appeared an offer to send free sample cubes. With every sample went a letter telling how to prepare Steero Bouillon and urging the recipient to keep a supply of Steero Cubes always on hand, buying them from local merchants.

Not long after the introduction of Steero Bouillon Cubes is this country housewives discovered that in addition to their use as a delicious bouillon, the cubes, when dissolved in such dishes as soups, stews, omelets, sauces, salads and fish and meat dishes, gave a new, rich flavor to the food. This new use opened an even wider field, and the food-flavoring idea was presented in the advertising. Today, with every sample of Steero Bouillon Cubes and with every package of Steero goes a folder containing recipes of a few of the toothsome dishes whose flavor is enhanced by adding Steero Cubes.

The use of Steero Cubes as a flavoring grew to such proportions that there developed a real need for a Steero Cook Book. Today the Steero Cook Book is one of the most widely used of the cook books published by food manufacturers. The Steero book was very carefully prepared, many of the recipes having been compiled and tested by leading culinary experts. The book is sold for ten cents, and is mentioned in Steero advertising. Every day, the thousands of copies of the Steero Cook Book now in the hands of housewives all over the country are doing missionary work for Steero Bouillon Cubes, helping 026 27to build the constantly increasing sales of this popular product.

Another sales builder is an ingenious wall rack recently devised and supplied to dealers by the American Kitchen Products Company. It is a metal container which holds twelve packages of Steero Cubes. The packages are inserted at the top of the rack and removed at the bottom. Displayed on the dealer's wall, the Steero sales rack is a timely reminder to everyone who enters the store.

The present popularity of Steero Bouillon Cubes is a good example of the results that can be achieved by taking nothing for granted—by mapping out and following a consistently sound plan of merchandising, advertising and trade cooperation.

Philip D. Armour Fared Forth to the Gold Fields of California in the Rush of ‘49—but He Found Gold in Carrying Food-Stuffs to the Tables of All America

Recollections of the early days of the packing industry are recollections of the indomitable power of men as individuals; power such as was an essential part of those pioneers of life and industry in the United States who survived the hardships with which they were constantly beset.

A perusal of the history of Armour and Company recalls the mental vision of the future necessities of the great American republic, which sustained men in those arduous days when personal contact with their endeavors and eternal vigilance were the price success.

For several years from 1849 there was a rush of the more 028 29hardy American spirits from the East to the gold fields of California and into the great Northwest. Among those westward bound was a farmer lad, Philip D. Armour, from New York. He went out with an idea that he, too, would dig gold, but upon arriving in the gold fields he discovered that the surest way to make money was by selling his services, so he builded sluices for those who tried to wash gold from the sand of their diggings, and soon, with a competence in his pocket, he started back, and all the way home the idea of service was germinating in his mind, and it occurred to him that there could be no more valuable service than that of provisioning that great host that was forever marching westward and that lesser host that was forever turning eastward, enriched or disappointed from its quest.

Milwaukee seemed the logical provisioning point at that time—1863—and there it may be said the real beginning of Armour and Company was made in partnership between P.D. Armour and John Plankinton. But Mr. Armour's vision was too broad to be limited by that partnership; his visualized the vast plains of the western plateau and the Mississippi Valley, with their untold possibilities for the production of live stock, and he saw the ever-growing congestion of the cities of the East—and he realized the necessity of one section of the country for the other. It was to help bridge that great gap between the producer and the consumer that Armour and Company itself was founded in 1867 and located in Chicago.

Packing then was a very simple affair, when viewed from the vantage point of today. It was decidedly seasonal and consisted almost exclusively of pork packing. Slaughtering could only be done in the late fall and winter months, when the cold temperature of nature could be used to preserve the products. The season's harvest was slaughtered and packed in huge barrels, in mountainous piles on prairies near where the packing house now stands.

That conserved the agricultural production of the nation to a very great extent and it increased the provisioning possibilities of the consuming centers, which were, year by year, 029 30engaging more briskly in manufacturing. But still that was not enough. Some way must be found to make the business less dependent upon the whims of climate, and spurred on by Mr. Armour, an employee of the company named Joseph Nicholson built, as an experiment, in 1874 a warehouse which was constructed somewhat along the lines of an ice box. It was the first cold-storage house known in the industry, according to the recollection of oldtimers and to available records.

The successful operation at that house led to further experiments and, in 1878, William Davis, of Detroit, patented a refrigerator car which he offered to the packers. Armour and Company bought a limited number of those cars to begin, with the idea of transporting fresh meat from the point of slaughter to the point of consumption. It was with great difficulty that the railway companies were persuaded to carry the cars on their trains, and they absolutely refused to construct similar cars for the use of the packers. The officials of one road, however, were prevailed upon to carry one car to Boston, if it were accompanied by the employees of Armour and Company and if Armour and Company would assume all risk attendant upon the transportation of that carload of meat.

The story of the first trip of that railway car is a romance in itself, not the least of the difficulties encountered being the necessity of cutting the eaves of the car to let it pass through the old Hoosac tunnel. But that one journey proved the practicability of transportation under refrigeration, and the development of the refrigerator car, as it is known today, rapidly followed. Concurrent with that development came artificial refrigeration and then the packing industry, as a 030 31year-around business, became a most important factor in the agricultural and industrial history of the world.

Cattle slaughter began on a widespread scale. The utilization of by-products, which since have come to mean so much to mankind in the alleviation of suffering or in the providing of luxuries, was made possible.

No longer was the producer of live stock in Texas, Kansas, Iowa or Montana, or wherever he was located, dependent upon his local butcher for a market, but rather were the market places of the world laid open to him through the channels of the packing house.

Scientists were engaged, and still are engaged, in efforts to determine the most valuable uses of every particle of every meat animal. Economists are employed to make it possible for the producer of live stock to receive the greatest returns for his material and to make it possible for the consumer to obtain meat at the lowest possible cost, and they all have progressed to the point where the packing industry, with its ally, the live stock industry, is the most valuable industry in the United States. That progress was not made without a fight—grim and stubborn. It has cost the minds of men and it has cost the lives of men. The energy of tens of thousands, even hundreds of thousands, of men have made it seemingly so simple a matter for the machinist in Connecticut, or the millionaire in New York, to order bacon and eggs for his breakfast or steak or chops for dinner. In that progress is included the establishment of hundreds of branch houses of Armour and Company, scattered all over the United States; thousands of refrigerator cars serving them constantly, and a score of plants ceaselessly converting sheep, hogs and cattle into lamb, pork and beef. And back of it all are the minds, and the skill and labor of 60,000 human beings, bending every energy to make the company's service all that producer or consumer could desire.

The Beech-Nut Idea—That Perfect Flavor in Foods Will Find Its Public—Has Expanded a Country-side Venture into a $20,000,000 Nationally Famed Institution

The story of Beech-Nut is a typical romance of American business. It is the story of several country boys in Canajoharie, New York, “all going in together,” to make fine and wholesome foods.

They started with hams; then bacon. The idea of a bacon with distinctive flavor just seemed to come up naturally and grow up naturally. There was a 40-foot barn that looked like a good place to smoke bacon, so these Canajoharie boys started to smoke bacon there. No need to hurry about it. Lots of time. They took pride in their work. So their bacon 032 33was very thoroughly cured and smoked in the old genuine way, and pretty soon the people up and down the valley noticed the difference. Then they couldn't smoke enough of it for the folk that wanted it.

Of course, that marked the beginning of bigger things. But through all Beech-Nut history runs the same spirit of thoroughness, the same loyalty to the idea of flavor. This is natural, for the same Canajoharie people who founded the business are still in control. Bartlett Arkell, one of the original group, is Beech-Nut's “first and only president.”

The company was incorporated in 1891 with a capital of $10,000. It was first known as the Imperial Packing Company, but in 1898 this was superseded by the name “Beech-Nut Packing Company,” which, in Mr. Arkell's opinion, provided a more fitting background of flavor. Meantime, several of the original group withdrew, for, though the products sold readily, the little company met many discouraging setbacks and its market was merely local. In 1900 the sales of the company amounted to $200,000. In 1924 they had increased at least 90 times.

The range of Beech-Nut products is surprisingly wide. Recognizing that there is a public demand for genuine quality in foods, the Beech-Nut motto has been, “Whenever we believe we can make a product better than that product is being made elsewhere, we go ahead and make it.”

So bacon was followed by peanut butter, and peanut butter by jams and jellies. Then came pork and beans, catsup, chili sauce, mustard, spaghetti, macaroni, marmalades, caramels, fruit drops, mints and chewing gum—and now coffee.

Obviously, Beech-Nut flavor is not a specific flavor. Rather, it is a standard of flavor, equally applicable to all this family of foods and confections.

It starts way back with the natural foods. Only the best may pass the Beech-Nut Portals of Vigilance. Only the finest and hardest durum wheat is used in making the various macaroni products. Peanuts are always No. 1 Spanish and Virginia. Beans are No. 1 Michigan or New York State. Only one bacon side out of seven is accepted, on the average. These 033 34standards sufficiently indicate the quality of raw materials used in Beech-Nut products.

After the selection of materials, the next two “ingredients of flavor” are skill and patience. In the case of Beech-Nut Peanut Butter, for instance, the greatest skill is needed to insure a uniform flavor, not only in the blending, but in roasting. Color is the guide in roasting; hence the use of north light to judge the exact moment for discontinuing the roast. Equal care contributes to the drying of macaroni and the coring and skinning of fruits for Beech-Nut Jellies.

Looking backward today, the growth of the Beech-Nut Packing Company is directly traceable to the original idea that perfect flavor in foods will find its public. Faith in this idea, steadfast faith, eventually won the day. When the company was organized it was a pure food pioneer, far out in advance of many of the food-factory laws which are now taken for granted. So, in clinging to its ideals, the struggling young company was risking its very existence. But the same quality of vision which foresaw the present, with Beech-Nut products known in millions of homes from coast to coast and beyond the seas—this same vision was triumphant in its anticipation of governmental requirements in food plants, though far exceeding those requirements in its practice.

The present officers of the Beech-Nut Packing Company, associated with it for so many years, are: Bartlett Arkell, president; F. E. Barbour, vice-president; J. S. Ellithorp, vice-president and treasurer; W. C. Arkell, vice-president and secretary.

A Recipe of Sixty Years Ago Which by Consistent Publicity Has Gained a World-Wide Fame and Favor

The spice recipe that made New England turkey dinner and sausage famous for more than two hundred years. This original recipe we placed on the market nearly sixty years ago. Now it has ceased to be exclusively New England, because it is also a prime favorite with all the incoming peoples—from the Northern countries, British Isles, Norway, Sweden, Russia; from the Mediterranean countries in the south, and all the way between. It combines with the cookery of all nations and lends zest and tang and appetite to dressing for fish, game, meat and poultry.

The William G. Bell Company was founded by Mr. William G. Bell, whose name it bears and who for over fifty years was its general manager and director. Four generations of the Bell family have been employed in the manufacture of Bell's Spiced Seasoning and this has enabled the company to keep 035 36the high standard of the Seasoning through all the passing years.

For forty-six years the company occupied the buildings at 48-54 Commercial Street, Boston, and during that time Mr. Bell witnessed many changes in the surrounding businesses as well as in his own. He was a progressive, energetic man and never hesitated or faltered in putting through a business deal which he felt was right, and the steady growth of Bell's Poultry Seasoning from a few hundred pounds the first year to its present enormous output shows, in a measure, the skill, energy and businesslike qualities of the man.

Mr. Bell was a charter member of the Boston Chamber of Commerce and was the first business man in the market district to use plate glass for his office and display windows, which simply showed another example of his progressiveness. In 1913 the company moved to larger quarters at 19-21 South Market Street.

In 1914, when war was declared in Europe, shipments of the necessary choice herbs and spices from that country were curtailed and finally stopped altogether, but through the foresight of Mr. William G. Bell the company had sufficient stock on hand to carry them through two years, when other arrangements were made to supply the demand. So the sale of the Seasoning is steadily growing and its popularity ever increasing as the years roll by.

In 1870 Mrs. Underwood, the famous cook, served General Butler with dressing flavored with Bell's Spiced Poultry Seasoning, and the General said: “A little more stuffing, please; this is fine, Mrs. Underwood.

Thirty-five years later (1905) we read the following flattering report from Mrs. W. H. Watson, Yokohama, Japan: “I used your dressing for years in America. My mother used it, and she thought, as I do, that there is nothing quite so good. Curnow Company are our best grocers. I do wish you could induce them to buy it.” In 1906 J. Curnow & Co., Ltd., Yokohama, Japan, wrote: “We have secured a supply of your dressing from Seattle and now have it on sale.”

In May, 1911, F. H. Crane, superintendent parlor, sleeping 036 37and dining cars, the New York, New Haven and Hartford Railroad, wrote to Mr. Bell as follows: “In reply to your letter of the 21st inst., I would advise that we have been using Bell's Poultry Seasoning in our dining cars for a long time with good results.”

You will note in what glowing terms the users of Bell's Poultry Seasoning speak of it, whether it be housewife, the chef in the ordinary restaurant or the high-salaried chef in our leading hotels; their opinion is unanimous. In 1912 E. R. Grabow, president E. R. Grabow Company, managers of Hotel Empire, Hotel Tuileries, Boston; Hotel Litchfield and Myrtle Bank Hotel, Jamaica; New Ocean House, Swampscott, Massachusetts, wrote: “We take pleasure in endorsing Bell's Poultry Seasoning, which is the only one we use in all our hotels, and cheerfully recommend it to anyone not using it at the present time.”

The satisfaction that Bell's Spiced Seasoning gives is as true today as it was in 1876, when J. B. Wistar, steward, Grand Central Hotels, New York City, wrote: “I have been overpersuaded to try other makes. In every instance, have been obliged to either return or throw them away and fall back on the old, reliable Bell's Poultry Seasoning.”

During the year 1924 we received over five thousand calls for trial packages of our Poultry Seasoning, which we sent for ten cents, either in stamps or coin, as well as for copies of our recipe book by famous chefs and cooking school teachers. These calls came from all parts of the world, mostly from places where we have never been represented, this being due, in most part, to our national advertising.

Bell's Seasoning has a world-wide reputation, and when once used it is always used. France, Jugo-Slavia, India, Java and China yield their choicest herbs and spices to furnish the ingredients of Bell's Poultry Seasoning, and so pleasing is its flavor that it is used for countless other purposes in addition to the one for which it was originally prepared.

The present home of the company is 189 State Street, Boston, Massachusetts.

New England tradition has always held that Thanksgiving 037 38should mean roast turkeys and plenty of good seasoning. A very old and famous recipe was given to the public in packaged form almost sixty years ago, when Mr. William G. Bell founded the William G. Bell Company for the purpose of promoting the sale of the now famous Poultry Seasoning.

In days gone by, the New England housewife was accustomed to take a pinch of this spice and a pinch of that, and results were not always uniform. Bell's Seasoning contains the finest spices—spices from Java, China and the Far East—all skillfully blended. Naturally, housewives welcomed this article, as it removed all guesswork from their cooking. It made delicious dressing a certainty.

The sale of Bell's Seasoning is now almost universal. Foreign countries buy it and hotels and restaurants everywhere use it in their cooking.

Advertising has played an important part in the success of this concern. A consistent policy of publicity has resulted in the national sale and distribution of Bell's Seasoning.

Persistent Advertising of the “Calumet Kid” in All Kinds of Media Over Thirty-five Years Has Made Calumet Baking Powder One of the Great Nationally Known Brands By WILLIAM SMEDLEY

When W. M. Wright founded the Calumet Baking Power Company—thirty-five years ago—he had in mind certain ideas. The first was to produce a quality baking powder; second, to sell it only at a fair profit, and third, a definite dealer policy involving sales of Calumet only through the retailer and wholesaler—no carrying of water on both shoulders—no private labels—no sales to mail order houses—no sales to peddlers—no “ifs” or “buts,” only a plain, straight-forward, honest policy.

And here's the big thing—every policy has been carried out literally, and no man can work for Calumet who violates, directly or indirectly, these policies.

Mr. Wright has lived to see the fulfillment of his ideals, to see Calumet grow from an idea to a nationally known product, and it is a great satisfaction to the whole organization to know that today the sale of Calumet Baking Powder is two and a half times larger than that of any other baking powder.

Mr. Wright is now enjoying the fruit of his labors and has placed the mantle of authority on the shoulders of his son, Mr. Warren Wright, who, as president of the company, is fulfilling every pledge made for Calumet.

Mr. Warren Wright is known as one of the best sales executives in Chicago, for he believes in teamwork as a producer of business, and the Calumet organization is just one big family, working together to make the business GO—GROW—GLOW.

The real idea behind a can of Calumet is Service—not imaginary, but real sevice—service to the distributor and service to the consumer, plus satisfaction to the user and profit to the seller.

The first factory of the Calumet Company, in 1889, consisted of 400 square feet of floor space. Today there is a big plant on the West Side, a plant at East St. Louis. Ill.; the material plant at Joliet, Ill., covering six acres, with forty-three separate buildings and a floor space of more than a million square feet, and the home plant at Chicago, having a floor space of 160,000 square feet. So much for size.

Mr. K. K. Bell, the vice-president and general manager, is a live wire. He is the head of the Local Loyalty League, very largely supported by the Calumet Company. Its object is to build local communities, town spirit and the “Trade at Home” idea to the inhabitants. If he has any one particular hobby besides making Calumet the world's greatest baking powder, it is his love for children, which is one reason why so much of Calumet's advertising appropriation is spent for “Dolly Cook Books,” “Children's Party Books,” airships, school tablets, puzzles, savings banks, etc. He is far-sighted enough to realize that children are the coming housekeepers and that the child's good-will of today will be a big trade factor in the future.

Calumet has a well-equipped Home Economics Department, under the direct control of Helen Harrington Downing. Here is established a model home kitchen, here the visitors are shown how to economize energy and time. It has proven to be an inspiration to many thousands who visit it yearly. It is open to the public at all times—no frills or red tape to get in. Any grocer can arrange for his customers to visit it, and many do so. Here women's clubs, church societies and cooking classes from high schools and universities come to learn something different about domestic economy.

In May, 1924, Calumet started to broadcast over a new broadcasting station, owned jointly by Calumet and the Rainbow Gardens—WQJ, Chicago. This station broadcasts fine concerts, recipes, household hints, current events and especially emphasizes the “Buy at Home” and “Patronize Your Local Dealer” policy.

Calumet advertising is known all over the land. It is liberal. It is widespread. It is so distributed as to help the local dealer make sales. Calumet uses more newspaper space than any other food manufacturer in the world. This space is used intelligently—daily papers, farm papers, posters, store signs, bulletin boards, etc., for a large portion of the Calumet publicity. Every community gets its share, which means that every dealer “gets his.” The advertising is consistent; it never lets up. People are familiar with the “Calumet Kid,” the trade mark of the company. The circulation of the various mediums carrying the message of Calumet reaches a total of 39,236,231 copies.

The Calumet organization is a human proposition. From president to office boy, the idea prevails that human service is the highest form of self-interest and that the man behind the counter is the company's big responsibility—to help him meet competition, to help him grow, to help him keep trade at home and to create a lasting friendship that will make and hold good-will.

Joel Cheek Once Rode Through the Cumberland Valley with a Spare Shirt in One Side of His Saddlebag and Sales Samples in the Other—and Founded a Great National Business

Back in the ‘70s, a young man rode through the Cumberland Valley, in Kentucky and Tennessee, with a spare shirt in one side of his saddlebag and samples on the other.

Today, a genial, white-haired gentleman of 72, he is active head of a great national business, with plants scattered from coast to coast.

The story of Joel Cheek is one of the real romances of the business world.

And it is far more. It is a romance of the old South. For with all his genius, Joel Cheek could not have succeeded so 068 69greatly had he not been brought up in a land where good things to eat were almost a religion.

Up the Cumberland River, years ago, Joel Cheek travelled on the old side-wheeled steamers. On horseback he rode from village to village, selling coffee for a wholesale house in Nashville.

And all the time he was thinking of the flavors that his fellow Southerners knew and enjoyed—of the wonderful food prepared by their mammy cooks. Was it not possible, by skillful blending, to produce a coffee flavor which could match these achievements?

Here was the task to which he set himself. For years he studied and worked. Between trips he carried home samples of various coffees, blending and roasting them; testing, rejecting; toiling late into the night; always searching for the ideal combination; persevering in spite of countless obstacles.

Finally he perfected it—a coffee blend so rich and mellow that it delighted even the most critical people in that land of good living.

Among the many who soon became enthusiastic over Mr. Cheek's coffee was Mr. Black, manager of the Maxwell House, in Nashville. After a careful trial, he began serving it to his guests. From that time on, no other coffee was ever used by this fine old hotel, and Mr. Cheek named his blend, fittingly, “Maxwell House Coffee.”

Throughout the South the Maxwell House itself became celebrated for its delicious food—and especially for its coffee. Wherever its guests went, they carried with them to their homes the fame of Joel Cheek's blend. And so, when, in association with Mr. J. W. Neal, Mr. Cheek built a large roasting plant in Nashville and began to market his coffee, the product was quick to meet success in the Nashville territory.

As the demand for Maxwell House spread farther west a new plant had to be opened in Houston to supply fresh coffee in the markets of the Southwest. But the Southeast, too, was buying Mr. Cheek's coffee in increasing quantities. And so, in 1910, he erected another plant—at Jacksonville, Fla. Six 069 70year later, to serve a still newer territory, a fourth plant was built in Richmond, Va. Thus the popularity of Maxwell House Coffee was established throughout the entire South.

But Mr. Cheek, believing firmly in the quality of his blend, was confident that Maxwell House Coffee could become a nation-wide drink. In 1921, backing it with a powerful advertising campaign, he introduced Maxwell House into New York, building a roasting plant in Brooklyn. Although the product had to meet tremendous competition it became, within twenty-eight months, the best selling high-grade coffee in the New York market.

In 1924 a Cheek-Neal factory was built in Los Angeles, the sixth link in a nation-wide chain of giant coffee roasting plants. With the opening of this plant, in January, 1925, Maxwell House Coffee became a truly national institution. Possessed of an exceptional flavor and backed by the biggest advertising campaign ever put behind a coffee, it has established itself from coast to coast.

Long ago, Joel Cheek went into business to supply his coffee blend to the people of America. Today, his sons and his associates, J. W. and J. R. Neal, working with him, he still directs personally the great organization that blends and roasts Maxwell House—America's largest selling high-grade coffee.

Forty Years of Priceless Experience Have Made Clicquot Club Ginger Ale Popular from Coast to Coast. Here Is Told the Tale of the Many Trails This Pioneer Beverage Has Blazed

With so much stress being laid these days on health foods and calories and vitamins, the breakfast food for this and the fruit for that, who is going to come out loud and clear for the values in good, pure ginger ale? Yet all of us drink ginger ale. Most of us keep it in the house constantly, or can easily run around the corner to buy a couple of bottles for the impromptu card party. Billions of dollars are spent every year for soft drinks by us weary Americans. Most of this money is spent for ginger ale. More than 12,000 bottlers are making ginger ale for the American public. That means four and a generous fraction for every city and town in the country of 2,500 population.

Yet, with all this enormous consumption, what does the public know about the drinks it spends its pennies for? Who makes them? What are they made of? How are they made?

Naturally, among 12,000 brands of ginger ale there are wide variations in quality and purity. Anyone can buy ginger and sugar and fruit juices, blend them with carbonated water and call the result “ginger ale.” Fortunately, the forty years’ history of one concern making ginger ale is the record of devotion to the aim of improving bottling practices and producing purer, more uniform beverages at a fairer cost. The Clicquot Club Company of Millis, Massachusetts, has held to this purpose consistently throughout its business history, believing that reliable products were a public obligation incurred by every bottler. Perhaps Clicquot Club's position as the world's largest ginger ale makers is the unconscious tribute of the public to so fair an enterprise.

Ginger ale first came to this country under foreign labels about the middle of the last century. It was a luxury of high price and enjoyable only by people of means. When Lansing Millis, a retired Boston railway man, discovered a rather remarkable spring on his farm at East Medway, Massachusetts, he had no reason at all to believe that he had taken the first step toward giving America its most popular beverage in 1925. That was in the early 80's. Ginger ale was still a comparative novelty, but Millis, being somewhat of an epicure, knew and liked this new British beverage. He had a small bottling plant on his farm whose regular work was the bottling of cider. But this new spring gave him an idea, and some experimentation led eventually to a remarkable American ginger ale—“fully as good as the imported”—so good in fact that his friends compared its bubbling clarity with Veuve Cliquot, the queen of French champagnes.

Apparently it is much the same with ginger ales as with the proverbial mouse-trap. The word passed among Millis’ club friends in town and, unsought, almost unwanted, an infant industry soon sat on Lansing Millis’ doorstep—the business of making Clicquot Club Ginger Ale.

It was not long before commercial enterprise began, but, 072 73in 1885, only a few months thereafter, Lansing Millis died and the comparatively negligible assets of The Clicquot Club Company were advertised as for sale. Probably the heirs and assigns of the late Lansing Millis were glad enough to pocket a few thousand dollars for a country spring-house, a small frame building holding a little bottling machinery, and such trademarks, good-will, et cetera as pertained to The Clicquot Club Company. Today the spring, the trade-name and the good-will are worth many millions of dollars—and, while the original frame building is gone, in its place is a sunlit, spotless, modern plant, a third of a mile long, whose latest addition—about 25% of its total capacity—is alone larger than any other complete ginger ale plant in the world.

When H. Earle Kimball assumed control of the Clicquot Club assets he was a boy out of college, but the keen heritage of an old Rhode Island ancestry had given him a judgment of values and an imagination that turned a gentleman farmer's hobby into a great national enterprise. If this were not true, how could he have realized that, next to credit, a young bottler's most important asset is a reliable water source?

The Clicquot water supply, arising from deep within the rock of New England at the head waters of the historic Charles River, was the back-log of Clicquot Club prosperity. This never-failing water source has never wavered in purity, so clear as it comes from the ground as to require no filtration. Yet it is always filtered and tested every thirty days for the sake of perfect safety. Many bottlers attempt to make ginger ales of equal quality from aerated city waters, but although Clicquot Club has been offered the option on the majority of America's most famous spring sites they have stuck to the original source, believing that they could never be quite so sure of the quality of their blend when made with any other water.

It has been the same with sugar, ginger and all the lesser ingredients of Clicquot Club. Its sugar is bought at a premium in barrels to secure absolute purity. Clicquot Club buys none but the pick of the Jamaican ginger crop.

However, it has been admitted that anyone can mix these things that go into ginger ale and not make Clicquot Club. 073 74It is the forty years of priceless experience that make Clicquot Club so uniformly good and popular from coast to coast. If the Clicquot Club policy had been just one of good ingredients, good ginger ales would probably not be made in America today, for in the early days of the Clicquot Club Company beverage extracts were mixed by guess, sanitation was not a science, bottles were charged and capped by hand.

It was Kimball's ambition to give the public a ginger ale as good as ginger ale could be, but at a price that would be fair wherever it was bought. Such an ambition meant volume. Volume meant economical manufacture, which in turn demanded better machinery and better bottling practices.

It is a significant fact that there has been scarcely a single important improvement in the manufacture of carbonated beverages that cannot be traced directly to the Clicquot Club plant at Millis. Clicquot installed the first automatic capping machine. The great modern filling machines in every up-to-date bottler's plant were worked out by engineers who used the Clicquot plant as a laboratory. Clicquot Club has always been the originator of or the first to employ any device or practice that made better ginger ale, if possible at a lower cost to the public.

It goes without saying that publicity had its share in the building of this enormous business. The whimsical Clicquot Eskimo Kid has smiled from millions of magazine and newspaper pages for well nigh twenty years. He beams forth nightly from the largest electric sign in the world in Times Square, New York.

Ginger ale is the principal product of The Clicquot Club Company. Clicquot Club Regular is the same delightful blend that Farmer Millis made over forty years ago. Pale Dry is the subtle, delicate dry ginger ale which commemorates forty years of knowing how to make good drinks. Clicquot Club also makes a delicious Sarsaparilla and a Root and a Birch Beer. And the Clicquot Kid on every bottle is a guarantee of the goodness inside.

The Name and Reputation of Colgate & Co. Are Among the Best and Most Favorably Known of American Enterprises. Here Is the Story from Its Beginning.

An American Institution Selling Soap in Every Civilized Country of the World—1925.

When a smiling grocer fills his customer's order for Octagon Soap or Fab his cash register tingles merrily and the grocer methodically goes on about his business. But behind each sale of Colgate soap there is a story—a story that dates back to the days before the Revolutionary War—a story of hardships, struggles and difficulties which were finally overcome by perseverance, honesty and skill.

On January 25, 1783, a fine baby boy entered the home of Robert Colgate. This baby was christened William, and 078 79in due time was to leave his mark on the Tablet of Time as the founder of the house of Colgate & Company.

In 1798 this same William, at the age of 15, was compelled to jump into the breach to help support his family, which in that year received a crushing blow in the loss by faulty title of their Hartford County, Maryland, farm. This farm represented the family's life savings and the blow came as a bolt of lighting out of the blue sky.

To help his family recover, William secured employment with a Baltimore soapmaker. For two years he stuck to this Baltimore job, learning how to make soap, and we are told was industrious, faithful and highly efficient. Baltimore then, as it still is, was a delightful city in which to live and work, but William Colgate got a notion that New York would offer him a larger opportunity for advancement. So, at the age of 18, he boarded a stage coach for New York. On the morning following his arrival, he presented himself at the offices of John Slidell & Co., 50 Broadway, the largest tallow chandlers of the city, applied for a job, secured one and demonstrated that he was master of his trade.

Young men who are masters of every end of their business are merchants in embryo, and William was no exception. He would build a name, too, with which to conjure and so, in 1806, being then aged 23, struck out for himself. At No. 6 Dutch Street he rented a two-story brick building, in which he installed the necessary manufacturing equipment. Here he modestly began laying the foundation of a business, which for 118 years, from the small beginning there and then made, has been growing apace with the nation and with the fame, prestige and reputation of American industry.

On this first morning of his business career in the summer of 1806 he opened his modest little shop at seven in the morning. He waited anxiously all day for the first customer to arrive. Finally, toward what normally would have been closing time, an elderly gentleman entered, looked curiously around, examined the meagre display of soaps critically and bought a two-pound bar. Thus the beginning of Colgate & Co. and Colgate service.

In 1806, of course, the soap business bore slight resemblance to the great industry today. For more than three-fourths of the soap used in those days was made at home.

William Colgate faced the problem of competing with the prejudice of the ages and the skill of each housewife as a soapmaker. To do this tactfully without hurting the pride of the ladies in their own talent required discretion, imagination and a keen understanding of human nature.

Mr. Colgate faced his task with a will and started making soap by improved methods. He standardized its shape and began making toilet articles that every woman with refined taste and appreciation of merit would instantly sense as superior to the home-made varieties. And so the business grew.

To meet the continually expanding demand he had to enlarge his equipment substantially and soon built the world's biggest kettle, in which he could boil a 45,000-pound batch of soap. Today the Colgate factories have 25 giant kettles, ten with a capacity of 700,000 pounds each and one of them almost 1,000,000 pounds, for making their various soaps.

In 1910 the entire Colgate organization was moved from the original Dutch Street address to Jersey City, only show and sales rooms being retained in New York for the benefit of the trade. Today this Jersey City plant occupies several acres and branch plants have been established in Canada, France, and Jeffersonville, Ind.

Perfumes, toilet articles and soaps made by Colgate & Co. are sold in every civilized country of the world, and the name and reputation of Colgate & Co. today is all that William Colgate would have had it, a true reflection of the high ideals and ideas of its early founder.

What the Salads of the World Owe to the Mustard Fields of Lincolnshire and the Enterprise of Jeremiah Coleman

In 1854 Jeremiah Colman purchased a small windmill not far from the mustard fields of Lincolnshire and the fens of England and began the milling and blending of mustard. This was the beginning of J. and J. Colman, Limited, now the largest mustard business in the world.

The business prospered and before the difficulties of transportation made it necessary to move to a more advantageous location. The city of Norwich, England, was selected because it was in the heart of the finest mustard-growing district in the world. Norwich is today the home of Colman's Mustard.

From manufacturing mustard for the small local markets the business continued to grow until Colman's was the leading 081 82mustard in England. It was then exported first to New Zealand, Australia and South Africa, and later to Canada and the United States. Today Colman's Mustard is sold in every country in the world.

The Carrow Works of J. and J. Colman, Ltd., in Norwich is of tremendous size. The great factories occupy over 32 acres of land and employ well over 3,000 men and women. Four trainloads of Colman's Mustard leave the factories every working day.

The original Jeremiah Colman gradually took into partnership with him three nephews. The family has from the beginning always taken an active part in the direction of the business. Today six of the seven members of the Board of Directors are Colmans.

Not only have the Colmans been connected with the firm since it started but the families of the employees as well. Many of them come of families who have worked for the company for generations.

And for generations, too, the yeoman-farmers of the countryside in Lincolnshire have made mustard raising their life's concern. Today many of them who sell their seed to Colman's come of families who raised and sold Lincolnshire seed to the same firm 120 years ago. They take great pride in the fact that the mustard they raise is the finest in the world.

Colman's Mustard is the careful and scientific blending of the flour of yellow and black mustard seeds. They are first threshed and milled and then separated to remove the outer husks. The yellow and black flour is sifted separately and then accurately blended.

Mustard is very difficult to manufacture because the seed is very small and the flour contains an exceedingly high percentage of oil. It is particularly difficult to manufacture on a small scale because it is hard to keep the quality of the product uniform. Even though made in tremendous quantities, Colman's Mustard is constantly tested to insure its quality. The men who do this testing have had years of experience and are able to keep the mustard absolutely uniform in quality.

While Colman's Mustard is used in every country in the 082 83world, the amounts consumed vary greatly in different countries. It is estimated that the per capita consumption of mustard in the United States is only one-twelfth of that in England and Australia.

The Colman advertising in the United States is now showing the American people how they may use mustard in more ways. The national advertising, on a larger scale than ever before, is featuring tempting salads and other dishes to which Colman's Mustard adds an enlivened flavor.

A comparatively few years ago J. and J. Colman introduced a mustard relish in England called Savora. It at once became popular there, and when taken to the leading countries of Europe there also soon became widely used. In France, especially, the chefs of all the prominent hotels and restaurants find it indispensable in the preparations of many of their famous dishes. Savora is today the favorite relish of the greatest European chefs. Everywhere, too, the familiar Savora bottle appears on the tables and restaurants for patrons to use.

Savora is rapidly developing a world-wide market, side by side with Colman's Mustard. The last link in the chain is the United States, where, even though very recently introduced, it already has become a popular dish.

The Blue Label Line Enables Us to Enjoy All the Year Round at a Reasonable Price Nearly All the Most Popular Products of Farm and Orchard

The history of Curtice Brothers Company is an interesting phase of the story of the canning industry in the United States—an industry which, since its beginning in this country in 1855, has become an economic necessity, with an output last year of over one hundred million cases.

Curtice Brothers Company, with its well-known line of Blue Label Canned Foods, has enjoyed the patronage of the discriminating buying public since 1858.

The main plant is located at Rochester, N. Y., situated in the fertile Genesee Valley, which is recognized generally as producing fruits and vegetables of superior flavor and 087 88quality. This has enabled the company to obtain not only the finest of raw materials but also to put them up in cans and jars the same day they leave the farms and orchards, which preserves to a remarkable degree the fresh flavor and tenderness. This policy has been strictly adhered to in locating the four other plants which make up the Blue Label organization.

The inception of the company is an interesting story. Originally, the two Curtice brothers and their mother ran a grocery store, and one day, through some combination of circumstances, found themselves with a big supply of fresh tomatoes which they could not sell and which at that time, with its absence of refrigeration facilities, promised to be a total loss.

The two Curtice boys, however, had become interested in the then new canning process, and after some experimentation, succeeded in putting up the tomatoes in glass jars. The product so took hold that the grocery business was soon superseded by a growing list of canned vegetables and fruits.

It is an interesting coincidence, too, that the tomato product with which the business was founded is at present in the form of Blue Label Ketchup, the most popular item of a line which now consists of over eighty varieties of canned vegetables, fruits, preserves, syrups and similar food delicacies which enable the consumer to enjoy, all year round at a reasonable cost, the products of the farm and orchard.

Since 1858 many changes and improvements have taken place, of course, in canning methods and equipment, but the original policy of maintaing uniform high quality and home-kitchen care in preparation remains the same.

Blue Label Canned Foods were among the first of the nationally advertised products, and throughout all these years have been kept before the public in magazines and other media.

The present organization is just as thoroughly sold on the importance of advertising, backed up by aggressive sales work, as it realizes that next to producing a quality product these are the two factors which have made Blue Label Foods well and favorably known throughout the United States and in foreign countries as well.

Two Great Forces for Success That Have United to Promote Sales for Fels-Naptha. Here, Written by Doctor Goldbaum, is the Selling Message That Fels-Naptha Has Sent Ringing Across the Country

A generation ago the women of America learned that a new product had been perfected to make their housework easier. A new kind of soap had been invented which was to mark the greatest advance in washing clothes and cleaning the home since lye and fats were first combined for cleansing.

This welcome household aid was the result of combining naptha—that particularly useful dirt loosener—with splendid soap. Taking the name of its maker, in connection with its most distinctive feature, this product was called Fels-Naptha.

Women were quick to appreciate it. They found that where they formerly had to rub, rub, rub to get clothes clean, at the expense of their backs and their fabrics—Fels-Naptha did most of the work by gentle soaking. They saw that the naphtha made the dirt let go without harm to the most delicate fabric, and the soapy water promptly flushed the dirt away, leaving deep, sweet, wholesome cleanliness.

To its extra help is added convenience in using, for Fels-Naptha does its unusual work in water of any temperature. Women accustomed to boiling clothes can continue to do so, for with Fels-Naptha the clothes come clean quicker. They can use Fels-Naptha with cool or lukewarm water, and its extra help is plainly seen and felt.

Thus Fels-Naptha not only makes clothes clean thoroughly and safely, but it does the work easier and quicker. It gives extra washing and cleaning helps that women cannot get in any other form. It is absolutely unique—different from any other soap or any other form of soap. Why shouldn't Fels-Naptha give extra help?

Fels-Naptha is more than soap. It is more than soap naphtha. It is the Fels-Naptha combination of splendid soap and naphtha that enables the Golden Bar to give extra help to many a work-tired mother of homemaker.

Since Fels-Naptha first brought lighter work for house-wives many soaps of one kind or another have come—and many of them have gone, but in all these years, with all the progress that has been made in household arts, millions of housewives throughout America know that nothing can take the place of Fels-Naptha.

This is particularly significant, when you consider the multitude of soaps and soap preparations on the market, each claiming their particular point of merit and clamoring continually for the patronage of the housewife.

Fels-Naptha's extra help is not confined to washing clothes. Wherever soap and water is used for cleaning in the home Fels-Naptha carries its extra help and makes the task of cleaning lighter—from brightening painted woodwork, cleaning bathtubs, taking spots from rugs and draperies to washing 097 98dishes and bringing sunshine cleanliness into every corner of the home.

Always Fels-Naptha's extra help means safe, wholesome cleanliness—more easily and quickly obtained than with just soap in any form.

This extra help of Fels-Naptha is, therefore, the basis of appeal to soap users everywhere. It is the fundamental difference between Fels-Naptha and every other soap. It is Fels-Naptha's distinctive virtue.

There are other good soaps, of course— as far as they go. Fels-Naptha is splendid soap that goes farther—it successfully combines naptha with it. Two useful dirt looseners working together hand-in-hand—instead of alone.

This is the ringing message that goes into the homes of America's homemakers every month through the Delineator-Designer and America's other leading magazines, telling the millions who do not know what the millions who know Fels-Naptha have already found out.

It is giving the housewife a definite reason for making a choice. It is sending the housewives of every community to their dealers to ask definitely for Fels-Naptha by name. It convinces them of Fels-Naptha's extra help and makes them determined to have it.

Of the Modest Little Package That Has Leavened Billions of Loaves of Bread for Millions of Housewives— and Now Is Spreading a New Message of Health to Americans

In 1866 a young man in Vienna named Charles Fleischmann received a letter from his sister in New York, inviting him to come across the ocean to see her married. Young Fleischmann probably didn't think twice before accepting that invitation, for hadn't all the young men heard about the wonders across the sea?

So, Charles Fleischmann came to America. He did not stay long this time; but he liked what he saw so much that he determined to come back—to a home this time, with all his goods and hopes.

Two years later, in 1868, Charles again saw friendly Manhattan. Destiny sent him on; he turned his face westward, 099 100followed the old pioneer route down the Ohio and settled—very permanently—in the good town of Cincinnati.

Charles Fleischmann had an idea. An idea to base his life on. The pioneer spirit that is in all great business men was in him. He would not build railroads, he would not build banks—he would build yeast.

He knew bakers and baking—since childhood he had known them. And in Austria he had especially studied that essential ingredient of bread, the yeast. The bakers themselves made the yeast (or got it from the breweries)—in convenient liquid form—of variable strength—uncertain—unreliable.

Charles Fleischmann determined to make a much better yeast—of uniform freshness, quality and efficiency—in a new convenient form. He determined to cultivate the “wild” yeast strains, improve the little yeast plant by selection until it would be a universally recognized product of quality.

The years have shown how this young man succeeded.

In 1868 he made and sold the first cake of standardized fresh yeast used by an American baker. In 1870 he organized the Gaff-Fleischmann Company, which began operations at Riverside, near Cincinnati. It was an uphill fight at first. Crude hand presses were used. Cooling devices were absolutely unknown; temperatures could not be controlled. It was a far cry to the great testing laboratories, the immense batteries of vats and refrigerators, the big, swift machines of any one of the Fleischmann factories of today.

The first crude yeast plant burned down in 1871. When it was rebuilt cutting machines were installed and the yeast was wrapped in foil, in pound packages for the baker and in smaller cakes for the housewife. Growth was rapid from the beginning. Today there are eleven Fleischmann factories in the United States and Canada. The Peckskill plant is the largest—the largest yeast factory in the world.

In the early ‘80s Mr. Fleischmann took over the Gaff interests and changed the name of the firm to the Fleischmann Company. Charles Fleischmann died in 1897. In 1905 the Fleischmann Company was reorganized with Julius Fleischmann 100 101as president. Julius was succeeded at his death, in 1925, by Joseph Wilshire.

From almost the very beginning the Fleischmann Company has been active in advertising. At first much educational work was necessary. When Fleischmann's Yeast was first marketed, naturally the baker was satisfied with the “slop yeast” he had always used. So, all the way through, the Fleischmann Company determined to sell the idea of better bread. Baking laboratories were installed, experts employed; experimental work in breadmaking was begun. The Fleischmann Company finds it profitable to help the baker without stint.

The first advertising aimed at the consumer was the campaign at the Centennial Exposition in Philadelphia in 1876. Here were staged a number of practical baking demonstrations of Vienna bread and rolls. These were followed by an extensive house-to-house canvass to win the interest of the housewife. Women quickly saw that the new, clean, fresh yeast gave better results, and their demand, both for the yeast and the bread made with it, had much to do with putting the business on its firm basis.

Since this time the Fleischmann Company has been tireless in advocating better bread—and more bread. One of its most ambitious pieces of propaganda has been the familiar Eat more bread” campaigns. Much helpful literature has been broadcast under Fleischmann auspices. And there is that interesting Fleischmann institution, the training school for bakers.

Perhaps the most striking phase of the Fleischmann business is one of recent development—for it is one that has struck the public imagination: Yeast-for-health. Of course, yeast 101 102has been eaten for health for centuries. Physicians have long recognized its value. It is an old corrective for skin troubles. In Europe, especially, it was used also for constipation, stomach disorders and run-down condition. But it is only recently, following notable scientific discoveries and the consequent growth of general popular interest in right eating, that yeast has come into its own as a food.

It was only after the most careful preparation, after long experimentation by scientists and medical men that the Fleischmann Company ventured into the new field. But with a mass of data at hand and medical opinion friendly, it was decided to begin consumer advertising in newspapers and magazines in the spring of 1920. Yeast as a food for health was an overwhelming success from the beginning. Grateful users spread the news. It was this enthusiasm that facilitated the work. Now the experience of those who have eaten yeast is the basis for the advertising copy; the appeal is intensely human; the consumer tells his own story. The four familiar ailments which the product benefits are well-nigh universal; and Fleischmann's Yeast-for-Health has become a household word.

Much of the credit for the success of both Yeast for baking and Yeast-for-Health should go to the Fleischmann distributing service—to the 2,000 men who supply yeast to 300,000 grocers, 30,000 bakers and some thousands of soda fountains and cafeterias—the men whose devotion in time of crisis—storm or flood—has made Fleischmann service famous.

Two other products, Diamalt and Arkady, for the better quality of baker's bread, have been added to the Fleischmann line.

The place that Fleischmann's Yeast has made for itself in American life with the baker, the grocer, the housewife and more recently with the general public is a noteworthy tribute to the power of an idea followed out logically and to the rightness of progressive American business methods.

More Than Half the Citrus Fruit of Florida Is Marketed Through the Florida Citrus Exchange, Which Sells More Than $50,000,000 Worth of Fruit Every Year

The history of the Florida Citrus Exchange is an interesting one, closely related to the development of the industry which the organization serves and intimately connected with the progress of central and south Florida.

Previous to the big freeze of 1895, Florida's citrus industry was chiefly centered in the northern tier of the counties which constitute the present citrus belt. Marion County was probably the largest producer of oranges at that time. Only a negligible quantity of grapefruit was grown.

In the season or two preceding the 1895 freeze, Florida's citrus production approached five million boxes annually. Marketing methods were of a haphazard and unscientific character. As the crop increased, returns to growers became less and less satisfactory. There was much talk overproduction. Grove owners gradually became convinced that they must organize to provide a more orderly system of selling their output.

It was finally decided to form a selling agency that would be controlled by the growers. This was completed at a convention of 300 delegates, representing 3,000 growers, held at Orlando, April 24, 1894. The Florida Fruit and Vegetable Growers Association was the name chosen. Its headquarters were at Ocala, and the active executive officer was Myron E. Gillett. While not strictly cooperative in character, and somewhat crude in its methods judged by present-day standards, this organization was rapidly coming to the front when the freeze happened in 1895 and so reduced citrus production that for several years marketing problems ceased to trouble Florida growers.

Early in the present century production had begun to assume considerable proportions once more. The area of citrus production had been rapidly pushed southward. Grapefruit, as well as oranges, were beginning to be regarded as a commercial crop. Soon Florida's output in citrus reached such volume as to indicate five million boxes or more a year in a short time. Marketing methods had been but slightly improved and remained in a highly disorganized basis, affording growers little protection and failing to provide adequate means for the proper distribution of the increasing yields. The reviving citrus industry was threatened with dissolution, due to the fact it was getting on an unprofitable basis.

Meanwhile, California had entered the citrus field. Marketing difficulties had threatened the citrus industry of that State in a most serious manner. The more aggressive of the growers had got together and, taking their cue from the earlier effort in Florida, decided upon a cooperative organization. There were any number of ups and downs in the movement, 104 105but finally it gained strength and out of it grew the California Fruit Growers Exchange, commonly regarded as the oldest of the seasoned cooperatives. It was the natural thing for Florida growers, confronted by a situation threatening the existence of their business, to look to California for inspiration and example.

Dr. F. W. Inman, of Florence Villa, Polk County, took the lead in the movement to organize Florida growers. Gathering about him a group of like-minded men, he consistently, insistently and persistently advocated the idea of cooperative marketing. Finally he persuaded several dozen of his associates to join him in a trip to California, where weeks were spent in study of the California Fruit Growers Exchange. Returning to Florida, Dr. Inman and his supporters formed the Florida Citrus Exchange, the charter and by-laws closely following the California model.

The Florida Citrus Exchange first got down to business in the shipping season of 1909-10. Dr. Inman had been elected president and M. E. Gillett general manager. A much larger crop of grapefruit and oranges than had ever been produced before had to be moved. The formative steps of the movement had taken more time than was anticipated, and the Florida Citrus Exchange was thrown into active operation really before it was able to perform. Climatic conditions of an abnormal character gave a crop of fruit that was difficult to handle. The net results of the first year's effort were far from pleasing to most growers, and many of them were immediately “off” the Exchange for the future.

Disappointed, but not discouraged, Dr. Inman and most of the leaders of the movement stood by the ship. In the years that followed there were a number of changes made in the management at various times. During the ten years which Dr. J. H. Ross served as president and C. E. Stewart, Jr., as business manager, the Florida Citrus Exchange showed its best growth, increasing its volume from 25 to 35 per cent of the crop and building up a loyal membership.

During the summer of 1924 the Florida Citrus Exchange experienced another reorganization, adding a number of new 105 106members to its ranks and increasing its crop holding to something just a little less than 50 per cent of the total Florida production. Dr. Ross retired as president on the anniversary of his eightieth birthday and was succeeded by L. C. Edwards, prominent grower, who still retains that office.

The membership of the Florida Citrus Exchange now numbers 7,000 cooporative growers, who own and control 123 associated packing houses in every section of Florida's citrus belt. Its headquarters are established at Tampa, from which it operates a well-organized sales department, with paid representatives in every leading citrus fruit market of the country to sell its trade-marked Sealdsweet and other brands of fruit. Its sales business averages nearly $50,000,000 a year.

Florida now markets more than 20,000,000 boxes of citrus fruit a year, and the growers get better prices than they did fifteen years ago, when they produced but five million boxes. The Florida Citrus Exchange has scored many accomplishments in its work of stabilizing that State's fruit industry, though with Florida's production still increasing it still has plenty of work to do in that direction. That Florida growers appreciate the need for cooperative marketing is evidenced by the fact that they are joining the Florida Citrus Exchange in greater numbers each day.

The Story of the Making and Marketing of the Foulds’ Line—Macaroni, Spaghetti, Noodles, Vermicelli and Other Wheat Products and the Famous Kitchen Bouquet

TheFoulds Milling Company was organized in Cincinnati, Ohio, in 1884. The manufacture of macaroni products was started in 1890. The Foulds Milling Company was combined with the National Macaroni Company of Libertyville, Illinois, in 1905. The Foulds plant at Libertyville has been developed and extended until today it is one of the most modern macaroni factories in the United States.

Mr. F. W. Foulds, the founder of the Foulds’ Brand, has often been called by those familiar with the macaroni situation the “Pioneer of the Industry,” as it was through Mr. Foulds ability to foresee the possibilities offered in the American market for quality macaroni plus a sanitary package and 107 108the wonderful health-giving qualities macaroni offer as a food that the Foulds’ Brand became famous.

Back in the ‘80s macaroni was little known to the American housewife. It was principally manufactured and consumed by foreign trade, mostly of Italian origin. The products offered for American consumption were very questionable. Pure food laws were not effective and anyone buying macaroni or spaghetti was liable to get so-called “imported” goods at a high price, with a fancy label, whereas the goods, in many instances, were made in some small factory under most unsanitary conditions in one of our American cities.

These conditions were responsible for the rapid growth of the Foulds’ Brand, which is packed in a sanitary package and advertised as an American food for American people, made under the most sanitary conditions. The advertising slogans first adopted were “Cleanly Made by Americans” and “Flavory, Firm and Tender.” Year after year, the sales of Foulds’ have increased almost without interruption, the market being created through the merit of the goods, progressive merchandising policy and consumer advertising.

Perhaps no feature of the development of the Foulds’ business was more important than the cooperation offered Mr. Foulds by the Department of Agriculture and the cooperation of the Northwest farmer in encouraging the growth of durum wheat, a hard spring wheat introduced into this country some years ago from southern Russia, particularly adapted for the manufacture of macaroni products. This company, for several years, offered a beautiful loving cup to the farmer who raised the best crop of durum wheat.

In 1923 the Foulds Company was formed by the consolidation of the following companies: The Foulds Milling Co., Chicago and Libertyville; Warner Macaroni Co., Syracuse, N.Y.; Woodcock Macaroni Co., Rochester, N.Y.; Palisade Manufacturing Co., manufacturers of Kitchen Bouquet, Hoboken, N.J., and just recently the acquisition of the Cone Company of America, making the well-known Havacone ice cream cone, which gives another product closely allied with the macaroni industry.

The merchandising position on Foulds’ Brand has been continually strengthened. The national advertising campaign has been increased for 1925, and the feature will be color pages in the Delineator and Designer.

After a thorough investigation and research activities, a wonderful cooker has been developed and patented by The Foulds Company. It is a pure aluminum cooker, colander and self-strainer. This utensil is ideal for cooking Macaroni, Spaghetti and Egg Noodles and many vegetables; in fact, any food cooked in boiling water. It cooks without stirring, sticking or burning. When the housewife uses the Foulds’ Cooker there need be no fear of scalded hands while draining hot water in which foods have been cooked. The inner vessel is just lifted and the water completely drains into the outer kettle. The Cooker is not on sale in stores, except by grocers in connection with Foulds’ Macaroni Products. The value is $3.75. The Foulds Company offers it for $1.89 and a sales slip showing that four packages of Foulds’ Macaroni Products have been purchased from a retail grocer.

The Foulds Company also publishes a cook book which gives many attractive recipes for their products. In addition to the regular lines of macaroni goods in packages, such as Long Macaroni, Elbow Macaroni, Spaghetti, Egg Noodles (Broad or Fine), Vermicelli and Alphabets, under the Foulds’ Brand, Canned Spaghetti is also marketed under the brand name of Foulds’ Ready-Cooked Spaghetti.

A special folder is also distributed to housewives in connection with Kitchen Bouquet. This product, which has been on the market for forty years, is a flavoring and coloring for soups, gravies and for use in connection with cooking meats, stews and various food combinations. It is used in hotels and restaurants as well as in the home. Kitchen Bouquet is advertised steadily in most of the leading women's magazines.

In the Foulds’ factory every possible care is exercised to secure cleanliness and perfect sanitation. Our National Food Laws are observed in letter and in spirit and the precautions taken are in advance to any legal requirements.

Semolina, which is the Italian word for cream of wheat, 109 110may vary considerably in its value as raw material from which macaroni is to be made. Realizing this, The Foulds Milling Company years ago gave up the idea of manufacturing their own semolina. It has been conclusively demonstrated that only those semolina mills that are of sufficient size to maintain a competent force of wheat testers and flour analysts are capable of furnishing a uniformly good semolina product throughout the year. These mills study the quality of wheat that has come from each source of supply and store the best wheat, so that throughout the period between wheat crops they are able to keep their semolina up to the high standard of quality demanded by such manufacturers as Foulds'.

The manufacturing process begins with a careful sifting of the semolina to insure absolute cleanliness of the raw material. The semolina is mixed with water and the dough is then dumped from the mixer into a kneader. At the end of the kneading period the dough is formed into macaroni and spaghetti. This is done by forcing the dough, under hydraulic pressure, through a cylinder with a flat circular bronze die or mold at the bottom of the cylinder.

In the process of the development of the Foulds’ Products several methods of drying have been tried and discarded in favor of the Italian method of hanging the macaroni and spaghetti strands on sticks very similar to broom sticks in size and length. Some manufacturers pile the macaroni strands cut to package length on trays. This was formerly done in the Foulds plant, but the stick method of drying fits in better with the manufacture of high quality macaroni, because it is possible to dry the macaroni more uniformly and in straighter form.

Foulds’ modern drying system, which takes forty-eight hours, has been determined by long experience. The relative humidity is properly regulated so that the air which fans over the product has a definite temperature and humidity which automatically changes as moisture is given up from the macaroni to the air. Twelve hours are allowed for the macaroni to cool, and it is then cut into proper lengths for packing in packages. Every package is carefully weighed 110 111and the wrapping and sealing of the packages is done by automatic machinery.

The analysis of Foulds’ Macaroni is as follows:

MOISTURE or water is present in all forms of food. It forms 60% of the weight of the body of the average man, being a component part of all tissues.

PROTEIN is familiar to us in the lean and gristle of meat, the white of eggs and the gluten of wheat. It forms about 18% by weight of the body of the average man. In its several combinations is the most important constituent of our food, as it makes the bone, muscle and other tissues.

FAT is chiefly found in animal foods, as meats, fish, butter, etc. If forms about 15% by weight of the body of an average man.

CARBOHYDRATES include such compounds as starch, different kinds of sugar, the fibre of plants and cellulose. It is found chiefly in vegetable foods, like cereal, grains and potatoes. It forms only a small portion of body tissue—less than 1%. Starches and sugars are important food ingredients, because they form an abundant source of energy and are easily digested. They may be, and often are, transformed into fat in the body.

ASH or MINERAL MATTER, while it yields little or no energy, is indispensable to the body and forms only 5% or 6% of the body. It is chiefly in the bones and teeth, but is present also in the other tissues and in solution in the various other fluids. When food or body material is burned or digested the mineral constituents remain as ash.

The above analysis will serve to illustrate very definitely the high food value of Foulds’ Macaroni—made from durum wheat semolina, which produces a translucent and almost transparent product of a rich golden color that requires no artificial coloring in the manufacturing.

Gilpin, Langdon & Company Began 80 Years Ago in the Wholesale Drug Business—But Today They Sell Their Great Insecticide, Black Flag, Through Jobbers All Across the Country

Three years before this country was engaged in war with Mexico—in 1845—the firm of Gilpin, Langdon & Company had its beginning in a modest little building in Baltimore, Md. In those early days of crinolins and beavers, Bernard Gilpin, grandfather of D. N. Gilpin, founded the wholesale drug business of Gilpin, Bailey & Canby.

The story of Gilpin, Langdon & Company, manufacturers of Black Flag insecticides in powder and liquid forms, is a record of a firm adapting itself to meet business changes.

Primarily, the firm engaged in drug jobbing. Soon it 112 113branched out, manufacturing pharmaceuticals and grinding crude vegetable drugs for percolation.

In this field Gilpin, Langdon & Company were pioneers. It had been customary, prior to that time, for the druggist's apprentice boy to spend his spare minutes laboriously crushing and beating drugs in a large mortar that was the symbol of every pharmacist. Realizing that changes were inevitable, Gilpin, Langdon & Company developed to meet them.

As every pharmacist knows, the same milling operations are not suited for all types of drugs; some kinds are more friable than others, some contain more resin and oil, some are hard and fibrous, while others are easily reduced.

To meet these varied conditions, special milling apparatus was constructed. So successful was Gilpin, Langdon & Company in each step that it took that soon its products were recognized as standard in nearly every pharmaceutical and medical school in the country.

It was during the experiments along these lines that Black Flag was produced. By a new method, chemists for Gilpin, Langdon succeeded in pulverizing insect flowers to a state never before obtained. In short, Pyrethrum—the base of Black Flag products—was rendered impalpable—so fine that it can be used to clog the tiny pores of insects. And as insects breathe through their pores, the result is certain and quick death.

About 1880 it was decided to market this powder on what was then considered an extensive scale. Two problems confronted the manufacturers, the first to find a proper container and the second to have assurance that the insecticidal qualities would not be destroyed with age or exposure. For that reason, glass bottles—a radical departure from the general loose handling—were used. In packing in bottles, Gilpin, Langdon realized they could guarantee Black Flag to reach the consumer in all its original strength.

The result was that Black Flag enjoyed an extensive sale, increasing each year. Other powders, such as Dalmation and Persian Insect, sold in bulk form, continued to lose favor, until today they are rarely heard of.

Prior to the introduction of Black Flag, several changes were made in the firm. Thomas Y. Canby retired in 1864, but the firm name was retained until 1886, at which time H. B. Gilpin and T. P. Langdon were admitted to partnership. Then the name became Gilpin, Langdon and Company. In 1900 Mr. Langdon retired. A year later the business was incorporated, with H. B. Gilpin as president.

Meanwhile, Black Flag sales increased so consistently that it was found advisable to separate the jobbing and manufacturing businesses. The former now operates distinctly, having no connection with Gilpin, Langdon & Company.

In 1912 Mr. D. N. Gilpin became active in the organization. The words “Insect Powder” were dropped from the name of the product, and extensive advertising campaigns were planned and executed.

But meantime certain changes were taking place in the retail drug business which affected the manufacturer. There was an ever-growing tendency on the part of pharmacists to save themselves labor and apparatus by purchasing mixtures, fluid extracts and syrups ready prepared.

Gilpin, Langdon & Company adjusted itself to this condition gradually. With the enactment of the national prohibition law, the drug business received its most telling blow. Governmental regulation surrounding the purchase and use of alcohol wrought decided changes in the business, each of which affected the manufacturer.

Gilpin, Langdon & Company accordingly discontinued the ground drug business in July, 1922. The elimination, however, brought increased ability to concentrate on Black Flag. In 1924 Liquid Black Flag was introduced and a special building and equipment built for its production.

Gilpin, Langdon & Company distributes its products through jobbers in the drug, grocery and hardware lines, not selling direct except to chain stores operating more than ten units. It maintains resident salesmen in the larger and more strategical cities of the country. Recently it extended its business into the Southwest and West Coast, with sales agents in Texas for the former and California for the latter.

Of Two Little Lighteners of Toil Who Have Spread Ease into Millions of Kitchens—and of Fairy Soap, Which Has Brightened Still Others.

In 1868 Nathaniel K. Fairbank, the founder of N. K. Fairbank & Co., was interested in refining lard at Chicago. Later he manufactured lard compound and Cottolene.

Eighteen years later the company began to manufacture Gold Dust Washing Powder, which has steadily grown in popularity until today it is the best-known product of its kind in the world.

The original trade-mark design, showing two little negroes sitting in a tub of water, was intended for use on a laundry soap wrapper, but when the washing powder was placed on the market the design was associated with the name Gold 115 116Dust. A little later on, the design was changed to the one now in use, showing the little fellows sitting on a pile of gold coins.

After about 20 years, the twins were put “into action” in must of the advertising, and their vigorous efforts and cunning antics doing cleaning stunts soon endeared these little chaps to the general public. And today the pair of radio artists known as the Gold Dust Twins, whose entertainment is broadcast every Tuesday evening from Station WEAF, are popularly referred to by radio fans as “Goldy” and “Dusty”.

It may be of interest to note that when the advertising policy was changed to feature uses of Gold Dust, illustrated by utensils sparkling with cleanliness, sales steadily increased, and while the Twins are never omitted from any illustration they are now shown only incidentally.

Gold Dust may be considered practically a staple grocery item, and it doubtless has a distribution of as nearly 100% as any article in the trade. There is scarcely a hamlet in the country where Gold Dust cannot be found, and the claim of “more uses and more users than any other soap powder on earth” is fully justified.

The sale of Gold Dust is not confined to grocery stores alone, but to delicatessens, paint and hardware stores, etc., and large quantities are bought by mills and garages for the use of their workers for cleaning the grease and dirt from their hands. The first mission of Gold Dust is to dissolve grease, and it lightens housework all the year round, hence it has a steady demand, but spring cleaning time is the period of top sales. The slogan “Let the Gold Dust Twins Do Your Work” is probably known to more people than any other advertising slogan in the country.

A new Gold Dust product has been placed on the market in the past year—Gold Dust Scouring Powder. This was done in response to continued requests for Gold Dust in a shaker-top can. The company went a step further and added a scouring ingredient. This new “sudsy” Scouring Powder is “different” and is rapidly making and holding new friends.

Fairy Soap, also an old Fairbank brand, has been on the market for forty years, and here again the happy selection of a trade mark, the little Fairy girl sitting on a cake of soap, and the phrase, “Have You a Little Fairy in Your Home?” have helped to pave its way to popularity.

The high grade of ingredients—all of a quality known as “edible”—and the handy shape of the oval cake created a demand for this popular-priced soap which has grown substantially with the years. Here again, in response to numerous requests from those who preferred the generous oval cake for path use but who wanted a smaller size for toilet use, a dainty new cake is now available for the washstand at the small price of five cents a cake.

Where, in former years, the business of the Fairbanks Company included both edible and soap products, when the company was reorganized, something over a year ago, under the new name—Gold Dust Corporation—the manufacture of salad and cooking oils and shortening was discontinued and efforts have been confined to soap products alone. Various brands of laundry soap also are manufactured for domestic and export trade.

The advertising appropriations of the company have always been substantial, and for many years they have been numbered among national advertisers, spending in the neighborhood of a million dollars a year.

A Tradition of Quality in Gulden Products Has Been Handed Down Through a Single Family Over the Span of Three Generations

The history of Gulden's Mustard is the story of a business which has been continuously in the hands of one family since its founding, many years ago. There has been a personal pride in maintaining a standard of quality and excellence which has not been confined merely to the commercial, dollar-and-cents viewpoint. Probably this has been the outstanding reason for the leadership in the mustard field which Gulden has held for more than half a century.

The business was establihed in 1864 by Mr. Charles Gulden. His son, Mr. Frank Gulden, is now at the head of the company. The Gulden plant has been located at the same place since 1883. At this location, 46-48-50-52 Elizabeth 124 125Street, New York City, it occupies four entire buildings. Here you will find the latest machinery, giant tanks, store-rooms filled with hundreds of sacks of mustard seeds, hundreds of employees—everything needed to insure a product whose flavor and purity will never vary.

If any one word can sum up the impression that the Gulden factory makes upon a visitor it is “cleanliness.” This is the keynote of the entire establishment. An innumerable quantity of mustard seeds are cleaned and ground. Raw materials are constantly being received—box after box of finished products is shipped. Hundreds of operations are necessary, employees go about their various tasks, etc. Yet it would be difficult to find a private home that could surpass the Gulden factory in its atmosphere and condition of cleanliness. One little fact illustrates this. Not a single week passes without the four buildings being thoroughly cleansed and washed from roof to cellar several times.

To persons unacquainted with its history, or the far-flung corners of the world whence its ingredients come, a bottle of mustard may be a commonplace object. But it has a romance and an interesting story. The little mustard seed is a veritable storehouse of benevolent properties. Unlike pepper, mustard does not irritate the stomach or intestines. On the contrary, the tongue and olfactory nerves react vigorously to it, and the stomach gives it welcome.

But, as is the case with a great many articles of food, there is a big difference in the quality of different grades or varieties of mustard seeds. So the greatest care is taken by the makers of Gulden's Mustard to obtain only the seeds which have the finest flavor. The seeds that go into Gulden's Mustard are carefully selected, coming from England, Italy and Southern California, where the cultivation of mustard seeds is given special attention and where soil and growing conditions are particularly favorable.

After the divers varieties of mustard seeds have been received at the Gulden factory, they are stored away in dry, airy warehouse floors, there to age and mature under the most favorable conditions. Before these seeds are used, they are thoroughly 125 126

Mr. Charles Gulden Founder of Gulden's Mustard

The various kinds of mustard seeds and spices are mixed according to the secret Gulden formula by expert blenders. Many of these blenders have been in the Gulden employ for a number of years and have great skill. The vinegar which is added to improve the flavor has been aged and mellowed for seven years. The mixture is ground to a smooth, velvety texture by a revolving stone.

In the last operation, on their way to the grocers’ shelves, Gulden's Mustard passes through hard rubber pipes (not metal) to the filling machines and is placed in clean, sanitary bottles. The capping machine attaches the airtight caps. Endless belts then carry the finished product past white-clad girls, who place the bottles in the cartons. These cartons are conveyed also on endless belts to the shipping room, where they are sealed and made ready for transit. No detail, no matter how trivial, is overlooked; nothing is left undone to improve the flavor and insure the purity of the product.

A little more than a year ago a new member was added to the Gulden family. Gulden's Saladressing Mustard was introduced—a mild mustard made especially for delicate flavored foods and for persons who prefer a less pungent mustard. It has found a ready reception and is particularly popular in thousands of homes for use on salads. The reception which it was accorded is further evidence of the high regard that the name “Gulden's” possesses in American homes.

Hills Brothers Have Brought the Date and the Cocoanut to America and With Their Advertising Enterprise Broadened Their Market into the Millions

One morning in the early fall of the year 1871 the doors of a small building on Fulton Street, New York City, were opened by a new tenant for the first time. To the older occupants of the district, and to the trade that came there to buy, he probably seemed far too young and too inexperienced for the highly speculative business in which he was setting forth. But that young man was John Hills and although he was only 24 years old and although business was in the process of readjustment after a long war and times were not easy for new ventures his business in foreign dried fruits, domestic lemons, oranges, 130 131Spanish grapes, foreign nuts, peanuts, etc., began to grow.

John Hills was small of stature, had a sharp eye and quick step, was brimming with courage and never let an opportunity pass to earn an honest dollar. To the trade he soon became affectionately known as “The Little Boss.” His friends loved him and his competitors both feared and admired him.

It is difficult to get a true picture of how business was done in those early days. Practically all imported goods were carried in sailing vessels; there was no cable communication with Europe; telephones and typewriters were unknown, and even railroad transportation was slow and uncertain. But Hills was a tireless worker and depended largely upon his own energies for success. During the ‘70s and ‘80s he developed the green fruit end of his business extensively, but with the development of the Florida and California orchards the demand for imported green fruits fell off and, in consequence, the dried fruit end of the business came forward.

In 1893 the corporation known as The Hills Brothers Company was organized by John Hills and his brother William. John Hills was its first president and continued in active control of the policies of the business until his death in 1902. The Hills Brothers Company, as a corporation, decided to manufacture at least a part of its own products, and in the spring of 1893 foundations were laid for the first factory building at Brooklyn, N. Y. That first factory structure was a crude, three-story affair, without elevators or power of any kind and only a few gas lights. The only means of getting anything in or out of the building was a hand windlass. Today this same site holds a great factory plant, thoroughly modern in every respect. The buildings contain about 300,000 square feet of floor space, and all machinery and equipment are of the most modern type. There is a cold-storage plant, power plants and laboratories devoted to chemical and bacteriological control, research and chemical engineering. There are rest rooms, dining rooms and dispensaries for the hundreds of employees.

Citron was the first product manufactured in the original plant, and in the course of a year large quantities of citron, 131 132

Mr. Lucius R. Eastman, President The Hills Brothers Co.

About 1895 the packing of cleaned currants in cartons was undertaken, as the package business was then beginning in earnest. At this time, too, wrapped dates in one and two pound packages were added, but these simply were wrapped in paper and tied with a string. Five years later the manufacture of cocoanut began, and as more floor space was needed another building was leased.

As the date business progressed it was decided in the ‘90s to establish a branch office at Basrah, Mesopotamia, so as to make it no longer necessary to depend upon London jobbers for supplies of dates. Mr. Frank H. White, the present vice-president of the company, went there for this purpose and started an organization for shipping direct to the United States, which is in effect today. Great was the excitement among the fruit trade of New York when that first direct steamer, laden with dates, steamed into the harbor. Now, every fall, large steamers are chartered by the company and dates are brought direct from Basrah to Brooklyn. Beit Hills, known in Mesopotamia as the House of Hills, on the Shatt-el-Arab, watches over the date interests of the company.

It was during this period, also, that arrangements were made to have the company's own representative in Smyrna to pack figs. Ever since then Aram Hamparzum has packed the best of the Smyrna fig crop under the now well-known Camel Brand. Along with these developments, the relations between the company and other foreign representatives have been continually fostered and firmly cemented. In Spain, Italy, France, 132 133Greece, Brazil and the West Indian ports the growth of the company's purchasing power has been fully consistent with the progress made in home territory.

It was in 1900, also, that the business reached such proportions that a branch organization was established in Chicago to facilitate the distribution of goods to the great Middle Western territory. Two years later, when John Hills died, there followed a crisis that was to this business almost what the Civil War was to the United States. It was hit by a slough of general depression; there was an easing up in the enforcement of the established policies; uncertainties as to imports crept in and the entire structure was soon in a precarious state.

Then came a new period of the business covering such developments in both selling and manufacturing that the financial standing of the company reached a high mark in a short period of years. Mr. L. R. Eastman became president of the company. Mr. Eastman was a successful lawyer in Boston, who had married one of the daughters of John Hills and who had been urged by the largest stockholders in the company to come to its aid.

Improvements were gradually made, both in the manufacturing and selling of the products. The distinct advantages of package goods over bulk were more clearly realized and the decision to market carton dates under the Dromedary Brand by an aggressive advertising campaign were changes that called for new sales policies. In 1910 the first publicity campaign was launched and Dromedary was introduced to the world as a standard of business integrity and high quality, which, in those days of changing brands and price wars, was unusual. That year $16,000 was spent in advertising and 12,000 cases of Dromedary Dates were sold. From that time on, the date end of the business has grown rapidly, with the volume still mounting higher year after year. In 1912 a branch office was opened in Pittsburgh, and it was about this time that a new specialty was added called Dromedary Cocoanut. The fact that package cocoanut entered an intensively competitive field made an entirely new problem of it. The cocoanut business was being generally conducted on the premium 133 134plan, with free deals of all kinds to dealers; but this accepted method of merchandising did not conform to The Hills Brothers Company's principles. Package cocoanut, therefore, was sold according to the same policies that had made package dates a success.

Succeeding years saw other branch offices established and three important additions to the specialty line. A method of slicing citron, lemon and orange peel was evolved and these products were placed on the market, sliced and candied, in convenient-sized packages, with the consequent elimination of shrinkage, waste and unnecessary handling. Smyrna Figs, made deliciously tender by processing in a light syrup, were offered to the public in cans. Then came an interest in the potentialities of the canned grapefruit industry, which resulted in the organization of The Hills Brothers Company of Florida, operating a modern packing plant at Clearwater, Florida, where great progress has been made in canning the nation's breakfast fruit.

An interesting development in the company policy in recent years has been the establishment of a personnel department under the direction of an assistant factory superintendent. The management felt for many years that a study of human relations is as important to the growth of an industrial organization as the study of factory processes. To this end an exhaustive study has been made of all factors entering into the relations of employees with the company, in the hope that such a study would reveal those ways by which each employee might be helped to grow and prosper in its service. A well-knit production unit has resulted, with perhaps a higher level of individual efficiency and well-being than is common in this country today.

The entire organization is imbued with a spirit of service obligation to the consuming public. It seriously assumes its share of the responsibilities of solving the problem of the excessive cost of distribution, and is constantly studying and experimenting with distributive processes.

The Origin of the Famous Hires RootBeer Was a Farmer's Wife's Mixture of Roots, Barks, Herbs and Berries for Which Charles E. Hires Developed in 1922 a Market of 700,000,000 Glasses

In December, 1869, after serving an apprenticeship and clerkship in a retail drug store for six years, Charles E. Hires established this business when he opened a retail drug store at Sixth and Spruce Streets, Philadelphia, Pa. He had studied at the Philadelphia College of Pharmacy and the Jefferson Hospital and had made a special study of the medicinal and food value of roots, barks, plants, herbs, etc. He soon began to put up various flavoring extracts, which he sold to other druggists through wholesale drug houses, and this took him out of the retail drug line into the manufacturing business. While vacationing on a New Jersey farm, the farmer's wife 135 136served a drink which she made from sweet fern, sassafras and teaberries, gathered locally. This he liked so much that on returning to his store after his vacation he made many experiments with various mixtures of roots, barks, herbs and berries in order to make as well-balanced and healthful a mixture as possible and at the same time one that would please the taste. He also consulted several physicians and food specialists. When he was satisfied that he had found the combination of roots, barks, etc., that would make both a healthful and pleasing drink he decided to pack and market his product under the name of Hires rootbeer. Originally, this was put up in a small yellow package of the ground-up roots, barks, herbs and berries which sold to the consumer for 25 cents. It was necessary then for the housewife to steep these ground-up roots, barks, herbs and berries in boiling water in order to make rootbeer. Within a few years, however, Mr. Hires realized that there would be a much larger sale for his product if the housewife could be saved the work of boiling and straining, so this part of the process he decided to do in his own factory. Thereafter, the buyer had the choice of buying the yellow package of roots, barks, herbs and berries or a three-ounce bottle of the juices of the same materials. The product was packed in both “dry” and liquid form until recent years.

In first making rootbeer extract Mr. Hires had in mind a product for household use, to be made up with yeast and sugar and so carbonated. Later, when soda fountains became more and more common, a special solution was put up in pint bottles for soda fountain use. There soon developed a demand for a finished, ready-to-use fountain syrup to be served in places where the proprietor did not have time or equipment to make up his own syrup from the solution. In 1904 we decided to pack a finished, ready-to-use fountain syrup. With this new product, thousands of new customers were made, such as cigar stores, pool rooms, parks, 5 and 10 cent stores, etc.

In 1877 Mr. Hires started to advertise his product in the Philadelphia newspapers, using five-line, single-column advertisements. Hangers were put up in the stores. During the ‘80s he had used larger space in the newspapers, and on several 136 137occasions had taken full-page advertisements, but these advertisements did not break the regular newspaper columns but consisted of closely typed reading matter. In 1889 he persuaded Mr. Childs, the editor of the Ledger, to break the columns of his newspaper for a full-page advertisement. This was the first full-page advertisement that appeared in the Philadelphia Public Ledger, as it had always been the custom not to break columns. The effect on a public, used to advertisements for the most part in the form of small printed notices, was sensational. Later in the ‘80s newspapers in other cities were used and also a number of women's magazines and farm papers. Supplementing this general publicity, window displays, hangers, stickers and such novelties as whistles, pencils, etc., were used. Nearly every year has seen an increase in the advertising appropriation, and from a sale the first year of 115,200 glasses of rootbeer Mr. Hires has seen his business grow to a sale of about 700,000,000 glasses in 1922.

When Mr. Hires gave up his retail drug store to become a manufacturer he had very definite ideals up to which he resolved to live and conduct his business, with a sure faith that high ideals and hard work would bring success, and a success that would not just mean wealth but that much finer and worthwhile success which brings with it the joy and satisfaction of a clear conscience and honorable service. He resolved, therefore, that everything that he made should be as well made as he knew how to make it and that everything that he did should be as well done as he knew how to do it. He made candy, he made soap, and he made other things, and each was made of the finest materials that he could buy. When he decided to make a beverage he went to the greatest pains to make sure that it should be the purest and most wholesome product possible. This required expensive material, but he did not stop at expense, because he was sure that eventually the best would win recognition. In his beverages he never used chemicals or artificial flavoring oils or artificial sweetening, never anything but the finest roots, barks, herbs and berries and pure cane sugar, and as his product was in the beginning so it is today—the best that science and money can make it.

Memorialized in English Literature Through the Centuries, Junket Found Its Way in a Brief Few Years from Obscurity into the High Favor of Millions of Americans

Thirty-five years ago “Junket” was an almost unknown word in this country. Some of us remember how our mothers prepared “Curds and Whey” or “Slip” from new milk with a piece of calf's stomach carefully preserved for the purpose. This was especially done in English settlements, for in Europe the dish is still hardly known outside of England where “Devonshire Junket” has long been relished as an exquisite delicacy. There we find it also mentioned by Spenser: “And beare with you both wine and “Juncates” fit and bid him eat.”

By Milton: “With stories told of many a feat How faery Mab the Junkets eat.”

While later Sir Walter Besant says: “She made him stand by and help make a Junket which Devonshire people believe cannot be made outside of Dartmoor.”

Parties would make excursions or picnics from London to Devonshire to enjoy their “Curds and Whey” with clotted cream heaped on top of the coagulated milk. “A Junketing Trip” is a well known expression, yet few people know its origin. When the good old Londoners went out on these periodical picnics away from home they were apt to indulge in something stronger than “Curds and Whey” and the word “Junket,” therefore, acquired a rather disreputable meaning. However, as it is not necessary in these days for any of us to leave our homes to obtain this delicacy, “Junket” comes back with a high character and is fast becoming a household word.

About 1890 Chr. Hansen's Laboratory brought Junket Tablets on the market in which the rennet ferment was offered absolutely pure, in a definite quantity of known strength. The foundation for junket as a general food was thereby laid and a few years later the literature of domestic economy was enriched by new recipes for junket, carefully formulated and tested by such well known authorities as Sarah Tyson Rorer, Janet McKenzie Hill, Mary J. Lincoln, Cornelia C. Bedford and Miss Emma H. Crane.

Junket was soon recognized as an important desert which, on account of its simplicity, delicacy, and undisputed qualities as a perfect healthfood, deserved a prominent place on the table of every household as well as in practical dietetics.

MILK, containing all the nutrients necessary for the sustenance of life, and being the one food generally resorted to in almost all cases of weak digestion, can, if prepared with the Junket Tablets, be given in a form which makes it an ideal healthfood.

One Junket Tablet dissolved in a tablespoonful of cold water and added to a pint of lukewarm milk, which has been sweetened and flavored to taste, in ten to fifteen minutes makes a dainty pudding, as if by magic, converting the milk into a smooth, delicate custard, the most palatable and easily digested 142 143form in which it can be taken by children, invalids, or anyone. As soon as the milk is firmly congealed, it is set to cool until it is to be served.

By using different flavors in junket, whipped cream, chocolate, a bit of fruit, a great variety of delicious desserts is afforded to please the most fastidious appetite.

Junket Powder is the newest form of Junket, prepared in six natural flavors and sweetened, for making delicious desserts in a jiffy.

A popular use of Junket Tablets or Powder today is for making junket ice cream which, it has been proven, for smoothness, delicacy, and especially in regard to digestibility, surpasses anything of the kind ever known.

Eaten with a spoon in the form of junket, being gradually mixed with saliva, milk is much more perfectly acted upon by the digestive ferments than if swallowed by the glassful, when it is apt to form into one large lump of curd in the stomach, which is not readily penetrated by the digestive juices and may easily cause trouble in the intestines.

Thus everything that can be said of milk as a food means more when it's used with Junket. This gives you milk in its perfect form, especially good for growing children.

The Junket Folks have their main factory at Little Falls, N. Y. and a Canadian factory at Toronto. They manufacture Junket Tablets and Junket Powder which are used everywhere on the American Continent as well as in Porto Rico, Philippines, Cuba, Mexico, and, in fact, all over the world.

Branch Offices at Philadelphia and Milwaukee and agencies in all large cities distribute the Junket Products through wholesale grocers and druggists.

A model kitchen is maintained at the Laboratory where recipes are tested and new uses are found for making junket a real help for our busy American housekeepers.

A domestic science department is in constant communication with all domestic science teachers at schools and colleges all over the land.

Junket Desserts are becoming more popular every year as shown by the steady increase in the sale of Junket Products.

Premier Salad Dressing Is One of the Youngest Brands of the Leggett Line, but in Fourteen Years Has Become One of the Most Popular Food Products in the Country

Borrowed capital—and that only to the meager extent of about two thousand dollars—is not much of a business asset. But with that small sum, loaned by their father, and the conviction that purity counts more than anything else in the manufacture and sale of food products, Francis H. Leggett and his younger brother, Theodore, decided to enter the New York food business a little more than 64 years ago.

Throughout the entire period the stress on purity has been retained. Long before the enactment of the Federal Pure Food and Drugs Act, it led to the establishment of laboratories, where all the products sold were tested before being marketed.

The Premier brand was introduced with the opening of the 151 152first Leggett store on Reade Street, New York City, in 1861. Within three or four years it was found necessary to take over adjoining buildings. Twenty years later, a ten-story building was erected at West Broadway, Franklin and Varick Streets. Many astute business men of the time declared this new building too far uptown and predictions of failure for the young firm were freely made. But the purity of Premier products and the growth of the city quickly offset the disadvantages of location, and the firm once more began to go ahead.

The development was rapid. In 1902 the Leggetts were forced to obtain another ten-story building. By 1924 the company had absorbed three other large distributors, Koenig & Schuster, New York; C. E. Slauson Company, Stamford, Conn., and William A. B. Jurgens, Brooklyn. The combined company is one of the largest, if not the largest, food distributors in the world. Many branches have been opened, and a thoroughly modern factory is now operated at Landisville, New Jersey.

During this long period of progress, many new products had been added to the Premier line, which had, from the first, been among the standards of purity in canned and packed foods. But the most phenomenally successful of these products was not sold until fourteen years ago. This product is Premier Salad Dressing.

One of the first departments installed, as the business grew, was a laboratory for tests and experiments. Here, under supervision of skilled chemists, tests were made which were actually more rigid than those imposed by the Federal pure food laws, although those laws were not passed until years later.

Many experiments were made, too. Most of these were designed to perfect recipes first discovered by American housewives, the same women who first cooked baked beans and apple pie. Premier Salad Dressing was the outcome of many such experiments, based on recipes used by the most skillful mistresses of American cookery.

These women first saw the need of a salad dressing such as Premier, but it remained for the Leggett food chemists to 152 153perfect a dressing which would most completely satisfy their needs. Experiment after experiment was made to secure a dressing which would have the proper consistency, the most distinctive flavor.

Finally, Premier Salad Dressing was perfected and placed in the hands of a few women in different parts of the country. That was the beginning of its growth. The women who were first to use it introduced it to their friends and their friends’ friends.

It came at an advantageous time. Salads were beginning to find flavor throughout the country, and Premier Salad Dressing gave them greater impetus. Within a few years, the salad, once a rarity or a simple combination of lettuce and tomatoes, found universal favor and became a thing of beauty and infinite variety.

During this period new uses were constantly discovered for Premier Salad Dressing, most of them by women who liked the unusual flavor and wished to extend it beyond the realm of salads. Many of these women wrote letters to the Leggett Company, telling of the new ways in which they had used the dressing. All these women seemed to have one central idea: “if they had found so many ways to improve their cooking with Premier Salad Dressing, why shouldn't they give the value of their knowledge to women all through the country?”

To put this idea into effect, the Leggett Company began advertising the many uses of Premier Salad Dressing, and its popularity grew at a still faster rate. All during this growth the same high standards of purity were maintained. Besides that, the continual use of improved methods and machinery made possible constant reductions in prices.

Premier Salad Dressing is now considered the most popular dressing in America, and is sold in almost every country on earth, being distributed by agents in far India and Japan, in sunny Spain and somewhat in merry England. Five branches of the company have been opened in the United States. Another branch is as far as Bordeaux, France, from the little Reade Street store, where, only 64 years ago, the business began.

The Canning Business, Which, Like Libby's, Markets Its Products All Over the World, Has Many Problems—From the Choice of Seed for Fruit to the Purchase of Tin-Plate Long Before the Season

The rapid growth of the canning industry in the last few years gives it the appearance of a recent industry. However, the original investigations and patents for the processing of canned foods date back to 1795. For more than a hundred years there have been experiments, disappointments and eventually the development of successful processes which have finally made possible the growth of this industry.

In 1868 Libby, McNeill & Libby began the canning of meats. The business was not large, and it was necessary to 154 155develop not only the best processes so far as the cooking of the meats was concerned, but the production of a can which would protect these meats satisfactorily and at the same time make meat canning practical on a commercial basis. The invention of the right type of can itself was one of the greatest developments which had occurred up to that time.

Corned beef was the first product to be canned and later tongue, ham and other products were added.

To convince the public that these products were wholesome was a task for years of effort. Some of the early advertising efforts appear ludicrous now. For example, in 1877 colored cards were distributed picturing scenes from some of Shakespeare's plays, which were then much in vogue. One of them shows Macbeth with a can of Libby's Corned Beef under each arm. He is reported to be saying: “I have done the deed. The man was fearless, strong and brave, but by my might I did overpower him and capture these cans of Libby, McNeill & Libby's Cooked Corned Beef.”

Eventually this company developed the packaging of other perishable food products. In 1906 some pickle and condiment lines were packed in cans and bottles. In 1907 plants were built in which condensed and evaporated milk, California fruit and California asparagus were packed. In 1910 pineapple was added, and in 1912 salmon.

None but those who are old in the business can appreciate the many early difficulties which had to be overcome to bring the processes to a state of perfection. The development of pineapple canning alone is a most dramatic story and was perfected only over a long period of years. Each product brought its own problems, which had to be solved.

The average person takes distribution for granted. It sees none of the difficulties which manufacturers and distributors must meet and overcome in getting their products to consumers on a profitable basis. The fact is quite must commonly overlooked that farmers who grow these products must be supplied with well-selected seed and that their production must be contracted for at a price, in some cases even before 155 156the seed is planted; that tinplate and sugar must be purchased in great quantities months prior to the canning season.

It is not generally recognized, for example, that the greater part of mincemeat produced is sold within a short space of time prior to the holidays, while some other products are packed and consumed every day in the year. Between these two extremes are all sorts of seasonal variations.

One can sell quantities of apple butter in Pennsylvania, but practically none in New England. The evaporated milk sold in England must be packed under different specifications than that sold in the United States. Labels must be printed in the language of the country in which the products are sold.

It is the work of years to develop successful processes of manufacturing and distributions which enable a company like this to grow big.

Today Libby products are distributed not only in every city and hamlet of the United States, but in every country of the world.

The Story of the Educational Advertising Campaign That Is Inspiring the American Housewife to a New Understanding of the Place of Biscuits in Her Food Program—of the 300 Sunshine Varieties in Particular

After varied experience in farming and as retail merchants, Jacob L. Loose and Joseph S. Loose started in the baking and confectionery business in 1882. John H. Wiles entered the baking and confectionery business in 1883. These men were the founders of the Loose-Wiles Biscuit Company, which was organized in 1902.

The first “Thousand Window” Sunshine Bakery was built in Kansas City, Mo. As the business developed, other bakeries were constructed to take care of the increasing demand for Sunshine Biscuits. In 1914 the latest and largest Sunshine Bakery was completed at Long Island City, N. Y., representing a present value of more than $6,500,000. Now there 157 158are bakeries in the following cities: New York (Long Island City), Kansas City, Boston, Chicago, St. Louis, Minneapolis, Dallas and Omaha.

The daily output of these bakeries is distributed through more than 100 branch offices, located in principal cities of the United States.

The development of biscuit baking has been one of the outstanding industrial accomplishments of the past quarter century. From the first, Loose-Wiles Biscuit Company has done its share of the pioneering necessary to effect the outstanding improvements which have resulted in a remarkable increase in biscuit consumption in this country.

Loose-Wiles Biscuit Company was the first to go abroad and make a study of the methods and styles of the so-called “hard sweets” of the English style biscuits. They were the first to purchase and employ European machinery for embossing cookies and wafers.

The founders of this company originated the practice of placing ovens on the top floor, so as to manufacture under most sanitary and efficient conditions. In Sunshine Bakeries, all ovens are on the top floor, built of white tile and placed so as to receive the maximum daylight available.

This company was first to develop variety among “Sugar Wafers.”

This company was the first to use the slanting shelf metal display rack, which has displaced the old-time horizontal shelf display fixture. This slanting shelf rack, together with the hinged glass display covers, tips the can toward the customer and affords her a clear view of the contents of the can. The former type of “brass front” can allowed only a meager view of a few biscuits, which might or might not be visible through the small “window” on the side.

This company was first to develop a better, smaller and salted soda cracker, now known as “Sunshine Krispy Crackers.”

Advertising occupies a prominent place in the picture of this company's development.

For several years Loose-Wiles Biscuit Company advertised 158 159

Mr. B. L. Hupp, President Loose-Wiles Biscuit Co.

This advertising was successful. The company continued to grow. Sunshine Biscuits sold in steadily increasing quantities.

Then this company became impressed with the significance of certain figures. In England the annual average per capita consumption of biscuits was $30.00 per family of five, and in Continental Europe about $15.00. The average American family used only a very few dollar's worth of biscuits per year.

Part of this difference was accounted for by the different living habits of the nations. But in view of so large a discrepancy it seemed the opportune time to wage a widespread campaign to educate the American people to eat more biscuits and in this way broaden the market for the entire biscuit industry.

Having proved its worth, this campaign is still in progress. The outward appearance of the copy and angles of copy appeals have been varied to prevent monotony and gain the attention and interest of the housewife. But always the same idea is behind the Sunshine advertising policy—to tell the housewife that she can buy from her grocer fresh, pure, dainty biscuits, made in more than 300 varieties to suit every food occasion.

When Peet Brothers, 28 Years Ago, Conceived the Idea of a White Soap, It Was Necessary to Ingratiate It Tactfully with Their Customers. But Today They Do a Great World-Wide Business

In 1872, when the three Peet brothers came to Kansas City from Cleveland, Ohio, in search of their fortune, they found a very small but thriving village, which seemed to them had possibilities for large development. These young men had a total capital of eight hundred dollars, with which they determined to engage in the soap manufacturing business. They located a small frame building on the banks of the Missouri River, which then formed the principal means of commercial 172 173contact with the East, and in this room they established their factory and office. There were no employees, all of the buying, manufacturing, selling and collecting was done by the three brothers. They manufactured their product in an iron kettle which had a capacity of about ten thousand pounds, and the soap was stirred by hand and cooked over a stove. In contrast to this, the Peet Brother's Kansas City factory of today operates twenty-six kettles, each having a capacity of four hundred thousand pounds, and each kettle extending from the basement to the third floor of one of the factory buildings.

In 1890 the firm built what was then considered quite a modern soap factory in Kansas City and gradually extended their field of operations so as to absorb their total production of some two thousand cases of soap per day.

In those days brown or yellow soap predominated all over the country, and this was made entirely from animal fats and rosin, the latter accounting for the color of the soap. In 1897 Peet Brothers Company conceived the idea of manufacturing a white laundry soap which would contain no animal fats, and instead only vegetable oils, consisting the most part of cotton seed oil and cocoanut oil. The firm did not have sufficient capital to advertise the product; they placed one bar of Crystal White in each box of one hundred bars of yellow soap which was shipped to their trade. In the course of time the objections to this became so few that the company started placing two bars of Crystal White in each box; gradually the amount was increased until there had been created a sufficient demand for this new white soap to justify marketing it under its own name. This soap was in a large measure responsible for the success of Peet Brothers, and the demand for Crystal White has grown from year to year until now it requires two large factories, with a capacity of nearly two million bars per day, to supply their customers.

In 1910 the firm's only factory, located in Kansas City, burned to the ground with an enormous loss, which wiped out the entire surplus of the company which had been accumulated over a period of thirty-eight years. A still greater loss faced the company in that they apparently would be unable 173 174to keep their brands, on which hundreds of thousands of dollars had been expended for advertising, on the market; also because of the probability of losing their organization. It was characteristic of Mr. William Peet that a tract of ground for a new factory was purchased before the embers in the old building had become cold, and plans were made for building a new and larger factory immediately. Also, it was arranged to keep the entire selling organization by paying them a substantial part of their salary, even while idle. The first year of operation in the new factory produced a larger volume of business than had ever been done before.

In 1916 the company built a large modern soap factory in Berkeley, California, to take care of the business which had been developed west of the Rocky Mountains, and this factory has been running to capacity ever since the first day it opened and there have been several additions made which has greatly increased their production capacity. Through this factory a large export business has been developed.

While the company had been engaged in the toilet soap business for a good many years in a modest way, no great progress had been made in this particular line until 1915, when Creme Oil Toilet Soap was placed upon the market. This brand was manufactured from olive, cocoanut and palm kernel oils, and has now developed into one of the largest selling brands of toilet soap in this country.

The resources of the world are drawn upon to supply the requirements of the Peet Brothers Company, cocoanut oil, for instance, being imported from the Philippine Islands, India and Java and other South Sea islands. Olive oil is received from Spain and Italy, palm kernel oil from remote Africa and cotton seed oil from the mills of Oklahoma, Texas, Arkansas and other cotton-raising States.

Mr. William Peet, the only surviving member of the original partnership, is now inactive, and the business has been managed for the last ten years by his son, Mr. Albert W. Peet, who has displayed all the business acumen of his father, and under whose leadership the business has grown and prospered more rapidly than at any time in the history of the company.

Forty Years Ago Louis Latzer “Bought Into” an Enterprise Sold Him With an Unperfected Process, but Learned in the Laboratory How to Perfect It Himself—and Built a Great Business

In 1885 a man brought to Highland, Illinois, an idea of putting milk in cans and sterilizing it so that it would keep indefinitely. He professed to know how to make the product.

Louis Latzer, a farmer, thirty-seven years of age, invested two hundred dollars in the company that was organized. He made the investment because he hoped the new enterprise would make a better market for the milk produced by the farmers in the community. At the end of the first year the new company was on the point of failure. The promoter had demonstrated the fact that his process was not perfected.

The young farmer who had put in two hundred dollars and had been elected to the board of directors to represent the interest of other farmers who had invested did not want to 175 176see the proposition fail. He went into the plant to see what was the matter. His first discovery was that he needed to know something about chemistry. He employed as his tutor a doctor who had some chemical education, fitted up a laboratory and became a student. Applying from day to day in the plant the things he learned in the laboratory, he succeeded in perfecting the process, took charge of the little plant, became president of the company and started a new industry.

When Louis Latzer left the work of his farm to solve the problem of making evaporated milk, practically all the work of the plant had to be done by hand labor, even to making the cans. When he died, in 1924, practically every stage of the work in such plants was done by automatic machinery.

When he began the one little plant made only a few cases of milk a day. When his work was finished his company had seventeen large plants, from Maryland to Colorado.

When Louis Latzer began making evaporated milk there was no demand for it and no organization for its distribution. He lived to see millions of cases sold each year by grocers in every city, town and village in the United States. He saw the article which he first produced go by hundreds of thousands of cases to save the lives of thousands of children in starving Belgium; by millions of cases to feed the armies engaged in the World War.

The story of Pet Milk is one of the romances of modern business. Like all such stories, it has behind it the story of a man who had the eye for opportunity and the will to serve and the ability to direct the work of others—without which the great development of American business could not have been accomplished.

Phenix Cheeses—in Which Is Included the Popular Philadelphia Cream Cheese—Are Known and Liked From Coast to Coast. Here Is the Dramatic Story of Their Growth.

The beginning of the Phenix Cheese Corporation goes back forty-five years to the time when Philadelphia Cream Cheese first appeared on the market. At that time, a group of producers were already manufacturing fine cheese of the familiar American type in the lovely Unadilla Valley, which is considered the best dairying section in New York State. One of New York's most exclusive grocers requested them to make for him a new cheese delicacy. It was named “Philadelphia Cream Cheese” and became an immediate success. Today Philadelphia Cream Cheese is a household word. It is the 177 178largest selling packaged cheese in the world, its high quality having always enabled it to maintain leadership.

On this early foundation of success and prestige, the Phenix Cheese Company was organized in 1901. The Company gradually made additional varieties of cheese in an increasing number of factories. It now has completely organized plants for the manufacture of cheese in South Edmeston, New York, Beaver Dam and Plymouth, Wisconsin, and in other dairying sections, as well as New York City and Chicago. Recently additional manufacturing plants have been opened in San Francisco and Montreal, the latter to take care of the rapidly growing export trade, as well as furnishing cheese for domestic demand. Branches and distributing points are located in all large centers of population.

Early in 1921, the Phenix Cheese Company, marketed in the form of 5-lb. loaves, the popular staple types of cheese in varieties, such as American, Pimiento, Swiss and Brick. For the first time, cheese of the familiar type stepped into the class of fine groceries.

The next step in production of cheese of this kind followed early in 1925—the packaging of loaf cheese in foil in neat ½-lb. boxes like print butter. This immediately appealed to fastidious housewives, and has proven especially popular. Its monthly production exceeds 1,500,000 packages.

Through its constantly expanding facilities, its wide variety of both packaged and bulk cheese, and progressive policies, the Phenix Cheese Corporation has attained its high place in the field of fine food products.

Among its various packaged cheeses—the largest variety in the world produced by a single manufacturer—are numbered in addition to Philadelphia Cream Cheese and Phenix loaf cheese, Castle Camembert, packaged Limburger, Roquefort Portions and Tasty Rolls, Cheese in Tins, all bearing the famous Phenix trade-mark.

In addition to its own output of cheese, the Company does a large importing business on all types of fine foreign cheeses.

When Charles William Post Came From Texas to Battle Creek in the Early Nineties He Undertook a Venture That Required a Severe Struggle to Develop It to the Vast Business of Post Health Products That Exists Today

In the early nineties there came from Texas to Battle Creek, Charles William Post, his finances depleted and his health broken. As he lay in the sunshine on the green grass of the Sanitarium lawn, his mind was busy translating his own physical needs into the requirements of a people.

This man knew the value of health because his health was gone. He foresaw the day when men and women would select their food with better understanding of its important relation to health.

Mr. Post began the manufacture of Postum Cereal in February, 1895. The story of his early struggles with this product 182 183is interesting in light of the successes which were to follow.

The first Postum was made in “The Little White Barn” which is now the Laboratory of Standards for the great factory which stands near its site. The factory force consisted of one man, who, under Mr. Post's direction, roasted Postum over a gasoline stove and stirred it by hand.

Records show that the first purchases for plant equipment were: a second hand gasoline stove for roasting bran, a hand-operating peanut roaster for roasting wheat and a coffee grinder to pulverize the mixture. The total cost of this equipment was $46.85. The first raw material purchases amounted to $11.90.

The first payroll, in February, 1895, showed labor expenses for three weeks of $12.63, $21.46 and $27.65.

Postum was first placed on sale in Grand Rapids, Michigan, where its inventor conducted store demonstrations, wrote advertising copy and contracted for newspaper space to exploit the new product.

Sales first show upon the books in the early part of February, 1895, when it is recorded that a half dozen packages of Postum were distributed to each of several Battle Creek grocers. The total sales up to April 6th of that same year amounted to $856.41. During the first year operating expenses amounted to $800.00 in excess of gross receipts.

The Company began to advertise in the first year of its history. The first advertising bill amounted to $1,669.84. From that time until the death of Mr. Post, in 1914, a period of 19 years, the Company invested over twelve million dollars in advertising. All of the early advertising was written by Mr. Post. Health was its theme and the copy was conspicuous for its clarity and its individuality. “There's a Reason” became a byword and “The Road to Wellville” was circulated by millions of copies.

Postum proved quickly to be an article of seasonal sale with its peak in the Winter months. For obvious manufacturing reasons, therefore, Mr. Post cast about for a product that could be merchandised effectively in the Summer. He finally perfected Grape-Nuts and launched this new food in 1898. 183 184Grape-Nuts was merchandised and advertised for its nutritional and healthful qualities.

The business grew rapidly and for several years the chief concern of Mr. Post was to expand manufacturing facilities and develop an organization to provide for and foster the steadily increasing demand for these products. With the growth in volume came many improvements in methods and refinements of processes. Automatic machinery replaced hand work in the making and packaging of the goods. Operation was made continuous through the twenty-four hours of the day.

In 1904 Mr. Post began to experiment with corn flakes, and ultimately named this product Post Toasties.

In 1915 the product was improved by the development of a thick, crisp flake, now the popular breakfast food known as Post Toastics, the Double-Thick Corn Flakes that stay crisp in cream.

In 1911 Instant Postum was introduced. It developed new outlets for this health beverage without interfering seriously with the established market for the original Postum Cereal.

Post's Bran Flakes was the next new product to win a place of prominence on the grocer's shelf. This product, while not yet three years old, has become a leading bran food and continues to show sales increases. Its success is now proof of the soundness and scope of the fundamental idea on which the business was founded—Post Health Products.

The Unsurpassed Excellence of Ivory Has Lent Distinguished Opportunity to the Two Slogans That Have Made Advertising History—“It Floats” and “99 44/100 Pure”

It is almost a century since William Procter left England to seek his fortune in the new world.

With practically no capital or definite prospects of livelihood, this pioneer was not long in discovering an opportunity to employ that keen business acumen which was destined to build up a great American industry. In his boyhood days he had often dipped candles and rolled them out to make them smooth and even. Shortly after his arrival in Cincinnati, he found that candles were being imported from Philadelphia, at great cost of transportation and time. As tallow was to be had in abundance, he saw no reason for not manufacturing candles right in Cincinnati, and so he became both manufacturer and merchant.

Mr. Procter early made the acquaintance of James Gamble, an Irishman, who was engaged in the manufacture of soap in a small way, and arranged with him to handle the selling of soap as well as his own candles. The two businesses were closely allied in the matter of material, and it was only natural that a partnership should have arisen out of this first agreement.

Thus, in 1837 was launched what has since become one of the most important and progressive industrial organizations of the United States.

The soap business soon overshadowed the candle business and the new firm fast became a leader in this ever-growing field. In the early days soap was not put out under brand names. It was delivered to the storekeeper in bulk and sold by weight, much as cheese is now, a piece being cut off to suit the wishes of the purchaser. The alkali used was obtained from wood ashes. This gave a soft potassium soap. A solid soap was made from this by treating it with salt—a process called “salting out.”

The first factory, if such it may be called, was a small place across the alley from Mr. Procter's home, at Sixth and Main Streets, in Cincinnati. It is an interesting fact that the present main offices of the Procter & Gamble Company are in the Gwynne Building, on the site of the original plant.

The late James N. Gamble, a son of the original James Gamble, has given us an account of the origin of Ivory Soap. It seems that the first intention was to make a soap of pure vegetable oils resembling castile soap. The firm bought the rights to such a soap from a group of men who were doing very little business and desired to sell the formula. They proceeded according to the formula and obtained a white soap.

The soap had no distinctive name at first and was merely called “White Soap.” The members of the firm recognized the fact that it should have a distinctive name. They had several meetings to discuss the matter. One Sunday, when Mr. Harley Procter was attending services in the Episcopal Church of Mt. Auburn, Cincinnati, the passage which occurs in the eighth verse of the Forty-fifth Psalm was read: “All 186 187thy garments smell of myrrh and aloes and cassia out of the ivory palaces whereby they have made thee glad.” Immediately, the thought flashed through his mind: “There is the name!” He called the members of the firm together and the name “Ivory” was adopted and registered in Washington. The first cake of Ivory Soap was sold in October, 1879.

William Procter and James Gamble turned over to their sons a greatly expanded business. It had grown to such proportions in the ‘80s that it seemed advisable again to seek a new location, for the city had now grown up about their factory in Central Avenue and limited its development at that place. In 1885 ground was broken for a new plant at what was later named Ivorydale, in the town of St. Bernard, about seven miles from the downtown section of Cincinnati. This a new departure in factory building. Instead of being merely utilitarian, the buildings were ornamentally constructed of gray stone, brick trimmed, and were erected with a view to architectural beauty. There were flower gardens and plots of well-kept lawn—truly an innovation. It is no wonder that the employees were proud of it and were glad to be known as part of the organization.

The factory at Ivorydale now comprises about 112 acres, situated along Mill Creek and adjacent to the Big Four and Baltimore and Ohio Railroads.

William Cooper Procter, who has been president of the company since his father's death in 1907, was graduated from Princeton in 1883. On leaving Princeton he immediately started to work in the factory, intent upon learning every phase of the operation of the business. Intimate contact with and sympathy for his fellow-workers led him to make proposals for some very radical changes, and these were very soon carried into effect.

The Saturday afternoon holiday, without reduction in pay, was adopted to give the employees more time for recreation and self-expression. This was probably the first time such action had been taken by any firm in the country.

In the same year a plan was worked out for dividing profits with the employees. At first the employee received a dividend 187 188check for profits in proportion to his wages, but it was found that such payments were looked upon as wages and spent as such. Now these dividends are applied to the purchase of stock up to a certain amount, after which point the payments are made in cash.

In addition to this, Mr. Procter's genius for organization has brought about many other means of cementing the tie between management and employees. There is a pension and benefit plan, which provides weekly payments in case of sickness or disability, a pension for old age and a year's payment of wages in case of death. An employees’ conference committee was inaugurated some years ago. Each department elects a representative for every 50 employees. Now this idea has so developed that there are three representatives of the employees among the twelve who comprise the board of directors of the company.

The latest move for the benefit of the employees in this great American industry is guaranteed employment, which means that the workers can depend on at least 48 weeks of employment during the year. This is perhaps the most important step thus far taken, in that it banishes the employee's fear of unemployment.

In all these movement toward greater self-expression and contentment among the employees the idea of paternalism is entirely absent. Nearly everything has been done to make the life of the employee pleasant and agreeable, to remove causes for discontent and worry without in any way interfering in his private life and personal affairs.

The Procter & Gamble Company has shown a steady growth from the time it was founded, nearly a century ago. In 1900 there was just one plant at Ivorydale. Since then the Ivorydale plant has been enlarged and there are now factories at Kansas City, Kan.; Port Ivory, Staten Island, N. Y.; Hamilton, Ont.; Macon, Ga., and Dallas, Tex. From very modest beginnings has developed this great, progressive industry, whose products—especially Ivory Soap—are known and used even in the farthest corner of the globe.

The Story of the Discovery by Professor Horsford, Rumford Professor at Harvard, of the Baking Powder That Restores the Lost Phosphates to the White Flour from Which We Make Bread and Cakes

Baking Powder in these days is such a common requisite that it is hard for us to realize there was ever a time when it was not obtainable. Yet prior to the middle of the nineteenth century baking powder was an unknown quantity except as made up at home by the unscientific blending of an acid and an alkali with probably some filler added to prevent these two opposites warring together and wasting their strength before being put to proper use as a leavening agent.

The first phosphate baking powder was manufactured in 1857, its inventor being Professor Eben N. Horsford, who was undoubtedly the first to produce a baking powder which not only leavened the flour with which it was used but which, at the same time, gave actual food value. For the mere leavening 192 193or raising of food products is not the only point to be considered in a baking-powder—it must be actually wholesome, it should give definite food value.

Professor Horsford turned all the energies of his scientific yet at the same time practical mentality to the successful manufacture of world-useful commodities. He, by the way, occupied the Chair at Harvard University which was endowed by that famous man Sir Benjamin Thompson, Count Rumford, a soldier and scientist, the Chair being known as the Rumford Professorship, and it was due to the fact that Professor Horsford was Rumford Professor that his baking powder was given the name “Rumford.”

Possibly few household products have been subjected to the searchlight of science as has baking powder and many wordy wars have raged around the subject. So many claims have been made for baking powders that it is not surprising that the thoughtful housewife eager to cater to the dietary needs of her family should have found it a difficult matter to decide which brand to use. The health claims of Rumford, all of which can be fully substantiated, make strong appeal to the woman of keen judgment who no longer demands just quantity of product for the least expenditure but who studies values of foods fully as much as values of currency.

Rumford Baking Powder has adopted as its slogan “The Wholesome Baking Powder,” basing this claim on the fact that not merely is it wholesome in itself but that it adds to the foods with which it is used those most vital and necessary phosphates which in our ignorance we so often delete from the grain in making the light white flour demanded for the production of equally white breads and cakes, for in removing the rich outer coatings from the wheat much nourishment is lost and through Rumford Baking Powder this is replaced in fully as great quantity as is natural to the wheat berry.

Professor Horsford's tireless research finally resulted in the production of calcium acid phosphate—that same phosphate which is an essential component of grains and meats used for food, and the further phosphate of soda, the very same phosphates which are still used as the acid ingredient 193 194in the Rumford Baking Powder of today. It is an incontrovertible fact that phosphates are used up with every effort of the human system, whether that effort be mental or physical, and these used phosphates must constantly be replenished for the proper maintenance of health.

Naturally, after making this discovery, Professor Horsford tested it and obtained other scientific opinion as to it value, submitting his product to chemists of international fame, among whom was Baron Liebig, who, after testing it, pronounced the following judgment: “In my opinion, your discovery is of the utmost importance to mankind. You and the people are to be congratulated upon the pre-eminent success of your discovery.”

This was the beginning of Rumford Baking Powder, and in all the years since it was first manufactured nothing has been left to chance. The Rumford Company maintains research laboratories, where constant work is carried on in the interest of this and other products manufactured by the firm, whose business has grown from very small beginnings until Rumford is a family word not only in the United States but also in many foreign countries. The principal manufacturing establishment is at the growing town of Rumford, Rhode Island, so called because of its principal industry—the manufacture of Rumford Baking Powder—while the printing plant, laboratories and business offices occupy buildings covering more than an entire square in the city of Providence itself. This home plant, however, is not large enough to cater to the demand or Rumford Baking Powder, and some years ago another complete baking powder plant was established at East St. Louis, Illinois.

The Raisin Growers of California Have Educated the Public to an Appreciation of the Many, Many Uses of Their Product—and Sell More Than Five Times as Many Raisins as Before They Began

Untold ages before man began to roughly inscribe a record of events on the walls of his cave dwelling some stone age man, no doubt, found quite by accident that his crop of wild grapes were most delicious after the sun had dried them on the vine. He may have learned that by picking and spreading them in the sun, where they could be watched, they dried more quickly and were less likely to be stolen by his neighbor.

Raisins, that today are the most widely used and most important dried fruit eaten by the American people, were one of the earliest fruit foods known to man. In some of the oldest books of the Bible raisins are mentioned as a valuable part of his diet. A subject of King David of Israel once brought “asses laden with cheeses and raisins” to pay his 202 203taxes. The raisin industry was a flourishing business in ancient Armenia, and we know that the Egyptians were fond of this fruit and considered it a great delicacy on their tables.

As civilization moved westward, carried by the Phoenician seamen, those daring and courageous travelers of the ancient world, stores of this find fruit food, which they had known for so long in their own land, were brought to the new shores at which their galleys touched. In this way the raisin industry was shown in new lands and in them it flourished and grew to large proportions.

Less than fourscore years ago the first raisin grapes were planted in California, which today is the greatest raisin-producing district in all the world. The annual California raisin crop now amounts to more than 500,000,000 pounds every year. Until fifteen years ago, the State's yield totaled only about 150,000,000 to 200,000,000 pounds cash season.

But in this short space of time 17,000 raisin growers of that State, organized in their own cooperative marketing organization, have, through carefully planned merchandising and advertising work, taught the American people, who have been accustomed to look on raisins principally as a holiday luxury, to be served at the end of a formal dinner, that raisins were really one of the finest fruit foods which they could use in their every-day cookery.

Also, in the days of the raisin industry before the growers established their own marketing organization raisins were generally packed only in 25-pound wooden boxes, from which the retail grocer scooped out a pound or two to fill a customer's order. There was no standardized quality of pack, the housewife might get good-looking, attractive fruit one time and very poor quality raisins the next time she bought.

The raisin growers were far-visioned enough to see that if they wished to build up a permanent market for their product they do not only must educate housewives to appreciate the many ways in which raisins could be used in every-day home cooking, but they must guarantee to the housewife that every time she bought raisins she could be sure that she would get clean, attractive, uniformly good quality raisins.

The first thing the raisin growers did was to arbitrarily establish quality standards, which had to be met by every pound of fruit which was sold under their brands. Next, so that the raisins would reach the housewife looking just as fresh and appetizing as they did when they left the packing house, the growers began to pack their raisins in cartons, which protected the fruit from dust and dirt and kept it moist and soft until the moment it was opened for use by the housewife in her kitchen.

With the quality of their product standardized and packed in a carton which would protect it clear through to the consumer, the raisin growers adopted as their trade mark brand “Sun-Maid” and began to advertise this name to a million of American housewives; but they did more than merely sell Sun-Maid raisins to these women; they taught them how raisins could be used to give added attractiveness and flavor to many common ordinary foods. Cereals with raisins for breakfast. Raisins in quick bread, muffins, biscuits and corn bread. Raisins in puddings, pies, cakes and cookies.

Through consistent, continuous advertising, showing these tasteful dishes to them in full colors, the demand for raisins began to grow gradually and steadily. Year after year, raisins, which previously had been a highly seasonal grocery commodity, began to be sold more and more throughout the entire year. The domestic consumption of raisins, which had been only a few thousand tons when the raisin growers began their campaign, has grown until today the California growers are selling between five and six times as many raisins as they did less than two decades ago.

At 16, He Bought a Heifer and Made a Profit of Ten Dollars on the Dressed Meat. Today the Business He Founded Is Capitalized at $150,000,000 and Is One of the Great Enterprises of America

When Gustavus F. Swift, aged fourteen, obtained a job in his brother's butcher shop in West Sandwich, Mass., he began the foundation of the mighty business which bears his name. From that time on, each successive step enlarged his horizon and gave him a broader view of the possibilities in his chosen field.

Mr. Swift's first adventure into business for himself was at the age of sixteen, when he bought a heifer, dressed it, and sold the meat for a profit of ten dollars. He advanced steadily, owning and operating butcher shops, buying and selling cattle and always enlarging the scope of his operations 205 206until he had exhausted the opportunities in that section of the country.

Believing that the real future of the meat industry lay in Chicago, and driven by the determination to reach the top in his business, Mr. Swift journeyed to Chicago in 1875. For two years he operated as a cattle buyer and then, in 1877, he entered the meat-packing field.

At this time pork curing and packing were the essential operations of the packing houses. Fresh meat was not handled for wide distribution.

Then came the change that revolutionized the industry—the coming of the refrigerator car. Mr. Swift's perfecting of this means of shipment and his consequent successful introduction of Western dressed meat into the Eastern market were possibly his greatest contributions to the packing industry. The savings effected by this method of transporting beef were enormous, but the struggle was bitter.

The railroads, the Eastern stock yards and butchers and a large part of the Eastern consuming public were opposed to the innovation. Mr. Swift, personally and through his agents, fought against the barriers of self-interest and prejudice and himself supervised the building and equipping of the cars in which the first shipments were made.

One of the truly historic journeys in the history of the development of this country was that of the first carload of fresh meat to the East. When it arrived Herbert Barnes, who had contracted to receive the shipments, was waiting. With almost painful apprehension, he opened the car. The meat was in perfect condition. A new era in the packing industry had begun.

Gustavus F. Swift, the pioneer, now became Gustavus F. Swift, the organizer. With his brother, Edwin C. Swift, he covered the Eastern field, persuading the meat dealers to act as his agents or to enter a partnership. This policy of sharing the benefits of the new discovery won many friends for the company.

The struggles and trials of this period were almost overwhelming. The refrigerator cars were far from perfect and 206 207many losses were sustained. Mr. Swift's average day began at five o'clock, as he was doing the cattle buying for the firm, and ended at night over the books. He was pitted against the ablest business brains of his day, many of them backed by far more capital than he could command. On his side he had great native shrewdness, wide vision, independence of judgment and an enormous capacity for work.

Following the refrigerator car came the refrigerator ship, and to develop his English market Mr. Swift made no less than twenty trips to London. While there he made a practice of getting up every morning at three o'clock to go to the market and make sure his beef was well displayed.

Operations of the company expanded, and in 1885 the firm was incorporated as Swift & Company, with a capital stock of $300,000. Mr. Swift became president and remained in that position until his death. In less than two years, so rapid was the development, the capital was increased to $3,000,000. In 1903, the last year of the founder's life, the capitalization had been increased to $25,000,000, a million dollars for each year of Mr. Swift's association with the meat-packing industry. The present capitalization is $150,000,000. The company now employs about 50,000 persons, operates a fleet of 7,000 refrigerator cars and has more than 500 plants and branch houses in the United States and Canada.

Swift & Company's advertising has kept pace with its general growth. In 1893, the year of the World's Fair at Chicago, the company distributed lithographed cards, showing a Swift refrigerator car. That was one of the first attempts to get publicity.

At present Swift & Company's advertising represents a total investment of many millions of dollars. The good-will thus created, while a very tangible asset, never has been capitalized. Advertising goes on every day, every week and every month. It is not confined to one medium, nor to one group, but is so designed that it will reach the reader of the high-class magazines, the specialized newspaper reader, the traveler in the street car, elevated or subway train or the man who drives along the city streets.

Care has been taken to the end that the products shall themselves advertise the company. Swift & Company was the first to have chemists and bacteriologists work on the “cure” to obtain the best flavored ham and bacon possible to procure. Years of experimenting and innumerable tests were necessary before the perfect Premium “cure” was obtained. This was the first “cure” that, regardless of time of year or where the ham was purchased, eliminated the necessity of par-boiling the ham. Swift & Company was, naturally, the first to use the “NOT NECESSARY TO PARBOIL” tag.

Having made the product as good as it was possible, Swift & Company turned attention to the wrapper, being the first to use the printed parchment wrapper. This not only insures that the flavor of the product is retained, but is also a means of identification.

In many other directions Swift & Company has been a pioneer. It was the first to realize the importance of having the plant and premises of the packing house clean and in sanitary condition, and to keep them so. Government inspection, conducted by the agents of the Department of Agriculture, gives assurance of wholesome food.

Because of the quality of the products they represent, because of the widespread distribution and extensive advertising, “Premium,” “Brookfield” and the other Swift brands are known throughout the civilized world. Travelers from far countries make Swift & Company their sight-seeing objective in Chicago.

Surely, Gustavus F. Swift, with all his foresight, would have been astonished could he have foreseen toward what he was building when, at fourteen, he entered his brother's butcher shop in West Sandwich.

Underwood's Deviled Ham Has Been Known to at Least Three Generations of Americans—and William Underwood, Founder of the Business, Sold Food Stuffs to Two Earlier Generations Still

The art of hermetically preserving foods originated early in the nineteenth century with Nicholas Appert, a Frenchman. His method was published in London in 1812, and in 1817 William Underwood left England for America, having served an apprenticeship in the trade of pickling and preserving with a London house.

Mr. Underwood arrived in New Orleans, but not caring to settle there set out on foot to see the country and in search of a more suitable place in which to establish his business. It is 209 210not known exactly when Mr. Underwood first began his trade, but in the year 1819 he arrived in Boston, having walked almost the entire distance from New Orleans and having been in every State at that time in the Union. In 1821 he was shipping goods to South America and in 1822 was selling fruit and berries in glass, as shown by entries in books of sales at that date. Damsons, quinces, currants and cranberries were the principal articles preserved in the first few years. The larger part of Mr. Underwood's business was in pickles, ketchups, sauces, jellies and jams.

Like everything new, the early days of the canning industry were a continuous and, at times, a disheartening struggle against popular prejudice; in fact, Mr. Underwood's early sales in the United States were very small. Most of his goods went to foreign markets—India, Batavia, Hongkong, Gibraltar, Manila, South America and the West Indies, but even then so great was the feeling against American goods that in many instances Mr. Underwood's products had to be sold under an English label.

It is a matter of record that in 1828 Mr. Underwood was preserving milk and shipping it to South America. Early in the thirties, pie fruits were added to the list, and in 1835, having imported the seed from England, Mr. Underwood began to pack tomatoes in bottles. Tomatoes at that time were little known in this country and by many were considered poison.

Up to that time glass had been used exclusively, but in 1839 Mr. Underwood began to substitute tin. The early methods of can-making were primitive and laborious, for every can was made by hand. A tinker who could turn out sixty cans a day was a master workman and as much solder was used on one can as is used today on several dozen cans of the type in which any solder at all is used.

In those days the word “cans” was not used. They were always spoken of as “canisters,” and the words “cans” and “can” are undoubtedly derived from the oft-repeated abbreviations of the word “canisters,” which appeared on the books and in the correspondence of the pioneers in the industry.

In 1844 Mr. Underwood established a lobster factory at Harpswell, Maine, and the first lobsters were boiled in a large iron pot set up on a tripod on the beach. In 1850 the firm was packing oysters in Boston, which found a ready sale in direct competition with Baltimore goods. A year or two later salmon was added to the line, and it is said that the first gold which was sent East from California came across the continent in one of Mr. Underwood's salmon tins.

Underwood Deviled Ham, for which this company is best known today, originated shortly after the Civil War, as a result, no doubt, of the company's canned meats for the army, and the particularly delicious flavor of this product is attributable to the skill in blending spices developed in the early days when sauces and other condiments formed the bulk of the Underwood business.

The history of the William Underwood Company is entirely lacking in the glamor and sensationalism of many other businesses which have grown to huge proportions almost overnight. It is imbued, nevertheless, with an atmosphere of antiquity and stability, and if it is true as a general proposition that the highest-priced goods while usually the best have the smallest sale, the comparatively modest proportions to which the Underwood business has grown are due at least in part to the strict adherence to the principle that “the best is never too good”; yet, lest that remark should be misconstrued, let it be said that, as a result of constant development along scientific and hygienic lines, honesty of purpose and conscientious regard for the public welfare, there is probably not an industry today that is conducted on a higher plane than the food-canning industry in the United States.

Colorful, Appetizing, Health-Giving It Is Little Wonder That Welch's Grape Juice, Speeded On by the Force of Advertising, Has Won the Right to Its Claim, “The National Drink”

The Dew of the Morning rests upon my Leaves and Clusters.

The Heat of Noon distills for me the Juice that all Men love.

My clusters wax fat; they catch the Purple of the Autumn Sunset.

I become a Mystery and a Marvel, for no Man may Imitate me.

There is no Depth of Wisdom nor Height of Inspiration, nor is there any Avenue of Science which can achieve what Nature Achieves in Me.

I am the Concord Grape.

—Wilbur D. Nesbit.

In old, historic Concord, Massachusetts, still stands the original Concord grapevine, where it was planted by its producer, Ephraim Bull, in the year 1849. The inscription on a stone 215 216tablet at the garden entrance to the home, now named the “Grapevine Cottage,” tells the romantic story of how this aged vine was grown from an American wild-grape seedling which its owner found in the corner of the garden.

Neighbor and contemporary of Henry Thoreau, Ralph Waldo Emerson, Bronson Alcott and Nathaniel Hawthorne, Ephraim Bull was both a worker and an idealist, a lover of Nature at her best. It was not just simple transplanting, but the most painstaking cultivation and selective experimentation over a period of many years that transformed this wild seedling into the perfect fruit.

Bull's idea was to produce a grape which perfectly combined appetizing color, fragrance and a flavor of balanced tart-sweetness that would at once outrank for table use the over-sweet wine grape and puckery varieties. The fame of the perfection of the Concord grape spread rapidly, and in a few years it was being grown on a commercial scale in the States of New Jersey, Pennsylvania, New York, Michigan and Ohio.

Welch's Grape Juice is just the pure juice of these perfect grapes scientifically pressed out, pasteurized and sealed in glass with a speed and cleanliness which preserve, unchanged, their color, fragrance and tart-sweet balance of flavor. Welch's was the first commercial grape juice.

Dr. T. B. Welch was a dentist. He believed that “unfermented wine” was scriptural and preferable for communion purposes to wine which contained alcohol. When he was delegated to provide the communion wine for his church he determined that it should be wine without alcohol. And so, in 1869, with the aid of his son, Dr. C. E. Welch, also a dentist, he pressed out by hand in the family kitchen, in Vineland, N. J., the first dozen bottles. Thus the Methodist Church in the little village of Vineland was the first church to use unfermented wine for communion. It was called “Dr. Welch's Unfermented Wine.” The home kitchen continued for several years to be the only factory.

To Dr. T. B. Welch its possibilities were limited to its use as communion wine.

Dr. C. E. Welch, the son, however, saw in it a wide range 216 217of usefulness. In its wealth of nutrition and ease of digestion he saw an aid to the hospital and physician, a boon to the sick and convalescent; and in its healthfulness and refreshing flavor he caught his first vision of “the national drink”—a dream which his courageous faith and tireless effort through the early trying years have made come true.

The first sales and advertising effort consisted of circularizing a limited but carefully selected list of churches, hospitals and physicians scattered over a wide territory. The next was small space in church and medical papers. Then came the first salesman, and later more salesmen and more advertising. The stage of Welch national consumer advertising was reached in 1893, the year of the World's Fair in Chicago, and thus made Welch one of the pioneers in the field of national advertising. Since then, year after year, a constant policy of national advertising has been maintained.

Results came steadily, but not quickly. Building the Welch business has been the work of a lifetime. Between 1869 and 1895, increasing volume of business necessitated two successive moves into larger manufacturing quarters, and the business was finally located, in 1897, at Westfield, New York, in the heart of the Chautauqua grape belt. Since then, Welch plants have been located throughout the Great Lakes Concord grape region; at North East, Pa.; Lawton, Mich., and St. Catharines, Ontario, and recently an entirely new Concord grape belt of 15,000 acres has been promoted by the company and a plant located at Springdale, in the Ozark region of northwestern Arkansas.

This fifty-year business growth can be best expressed in terms of the increase in quantity of grapes used: From 40 pounds in 1869, to 4 tons in 1879; 10 tons in 1889; 660 tons in 1899; 3,980 tons in 1909, and 17,000 tons in 1919.

Conscientious maintenance of the highest quality standards in manufacturing, a policy of absolute fairness in prices—made by basing prices on actual costs and quality regardless of what others were doing—and consistent and truthful advertising accompanied this progress every step of the way.

The larger organization now required to carry on the business 217 218includes Dr. C. E. Welch's four sons, who have been actively associated in the management for a number of years.

As Welch prices are fair prices, based on actual costs, the important role which advertising has played in bringing down the cost of Welch's by increasing volume of production stands out almost startlingly in the following figures: In 1873, price per ton of grapes, $10.00; trade price per case of 12 quarts, $12.00. In 1923, price per ton of grapes, $56.00; trade price per case of 12 quarts, $6.75.

Between 1873 and 1913 the nearly 66 2-3% decrease in price, in the face of 350% increase in cost of raw materials (not counting bottles and packing material), was due to the economics of large-scale production, largely made possible by advertising. The approximately 60% higher list in 1923 (from the low list of 1913), which is still in effect, is a wartime hangover made necessary by the additional increase of 60% in grape prices in 1923, compared with 1913, accompanied by proportionate increases in cost of glass bottles, other packing materials and labor.

As the organization expanded, always standing in the fore in each organized effort was the original ideal of benefit, usefulness and service.

An article written about Welch's in 1915, which is as true now as it was then, only more so, started thus: “Every time a merchant delivers an order of grape juice to a home, every time a merchant sells a glass of it at his fountain, he should ‘Thank Welch.’

“Welch created the grape juice market. This was done by educating the public to drink grape juice.

“Today, when grape juice is a staple, when there is scarcely a nook or corner in the country where it is not on sale, it is hard to realize that there ever was a time when it was a novelty.

“Yet there were years during which Welch stood alone— advertising, advertising, advertising!”

Distinctive in Retaining the Rich Energy-Giving but Easily Spoiled Center of the Wheat, Wheatena Has, with the Power of Advertising, Gained a Pre-Eminent Place Among the Nation's Cereals

It is a natural to infer that a product which has met with such universal favor as Wheatena—the whole wheat food with the delicious flavor—should have an interesting history. And Wheatena has exactly that!

Forty-six years ago, Wheatena was being sold in a small way in a New York store by one George H. Hoyt, a man who conceived the idea that a perfect food could be produced from wheat by a special process of preparing the grain.

A few years later he sold his business to Dr. Frank Fuller, the originator of the Health Food Company, who had developed many important and original products—among them some excellent wheat preparations.

Dr. Fuller was a physician who had spent his entire life in studying food problems and who saw even then the increased nutritive value of wheat when properly prepared.

He saw some advantages in Hoyt's product, and other advantages in a wheat product he was preparing. He combined the good points of both, and thus, over 40 years ago, produced Wheatena in its present form. So well did Dr. Fuller do his work that there has been little need to change Wheatena in any respect since that time.

Indeed, with each succeeding year the popularity of Wheatena has increased to such an extent that millions of packages are now sold every year.

Back in the early ‘80s, cereals were usually sold in bulk to the retailer, who would buy in barrel lots and sell a pound or two at a time to a customer. Cracked wheat, oatmeal and cerealine were then the principal cereals sold. That was at a time when the sanitary wrapping of food products was given comparatively little attention.

Wheatena, appearing then in package form, met with immediate favor and received a cordial reception from the buying public.

This is characteristic of the up-to-date policy pursued by The Wheatena Company from its inception to the present day.

Long before the use of modern concrete daylight buildings for industrial purposes became general, Wheatena was being prepared in this type of buildings, where the sunlight plays with the golden grains of selected winter wheat as they are being transformed into the delicious and nourishing whole wheat granules of Wheatena. But what is the fundamental reason for the success of this distinctive whole wheat product, Wheatena, you may ask.

This lies in the product itself, and in the exclusive Wheatena method of preparing it.

The little golden heart of the wheat, that portion of the grain which contains the active life principle, is known for its sweet, flavory, nut-like quality. But because the heart is apt to spoil more readily than the rest of the grain this part has 220 221been omitted, as a general thing, from products made of wheat.

The Wheatena process, however, is successful in retaining the sweet golden heart of the wheat, so rich in delightful flavor and energy-giving quality.

While preserving all the other health-sustaining, body-building elements of whole wheat, the valuable addition of this little golden heart gives Wheatena its distinctive flavor, its extra nutriment and its plus value in helping to add golden years to lives.

In the homes of the nation every morning Wheatena is being relished by millions of children and grown-ups. This is because of its delicious flavor, its ease in digesting and its high nutritive value, and because The Wheatena Company has brought it to their attention persistently.

A new era in the development of Wheatena sales was experienced when, in 1903, The Wheatena Company was incorporated and confined its attention solely to the one product—Wheatena.

A steady, consistent plan of spending a certain part of the earnings each year for advertising purposes was early inaugurated by The Wheatena Company, and has continued all these years.

Various forms of advertising were adopted, but the bulk of the appropriations has been spent in sampling and in magazine advertising.

The Wheatena message is now being carried into the homes of every city, town and village in the United States through the leading magazines of the country. Month after month, more millions are learning the value of delicious Wheatena—the whole wheat food that gives abundant energy for work or play and helps add golden years to lives.