TWENTY-FIRST ANNUAL YEAR BOOK— PART III 185 



come to know just what to manufacture and how to manufacture it the 

 most economically, and very few problems come up with the manufacture 

 of that product which require his attention, but the big end is to extend 

 the business and sell his product to the people, so that the manufacturing 

 end can grow up and develop and money can be made for the concern. 



The average fair is nothing other than a manufactory; it is nothing 

 other than a factory. It is managed by a board of directors who are con- 

 cerned primarily with the putting on of a fair. Very few of them have 

 had any intimate knowledge of advertising or manufacturing. This is no 

 reflection against the board of directors that has had no experience in 

 that; it is simply comparable to the man who has grown up through the 

 manufacturing end of the business. And so perhaps the fair man has 

 first made his appearance as a gate man or an assistant in the horse 

 show, or has been put on as an assistant in the vegetable show, and then 

 has gradually promoted himself from one position to another until he has 

 become an oflBcer or a member of the board of directors. He is not ex- 

 pected to know a great deal about publicity, any more than you could ex- 

 pect the sales manager of a big business concern to know a great deal 

 about the manufacturing end of his business. I merely make this point to 

 emphasize to you the fact that the average fair today is not based upon 

 the fundamental principles upon which successful business is based 

 throughout the country, namely, that there must be two branches of the 

 business-^one must be the production end and the other must be the sales 

 end, — one just as important as the other, but neither of them to be sacri- 

 ficed for the other. 



Now, having established that as a fact, the next question is. How are 

 you going to run the sales end of your business? There is only one way 

 to run the sales end of your business, as well as the sales end of any other 

 business, and that is, first, to do something which very few fairs do, that 

 is to place it on a budget basis. That is the first thing that has got to 

 be done. There isn't any such thing as going into a publicity campaign, 

 I don't care whether it is for a fair or a shoe factory, or whether it is 

 making biscuits, or whatever it is, of going in and spending money here 

 and there, and money here and money there, without knowing how much 

 money is going to be spent or what it is going to be spent for. A suc- 

 cessful business concern doesn't spend its money that way, and by care- 

 ful attention it can estimate very closely the volume of business whch 

 should come from that expenditure. The average fair can, over an aver- 

 age period of years, tell albout the average attendance that it is going to 

 get. It can estimate about the average receipts that the fair is going 

 to get, and after you have averaged that, then it is up to you to operate 

 the sales end of your business on a budget basis, which means you have 

 got to decide among yourselves how much money you are going to spend 

 for publicity and advertising before you ever spend one dollar for it, and 

 if you don't do that you aren't going to get along successfully, and you 

 will never know where you are going to be at unless you are lucky all 

 the way through. 



Now, after you have decided among yourselves that you ought to have 

 a budget, the next question is. How are you going to determine the amount 



