THE BEE-KEEPERS' REVIEW. 



know exactly the status of all the 

 markets of the country, and thus he 

 would direct from the different States 

 the sending- of honey to market in a 

 way that the best distribution would 

 be accomplished. This Avould make 

 glutting of the market an impossi- 

 bility. He would have charge of ap- 

 pointing salaried salesmen in all the 

 great cities, who would, under his 

 charge, distribute the honey as the 

 needs of the various sections require. 

 They would also look out for the dis- 

 tribution among smaller places in the 

 near vicinitj' of the city or town 

 They would also be constantly devel- 

 oping markets. 



These various salesmen would be in 

 constant communication with the 

 head manager, and thus he would 

 know through them the condition of 

 the market in all sections of the vari- 

 ous States. Thus his office and duties 

 would be much the same as that of 

 the general manager of the Southern 

 California Friiit Exchange. The lat- 

 ter, however, meets his advisers once 

 a week during the busy season, while, 

 as stated above, the general manager 

 of the honey exchange could hardly 

 meet his advisers oftener than once 

 a year. 



This general manager ' ought to be 

 a man of very superior business abil- 

 ity. Such services could not be se- 

 cured except at a large salary. I 

 should say that $10,000 would be none 

 too much for the right man to fill this 

 place. He should have business in- 

 stinct and capacity that would more 

 than pay his salary many times over 

 during a single j'ear. 



THE STATE HONEY EXCHANGE. 



Each State exchange likewise must 

 needs have a business manager, also 

 of unusual business capacity. He 

 would take charge of the exchange 

 for the State, and would, I believe, be 



the one from the State to advise with 

 the general National manager. He 

 would have advisers also. These 

 should be honey-producers, and should 

 be men of business tact and shrewd 

 business management. The duty of 

 the State business manager would be 

 to keep in close immediate touch with 

 all the county or local exchanges 

 through the State. He would also be 

 in constant communication with the 

 isational manager. He would direct 

 the various local exchanges when, 

 how, and where to ship honej', and 

 would arrange all the details. It is 

 possible that it Avould be wise to give 

 into his hands a portion of the mar- 

 keting in his own State, which, of 

 course, would be done only after the 

 closest conference Avith the National 

 manager. He and his advisers would 

 arrange all the details of packing, 

 £;rading and shipping, and in case it 

 was found desirable to advance the 

 money to bee-keepers who were unable 

 to wait until the sales were made, he 

 would be the one who would look af- 

 ter the details of this arrangement. 

 The third wheel in this great sys- 

 tem would be the local exchaiige. 

 Each would have its general manager 

 or superintendent, who might be, and 

 I think should be, the adviser of the 

 State manager. He would be the go- 

 between connecting the State manager 

 with the individual honey-producers. 

 He would also look after the details 

 of the local exchange, such as storing 

 of honey, packing, shipping, labeling, 

 etc. 



ADVANTAGES OF THE SYSTEM. 



The great advantage from such a 

 system of distribution and marketing 

 would be that of all such combina- 

 tions — the producers would have some- 

 thing to say as to the price whieli 

 should be received for their ])roduct, 

 and thus would not be called upon. 



