Project Gutenberg's How Department Stores Are Carried On, by W. B. Phillips This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org Title: How Department Stores Are Carried On Author: W. B. Phillips Release Date: January 25, 2010 [EBook #31073] Language: English Character set encoding: ISO-8859-1 *** START OF THIS PROJECT GUTENBERG EBOOK DEPARTMENT STORES *** Produced by Charlene Taylor, Barbara Kosker and the Online Distributed Proofreading Team at http://www.pgdp.net (This file was produced from images generously made available by The Internet Archive/Canadian Libraries) How Department Stores Are Carried On BY W. B. PHILLIPS NEW YORK DODD, MEAD & COMPANY 1901 Contents. Introduction, 5 General Principles, 5 The Management, 10 The System, 12 Advertising, 15 The Buying Organization, 25 Receiving Goods, 32 Taking Care of Stock, 34 Serving Customers, 35 Exchanging Goods, 38 Floor Managers and Ushers, 40 Making out Checks, 43 Inspecting, Checking and Parcelling Goods, 46 Collecting Goods for Delivery, 48 Delivering Goods, 51 Stables, 54 Cash Office 57 Check Office, or Auditing Department, 58 C. O. D. Business, 60 The Mail-Order Business, 62 Catalogues, 73 Receiving and Opening Mail, 95 Book-keeping, Buying, Checking, etc., 100 Assembling and Packing Mail-Order Goods, 106 Goods sent by Mail, Correspondence, Paying for Goods, etc., 110 Filing Correspondence, 117 Special Orders, 119 Returned Goods, Exchanges and Complaints, 121 Samples, 123 Keeping Employees' Time, 125 Employing Help, 128 Paying Wages, 130 Watchmen, 131 General Rules for Employees, 133 Mechanical Section, 139 INTRODUCTION. No other branch of business can bear comparison with the wonderful results achieved by Department Stores, such a success as has made them the wonder of modern merchandising. These stores, that have grown to greatness from small beginnings, have a force and power behind them that commands general interest. Their store-keeping rests upon certain well-defined principles, and not upon chance, sensations or experiments. It is not the intention in this volume to prejudice public opinion against Department Stores. No attempt has been made to enumerate any reasons why they exist and flourish, nor any effort made to prove that they are a necessity, or otherwise. [Pg 3] [Pg 4] [Pg 5] Whether they promote and build up the best interests of the people and country at large, or are detrimental to them, is a question on which intelligent opinion is largely divided. The fact remains—a plain indisputable fact—that they do exist; that they have had a tremendous growth in recent years, both in Europe and America; that organizations of this character beginning a few years ago have developed into the largest and most successful mercantile institutions in the world. The author, from several years' practical experience, having been closely identified with the policy adopted, and with all the detail of system employed, in running one of the largest Department Stores on this continent, having visited at different times the trade centers of America, and examined carefully into the systems employed in other stores of a similar character, and made careful comparisons, is satisfied that the enquiring public will appreciate the endeavor to give them an intelligent idea of "How Department Stores are carried on." General Principles. One of the great underlying principles of Modern Department Stores is cash. Buying and selling for cash. Cash and one price. Some deviations are made from this rule, according to existing conditions in different business centers; but this is exceptional, the larger percentage of trade being strictly cash, and this fact has contributed largely to the general success. A few years ago nobody sold for cash. Nobody in those days marked the price on goods in plain figures and stuck to it. To-day this is done, and is acknowledged to be highly satisfactory. The first aim is to get the best and choicest goods direct from the makers; and, second, to have the lowest prices, thus enlarging the purchasing power of every dollar. A Department Store is different from the ordinary store, by being big enough to deal in almost everything that people need; handling merchandise of every class that goes well together for all sorts of people; providing the means of doing everything quickly, easily, cheaply. A store large enough to accommodate thousands of shoppers arranged to serve a purpose. Floor upon floor filled with merchandise, broad aisles, easy stairways, elevators to do the stair climbing, cash system for quick and easy change-making, with all the newest ideas in store mechanism; places to sit, wait, meet, lunch, talk and rest; in short, an ideal place to shop in. Everything done that can be done to study the convenience of customers and look after their interests. This constitutes one of the greatest factors in the success of modern retailing. Looking after the customer. Looking after them in such a manner that the service is an attraction in itself, that shopping is made easy and comfortable. Service is what these stores are for. Complete service in every detail, beginning with the purchase of the goods, and ending with delivery to customers, guaranteeing every article sold to be exactly as represented, or cheerfully refunding the money. The development of these great businesses is largely the product of better service, and this service has been effective in winning the favor of shoppers. The strength of these organizations, while centered in well-known principles strictly adhered to, is backed up by a well-defined system of government, including all departments, and the development of this system has had a great deal to do with the success of present-day business. The principles referred to build up and support the business, but it is the careful management and perfect system which controls. The Management. The central point around which the whole organization of Department Stores gather is the man, or men, who put up the capital; who own, control and manage the business; and who insist that the profits shall be consistent with their expectations. They not only put up the cash, but define the policy of the business, and organize and develop the system [Pg 6] [Pg 7] [Pg 8] [Pg 9] [Pg 10] under which it operates. The organizing and executive ability, as well as the faculty of knowing men, must be largely displayed; knowing men, and how to combine them; knowing how to use their capabilities and energies, how to bring out all their qualifications and all their ambitions. The management must be of large perspective and broad experience, make a close study of store-keeping ways and methods, be quick to take advantage of every new idea in service and appointments, and enterprising in everything that goes to make a business strong and successful. Associated with the head of the business, usually selected from active workers who live with the business every day, are a few who are taken into intimate relations with the business policy, and who very materially assist in its development, and in the working out and building up of the system by which the business is carried on. Capable, intelligent, energetic, lieutenants, who are intensely interested, and who exhibit no lack of earnestness or energy; who are imbued with implicit faith and confidence in whatever may be advocated and decided upon, and who direct their best efforts to its accomplishment. The System. The system that dresses the windows with attractive goods, that provides the special bargains, that furnishes such a variety of goods comprising nearly everything that people wear or use, that gives a courteous and agreeable service under all conditions, that provides a place to rest when fatigued, that enables shopping to be done under such favorable circumstances, that delivers all purchases promptly, and if a mistake has been made in the selection, or for any reason goods bought are not satisfactory, presents no difficulty in their being exchanged or the money refunded; the system which does all this and more is not the result of accident or chance, but there is a vast machinery behind it all which directs and controls. But the system must do much more than this. It must provide for getting at results, and it is in this respect that the perfection of the system is reached. While the store space is divided up into little stores or departments, under different heads, who are given every possible leeway in the buying of goods and management of stocks, yet each head is made directly responsible for everything in connection with this part of the business. Each department is charged with the goods bought and with the expense of selling, and credited with the sales made. Each section pays its proper share of all general expenses, such as delivering goods, lighting, heating, elevator service, fixtures, rent, etc. The system employed enables the head of the business to always know the true condition of each section. It enables him to know, if desired, what each individual salesperson does; how much the total business is of any department on any day; what the expenses are for any given time; and these facts are not obtained spasmodically, but are regularly recorded and made use of. Lack of knowledge of the condition of any department does not exist. Success, or the lack of it, is apparent at once. The truth of Eternal Vigilance being the Price of Success is here acknowledged, and in no other business organization is more special care and attention paid to knowing constantly just what the actual results are. Advertising. Someone has said, "The time to advertise is all the time," and among modern business organizations none more thoroughly recognize and strictly adhere to this statement than Department Stores. Nowhere else is the science, the art, of advertising more intelligently understood, appreciated and applied. Advertising is recognized as the pulse of the business, the great vitalizing force. The importance of the relation of advertising to business cannot possibly be exaggerated, and for this reason it is considered most seriously. A recognized authority has said, "Advertising taken seriously in the retail business makes the policy of the business. It is the fundamental thing, the corner stone. Therefore, it demands the attention of the head of the business. I cannot think of any concern so large in its affairs, so extended in its ramifications, with so many responsibilities resting upon the head of the business, as to make the advertising subservient to the general management of the business, to make the head of the business ignore the advertising. The manager of a department, and the salespeople who are to sell the goods, should be told the policy of the head of the business so far as advertising is concerned, and the way the matter is to be presented to the public, so as to arouse the [Pg 11] [Pg 12] [Pg 13] [Pg 14] [Pg 15] [Pg 16] interest of all. It is important that the man at the head should vitalize the business by making everybody feel and know that the advertising, the address to the public, is made in conformity with his wishes, under his supervision, and is absolutely part of his plans for disposing of his merchandise. This being so, the proposition that the advertising of a well- ordered establishment makes the policy of the business is really correct." Many methods are made use of to present and keep the business before the public, but preëminently the best and most satisfactory is the newspaper. Its columns are recognized as the very best medium for business notices, going as it does into the homes of the people regularly, filled with the world's news, with information for everybody, about everything from everywhere. The newspaper column is the merchant's platform, his pulpit from which he speaks to the public. It gives his words thousands of tongues. It is in this way he reaches his audience and tells them about his goods and business. He must talk straight, and his address must be interesting and readable, and, above everything else, true. It must always have the true ring of honesty, and advertisements are becoming more truthful every day, as business men realize that it must be true or it will fail. People judge and form their estimate of a business by the honesty with which their advertisements are lived up to, soon find the truth-telling places, and trade gravitates that way with absolute certainty. Lying advertisements never built a permanent and successful business. Advertising of to-day is honest, or meant to be, and, every day, people are gaining more confidence in it, and are understanding more and more that it is a necessary and legitimate part of this business; in other words, a "Store Bulletin," to which they can refer as an honest statement of what the store has to offer them. Advertising properly means attractive news, news of daily importance, news which is appreciated and taken advantage of by the most wide-awake, economical and thrifty. News that must not get old by repetition. There is nothing more important about the business than advertising. Of what use to have tons of merchandise to sell if the people are not told about it, told about it regularly? Keeping everlastingly at it. Hammering away day after day. Continuous effort in the right direction, systematic, persistent. The advertising must be clear, logical and convincing; containing exact and definite information, telling the store news plainly and honestly, telling the people what the store can do for them, telling it often and in the right way. Some departments may be systematized so fine that they don't require such undivided attention; but the advertising can't run along like this, but must have constant and careful thought. Every advertisement must have careful consideration. Carelessness or neglect will lead to serious results. Spasmodic advertising won't do. One might as well expect to close the store one day and open it the next. It must be regular, just as regular as the day comes. Attractive advertising becomes a department of the paper, and people expect it—look for it with the same interest as other features. It is keeping the business prominently before the people and asking persistently for their trade that brings the business. Advertising is the greatest force, the most powerful lever, for facilitating business. There is a generally- accepted theory that advertising pays, but Department Stores prove by facts that the theory is true. There has been considerable talk about the uncertainty of advertising; but thoroughly understood and skillfully used in the interest of Department Stores, it has become a most powerful factor in contributing to their general success. Back of Department Store success, are earnestness, persistence, concentration, energy; but between these and achievement stands advertising. "As the business grows and is prosperous, it is due to the controlling factors of system, merchandise and advertising, but advertising is the dynamic force which vitalizes all the rest." With this understanding of the important relation of advertising to business, a decision is arrived at as to the amount of advertising appropriation the business demands, not a fixed amount—no more or no less—but about the amount expected to be spent, which depends upon the amount of business necessary to be done, and is determined by the percentage of profits. A selection is made of the best daily papers, space secured, and "The Advertising Department" is ready for business. This department is under the direct management of the Advertising Manager, or "Ad. Writer." He has a distinct recognition as one having a separate profession, and must, if the best results are obtained, be confidentially taken into the inner workings of the firm. He must be familiar with the history of the business, its progress and development. While he may not require to know the exact amount of money made, yet he must know which departments are weak and which are strong. The strength of the best departments must be maintained and increased, and the weaker ones built up. He should know what the goods cost, where made, how bought, etc., and receive the hearty coöperation of the buyers, to obtain the necessary information to write up his appeal so as to secure a hearty response from the buying public. He must give an individuality to the store advertising, and see that every advertisement is backed up honestly, every promise fulfilled, and that the information he gives the public is absolutely true. He must keep on file a complete record of all advertising, and should keep in constant touch with each department's daily sales, with a view to continual comparison with previous records. He must know what other stores are advertising and see that his prices do not run higher than competing figures. All window dressing, wagon cards, display cards and interior decorations should come under his supervision. He must decide the amount of newspaper space for each department; and though heads of departments may take issue with his decisions, yet, as head of the advertising, he does what he thinks is best, usually giving space according to the money-making abilities of the departments. He must understand the goods he is advertising, know all about their uses and superior qualities, go in amongst the salespeople and customers, and talk with them, in order to write convincing money-bringing, trade-building advertisements. Copy should be submitted by departments at least two days before advertisement appears, in order that he may give it proper attention, prepare the cuts used in illustrating, have his copy to the papers early, proof carefully read, and any corrections made. He must study the character of his illustrations, the display part of the advertisement, and having secured a distinctive cut or style of the firm name must stick to it, as it adds an individuality to the advertising. The type used must also be selected, usually good, clear and legible, easily read, but characteristic, so that it distinguishes his Ads. from all others, [Pg 17] [Pg 18] [Pg 19] [Pg 20] [Pg 21] [Pg 22] [Pg 23] and advertisements should always appear in the same position on the same page, so that the public know just where to find them. He must not only look after all the detail connected with the advertising, but must be able to analyze the conditions which confront him, grasp every possibility of the field, be wide awake to every change, sensitive to every trade throb, and have such a command of the English language as will express his ideas in a captivating and original manner. He is the artist who, having the ability and talent, either inherent or acquired, paints the picture that attracts; and who, when backed up by good merchandise, right prices, perfect system and careful management, becomes a great business force and an indispensable adjunct to present-day business. The Buying Organization. A large force of experienced buyers are constantly employed, who visit the world's markets at regular intervals in search of new goods. The aim is to save all intermediate profit, by buying direct from the makers, making direct connection between the manufacturer and consumer, and thus getting as near as possible to the actual cost of production. Hundreds of thousands of dollars are represented in the several stocks purchased. Assortments must be complete at all times, and there must be a constant income of new goods. As fast as one thing sells, another must take its place, and no interest must be overlooked in the buying. Buying in great quantities, they are enabled to send buyers regularly to the great manufacturing centers and leading sources of supply. Prices are low in proportion as orders are large, and ready cash secures the best trade discounts. To collect such a wealth of goods and have styles and qualities just right, means a good deal. It means that the whole range of merchandise must be known. To get the best in the world for the money, and keep assortments complete the season through, calls for careful calculation. The varied human needs of civilization are to be satisfied, and each buyer in his own particular lines must be a man of large experience, of most excellent judgment, and high mercantile ability. They must know the merchandise they buy, that such a factory has the best reputation for one line, that this mill excels in another class, never buying anything simply because it is cheap, but picking out the best manufactures in each department, always maintaining a strict standard of reliability; and that the goods are well bought is demonstrated by the persistent growth of the business. They buy to unusual advantage by reason of ready money and the great outlet for all classes of merchandise. Several of the largest stores render valuable assistance to their buyers by establishing permanent foreign buying offices, thus enabling them to keep in close touch with the newest styles and novelties; and from these offices the shipment of a considerable amount of foreign goods is managed, the service being so facilitated and systematized that a prompt and rapid delivery of goods is effected. But the buyers' duties do not end with the purchase of goods. He is also manager of the department which is made up of the various lines he buys, and is responsible for the proper management of the same. In his absence while buying, he must provide a capable assistant to represent him and the department, one whose services are esteemed as second only to his own, and who, if need be, in many instances is quite capable of acting as buyer and manager in his stead. He is given almost complete control of everything pertaining to his department, must sell the goods he buys, and his permanent position depends entirely upon the success with which his department is handled. As "head of a department," he is expected to comply with the rules of the house and set an example to all those under him. He should be first in the department in the morning and last to leave in the evening. He should be thoroughly acquainted with all rules pertaining to employees, and any new instructions which may be issued from time to time, and see that they are carried out. He is expected to use his best efforts to aid salespeople in making sales, instruct inexperienced help how to handle and display goods, how to wait on customers, make out checks, and, in fact, see that all duties are intelligently understood. It is not sufficient that new, inexperienced help be given a number and salesbook and told to go ahead, but thorough instructions must be given as to the methods of doing business. In order that enquiries of customers may be intelligently answered, he should know the location of all the stocks of the house. If travelers' samples are to be examined, it should be done in the sample room provided for that purpose, and in forenoons only. Only in special cases is it permissible to examine samples in the afternoon, as he is expected to be in his department during the busy hours of every day, to watch the trade and see that customers are properly waited upon. Certain expenses are almost wholly within the control of heads of departments, and must be watched by them with the greatest care. This is especially true as applied to the amount of help employed. By using care and judgment, it is often possible to do with less help, and thus reduce the cost of selling. This is largely supplemented by watching the sales of each salesperson, and enquiring carefully into any cases where there is a falling below the average percentage of cost. He should see that all advertised goods are properly displayed at the counters, and that all the people in that section are promptly notified of all particulars, such as quantities to be sold, price, etc. [Pg 24] [Pg 25] [Pg 26] [Pg 27] [Pg 28] [Pg 29] [Pg 30] He should see that all slow-moving goods are reported promptly, and goods must not be allowed to get old, but be moved out quickly. Any goods that do not move readily must be got rid of—cleared out—whatever cash value they have must be secured, and at once, and no matter at what sacrifice; it being considered best to get what you can for them immediately, and replace the stock with something that will sell readily. He should furnish a complete statement of stock to be purchased and hand the same to the office a reasonable time before going on a purchasing trip, and must have the sanction of the office to the same. Buyers are expected to respect the limits placed and not to exceed the figures sanctioned; but if the market is showing any special lots of goods which in his judgment should be bought, or he is confident that a saving will be effected on goods which are likely to rise in value by buying heavier, considerable latitude is permitted. All business correspondence for the house should be handled through the regular correspondence office, be submitted for approval, and signed only by those authorized. The buyer's work bears such important relations to the business, both in the selection of goods and in the direct management of his department, that his qualifications must be the best, in order to render such a service as is desired and demanded. Receiving Goods. A general receiving room for all case goods and packages is provided. Space is allotted to each department, and all goods bought must pass through this room before going into stock. Porters prepare all goods for examination, by removing lids of cases, opening packages, putting aside all paper, canvas, etc., which is held for reference until goods are checked, and goods are then placed in proper department space ready for the department managers. Heads of departments are usually notified each day of all goods to be marked off the following day, and furnished with invoices of the same. The receiving room is usually open for checking purposes from 8 A. M. to 10 A. M. only, and goods must not be checked off nor removed from this room during any other hour of the day, except by special permission. Goods are called off by assistants, checker compares with invoice, selling price and stock number are entered on goods, and selling price marked on invoice. Until properly marked off, no goods are allowed to be sent out of the receiving room. If goods do not come up to sample, and are to be returned, it must be done at once, and shipper advised. In case of errors or shortages, they must be certified to by two or three competent persons. All invoices should be returned to the office as soon as goods are marked off. Receiving room should be closed at 10 o'clock sharp, at which time all department managers and assistants should be back in the selling departments. Heavy goods, such as furniture, wall paper, etc., are received in their respective stock rooms and checked off in the same manner. Goods should never be received without an invoice. Taking Care of Stock. Salespersons must keep in good order all stock under their charge. Customers of the house, as well as those in authority, readily recognize who takes an interest in the business, by the display and arrangement of the stock. No excuse can be taken for merchandise that does not present a clean, attractive and presentable appearance. Every article should be properly marked or tagged, and each piece of goods ticketed in plain, neat figures, so that a glance will tell price, size, etc. No matter what the stock is, it should be attractively displayed, and the display changed regularly, having a suitable card on all goods so exhibited. When a sale is completed and clerks are through showing goods, they should be replaced as soon as possible, thus avoiding confusion and keeping the selling space clear and in good shape for new business. [Pg 31] [Pg 32] [Pg 33] [Pg 34] Serving Customers. All customers should be waited upon with equal promptness and politeness, no matter whether the purchase is large or small, whether it is simply an enquiry or an exchange of goods. There should be no favorites among customers. First come, first served. A customer who is being served should never be left because a liberal buyer, who is well known, approaches the counter. Goods must not be misrepresented. Customers buy upon the understanding that they can get their money back without argument, therefore only true representation must be made. Exaggerated statements, or trickery in selling goods, is not permitted. In all matters relating to the business of the house the greatest courtesy is required. Clerks are expected to accommodate themselves, as far as possible, to the peculiarities of those they are serving, being civil and polite in their attentions. Should articles asked for be in another department, customers should be informed where they may be obtained; and if clerks don't know, they should refer to the floor manager. If clerks don't happen to have just the article the customer asks for, they should show the nearest they have in stock, and if that won't answer the purpose, consult the head of the department, and possibly it could be procured. They should try and understand what the customer wishes and get it as near as possible, never showing too many goods at a time, as it is confusing and often results in the loss of a sale. If a second customer is waiting, a disengaged clerk should be called. If all are busy, customer should be asked to be seated until one is disengaged. The undue urging of merchandise upon customers is not countenanced, nor yet is indifference in the slightest degree permitted. While large sales are important factors with all salespeople, and largely form the basis for salary paid, yet genuine interest in their duties, the exercise of patience, showing goods pleasantly and cheerfully, polite attention and care in waiting upon customers, are also very important factors in the recognition of value of services. Clerks should always leave a good impression and never let customers go away feeling that they have been treated in an overbearing or uncivil manner, as it hurts the clerks personally and also the house. The interests of employer and employee being identical, better opportunity for advancement and greater compensation is assured the more the store prospers. Upon all matters, under all conditions, the greatest courtesy is insisted upon. Exchanging Goods. The general understanding existing with Department Stores concerning merchandise sold is, that if for any reason it is not satisfactory it may be returned and exchanged or money refunded, on customer's request. This understanding, however, has some qualifications,—such as articles that have been worn, when such a time has elapsed between the purchase and return as to render articles unsalable, goods made to order according to measurements, toilet goods, etc.; but, with few exceptions, the almost unalterable rule is to exchange cheerfully, to avoid unnecessary questions or remarks, rather preferring to be occasionally the subject of imposition than to leave an unpleasant impression. Where an exchange is desired in the same department as purchase was originally made, an exchange bill is issued. Should the customer select other goods of less value than the exchange bill, the cash office, when new check and exchange bill are received, will return the difference in change. The exchange bill, when signed by the head of a department, or one authorized, is good for its value in any department; and should the customer not be able to make a suitable selection, this bill, when properly stamped or signed, is good for cash on presentation. These exchanges, as collected and audited, are usually deducted from each department's daily sales. [Pg 35] [Pg 36] [Pg 37] [Pg 38] [Pg 39] [Pg 40] Floor Managers and Ushers. Floor managers must be thoroughly familiar with and see to the enforcement of the rules of the house, as applied to their sections. They must see that each department in their division is promptly prepared for business, covers off, and everything in order, and must have a general supervision over their division. Aisle space, circles and fixtures must be kept scrupulously clean. All cardboard, paper, twine, boxes, etc., removed from goods sold during the day, must be sent from the departments at regular intervals, and not allowed to accumulate and present an untidy appearance, being first thoroughly examined, to see that no goods are contained. Sweeping should be avoided as much as possible during the day, but the departments at all times must be neat and clean in appearance. They should not allow cash boys or parcel boys to loiter in their division, and should see that all customers are properly served, and the greatest courtesy and politeness shown them, whether buying or simply looking at goods. Strangers from out of town visiting the store should be made to feel at home, and particular attention paid them. Should they desire to be shown through the store, it should be arranged. They should be impressed with the manner of doing business, and this effect is best secured where consideration is shown them. It is better to answer the inquiries of customers by accompanying them to the department asked for and requesting a salesperson to wait on them, rather than pointing to that department, and much better to name the salesperson than to use the word "forward." They should see that goods do not collect at any time at the parcel desks, but that they are removed by carriers promptly. They should attend, in case of sickness or accident, to any customer, see that they are taken at once to the place provided, and report the same. Any claims or complaints of customers should be referred to them, and their best efforts used to adjust any errors made, and, where necessary, refer them to the Complaint Department. They should see that customers returning goods for exchange, or desiring money returned, are promptly and properly served. They should bring to the notice of the house the existence of inefficient or inattentive help, and report anything which in their judgment should have attention. Making Out Checks, Etc. This is not as simple as it may appear, and to master it thoroughly requires time, care and attention. Whether it is filling out a purchasing ticket, a C. O. D. check, or a regular sales check, special care must be exercised, as one cannot afford to exhaust the patience of customers by exhibiting a lack of knowledge. Every check in a check book should be accounted for: a spoiled check should be marked "Nil" or "Void," be signed by one in authority and sent to the cashier. Quantity, goods and prices should always be written plainly, all blanks properly filled out, plain, neat writing, and particularly good figures. Salespeople are usually held responsible for all errors made in checks or on purchasing tickets, and should always use their own book. They should always mention to customer the amount of money received, and enter the amount on their check at once. Many people strictly honest might forget what money they handed in, and when change is returned might claim that the bill given was of a larger denomination. Repeating the amount received will avoid argument afterwards. Duplicates should be closely examined, to see that the black-leaf impression is good. Change should be counted in giving it to customer, and where goods are to be sent, the name and address given should be repeated. The use of purchasing tickets should be encouraged. Customers should be asked if they intend making further purchases, and the use of purchasing ticket suggested. The delay in settling for each purchase is thus avoided and customers' time is saved, as they can pay for all purchases at once. Salespersons should see that their department letter is on their check book. Check books should commence with No. 1 and run consecutively to the end, and should be examined to see that none are missing, and checks should never be altered. All checks should be sent to the cash office immediately upon being made out. Inspecting, Checking and Parcelling Goods. Parcel desks are usually conveniently located at all counters, for the purpose of examining and wrapping goods sold. [Pg 41] [Pg 42] [Pg 43] [Pg 44] [Pg 45] [Pg 46] All goods sold, whether taken by customers or sent by the delivery, should first pass through the parcel desk. Goods sold should be passed to the parcel desk by the salesperson with the bill, and they should always be examined carefully, to see that they correspond. Price, quantity, number of yards, etc., should be checked and goods should be examined, to insure their being in perfect condition, not cracked, soiled, or injured in any way. Should goods when compared with bill be found short or over, marked wrong, or not satisfactory in any way, they should be returned to the salesperson at once, with refusal to parcel goods until everything is O. K. Parcels should not be given to customers, but handed back to the salesperson direct. Every taken parcel should have the sales number marked on the outside. When parcels are to be sent, the address should be on the bill and also on the address slip, and they should always compare. Care should be exercised in handling goods likely to be soiled, crushed, broken or damaged. Where necessary, they should be put in boxes or sent to be specially packed. Every parcel should be securely and properly wrapped, using no more paper or twine than is necessary. Goods to be sent should not be held at the desk, and if carriers delay unnecessarily in calling, the matter should be reported to the head of the department or floor manager. Attention should be paid to the order in which parcels are handed up, so that customers will receive their purchases in the order in which they have been served. All desk supplies, such as paper, bags, twine, purchasing tickets, etc., should be obtained in the morning, at which time the stock-supply room should be open. Collecting Goods for Delivery. Goods to be delivered are usually divided into two classes, individual purchases styled "Sent Parcels," and collective purchases made on purchasing tickets. Checks for sent parcels when made out in salesperson's check book in duplicate, with name and address slip and hour of delivery, should be separated, one half going to the cash office with the cash received, and the other half going with the goods. Checks made out for purchases on purchasing tickets are usually different in color from ordinary sales checks, and are attached to purchasing tickets. As made out by salespersons in duplicate, one half is detached with address and sent with the goods, and the other half remains attached to the purchasing ticket until the purchase is completed. Goods sold are immediately wrapped, carriers called and goods are delivered through slides, elevators, etc., direct to the shipping- room floors. Sent parcels are separated from others and address label attached. Goods bought on purchasing ticket are placed in compartments whose number corresponds with the number on checks received with goods. As customers finish buying, they visit the pay office, where cards are handed in, totalled, cash paid, instructions as to delivery entered on the card, which is handed to the sorting section. Goods are here checked with card, to see that they correspond by number and amount, the address is carefully examined, when parcels are wrapped and passed to the delivery section, where they are assorted as to routes, entered on drivers' sheets by name, address, number of parcels, and checked off when given to drivers. Salespeople are always kept informed as to the regular hours of deliveries, and signal bells are usually rung notifying each department before each delivery closes. No parcels should be promised for that delivery after the bell rings, and all goods to be sent by that delivery should be in the delivery room a few minutes after the bell rings. All arrangements for special deliveries should be made at the pay office, and all parcels should go by the delivery marked, if received on time. Delivering Goods. Drivers should know their routes thoroughly, so as to deliver with as much despatch as possible. When delivering, they should wear uniforms (a portion of the expense of which is usually paid by the house). They should be kept neat and clean, and when repairing is needed it should be done promptly. Drivers are usually held responsible for damages or breakages, resulting through carelessness or neglect, either to goods or rig, and must account for horse covers, blankets, rugs, etc., with which they may be supplied. Drivers should always weight their horses when leaving the wagon. Each driver should be given sufficient money for making change, which he must have with him on each delivery for C. O. D. parcels, and excuses, as a rule, are not accepted for the [Pg 47] [Pg 48] [Pg 49] [Pg 50] [Pg 51] non-delivery of a parcel on account of inability to make change. Drivers should not allow C. O. D. parcels to be opened without an order. Customers should be told that this rule cannot be broken; but if they pay for goods that are not satisfactory they can be returned and the money will be refunded. Drivers are held responsible for all parcels entered on their sheets, and should check off these parcels at the store, placing them in the wagon in the order of delivery as near as possible, thus saving time in sorting up their loads while on the route. Amounts due on C. O. D. parcels should be compared with entry on C. O. D. sheets, to avoid mistakes. When the delivery is completed, sheets should be signed and returned, and if, for any reason, any parcels have not been delivered, satisfactory explanations should be given. Any repairs needed should be reported upon arrival at the stables. Notes should be made of any complaints from customers and the same reported. When instructions are given to call for customer's goods, they should be got at the first opportunity and handed over to the proper person. If not able to obtain them, the reason should be given. Under no circumstances should passengers be carried while delivering goods. Special instructions are usually issued for extra deliveries before holidays, or on extra busy days. Stables. The stables are usually models of neatness and perfect in arrangements, every modern convenience being brought into use, providing accommodation for a delivery system of hundreds of horses and wagons used daily in delivering goods in the city and suburbs. Heated throughout with steam, lighted by electricity, and electric power applied to rotary brushes for grooming, hydraulic elevator service capable of lifting tons of feed and grain to upper floors, basement fitted up with complete blacksmith shop for horse shoeing, wagon and sleigh repairing. Ground floor space is usually devoted to wagons, each having its respective station. Easy stairways provided for horses to reach the upper floors, which are constructed to bear almost unlimited weight, divided into rows of stalls with aisle space between. Harness rooms, cleaning rooms, harness repair shop, hospital for sick horses, paint room, etc., together with the most modern machinery for grinding and chopping feed. The stables must always be kept clean and well ventilated. Horses must never be taken out without being fed, watered, cleaned and properly shod: a lame or sick horse should never be used. Harness should be washed and cleaned regularly, wagons oiled, tightened up and kept clean. Nothing should be allowed to leave the stables except in first-class condition. All repairs should be attended to at once. Wagons should be at the store in time for all deliveries. A record should be kept of the men's time and sent to the office regularly. Drivers' and stablemen's wages should be obtained on pay day; the pay roll should be signed by each one, and returned to the office. All C. O. D. money received from drivers at night should be put in sealed envelopes and placed in safe keeping. A watch should be kept in the stables at night, and a regular patrol made to see that all horses are properly fastened, blankets on and everything in good shape. Wagons should be washed at night and wagon signs thoroughly cleaned. All wagons should be examined carefully, and a written report handed in of all repairs needed, together with wagon number. All fire pails, hose and appliances to be used in the event of fire should be examined regularly, to see that they are all in good working order. General Cash Office. A central cash office is established for receiving all receipts from sales made, and arranged for quick and easy change-making. As a customer makes a purchase, a duplicate of the check or bill made out for the same, together with money received from customer, are sent direct to the cash office, the most improved method being by pneumatic cash carriers. As received, checks are placed on file and any change returned to clerk. Thus the totals of checks and receipts of each cashier's desk must agree. Each cashier makes up a report of the amount of cash received, and cash is given head cashier, who recounts it. The checks of each cashier are kept separate and sent to the auditing office, where they are totalled, and this total must agree with the amount of cash in the head cashier's hands, and correspond with the [Pg 52] [Pg 53] [Pg 54] [Pg 55] [Pg 56] [Pg 57] amount on cashier's report. Check Office, or Auditing Department. This department should make up the total receipts of each cashier by the sales checks received, compare them with cashier's report, and recheck until they are found correct. It should also make up each department's sales, arrange each salesperson's checks into original book form by number, and report any missing checks, auditing all checks and reporting any errors. The work of obtaining the different totals required is greatly facilitated by the use of adding machines, which insure both accuracy and despatch. This auditing of checks thus provides a positive check upon the amount of cash received by each individual cashier, furnishes an accurate account of the exact amount of business done by each department, and the total daily business done by the house, besides showing the exact amount of goods sold by each individual salesperson, which may be made use of to estimate their value as compared with each other, and largely governs the individual wages paid. C. O. D. Business. Large amounts are represented in the business as sold and paid for, cash on delivery, and, therefore, this branch is given special attention. Special C. O. D. books are furnished every department, and such special care exercised in recording the amount to be paid, address, etc., as will prevent any errors or misunderstandings. All C. O. D. parcels are entered upon special sheets or books provided drivers, and are checked off as paid in by drivers at the C. O. D. office with the record kept there, which should show the customer's name and address, department that goods were bought in, who sold them, the amount of the C. O. D., the date and amount paid. Where goods are sent to distant towns, and considerable time must elapse before returns can be made, these outstanding C. O. D.'s must be watched closely, checked up regularly; and in the event of any unnecessary delay corresponded about, and such knowledge obtained as will furnish accurate information about each individual account. The Mail-Order Business. The mail-order trade as associated with Department Stores began in a very small way: it began with a few requests from customers out of town asking for samples and prices of certain goods, a few letters of enquiry regarding one thing and another. These requests and enquiries, properly answered, brought in the first orders, which were carefully filled to the satisfaction of the customers. They told their friends about it, and more enquiries were answered, more orders received. This encouraged some effort, and special circulars or booklets were issued telling about the store and goods. These were mailed to regular customers, and a few thousand extra sent to carefully-selected names of possible customers, until gradually extra help was required to attend to these orders, to answer the correspondence, etc.; and it was found necessary to systematize this branch of the work, to organize and establish a "Mail-Order Department." The mail-order trade grew up side by side with the store trade. When the store was young and variety of goods small, the mail-order trade was limited; but as the store grew, as extra space was needed for increased service, and new goods [Pg 58] [Pg 59] [Pg 60] [Pg 61] [Pg 62] [Pg 63] and new departments were rapidly added, the mail-order trade increased in proportion, keeping abreast of it all the time. Mail-order customers could not know but very little about the house they dealt with except through advertisements, or from hearsay, and, therefore, the reputation of the business depended upon the goods sent and the treatment they received. The foundation of this business was well laid from the beginning. The principles inculcated were that a clear understanding must exist between the house and the customers—that goods would not be misrepresented, that customers would be told in plain words what they were, and that they would be found to be exactly as represented, or that their money would be refunded; and that's what they want...