MARKET MILK BUSINESS OP DETROIT, MICH., IN 1915. 



23 



of goods and selling expenses" does not include overhead charges 

 for taxes, administrative expenses, or losses occasioned by breakage 

 or spoilage of goods on routes. The chart is designed to show the 

 profit from business on different sales routes. Some routes show a 

 good margin of profit, while others are run at an actual loss. The 

 dealer who would expand his business under existing competition 

 often finds it advisable to build up new routes at the expense of other 

 routes which are profitable. Such expenses are the inevitable results 

 of any competitive system of distribution. Figure 9, like Table XVI, 

 suggests that considerable savings in delivery costs can be effected 

 through a more centralized distributing organization. 



Route 

 Numbers ■ 



1000 



12 13 14 



300 



600 



700 



to 

 uj 

 -j 



k 



03 BOO 



500 

 <t 



kl 



5 4-00 



^ 300 



200 



100 













































\ 





/ 

















V 











1 



\ 



/ 

 / 



\ 















\ 

 \ 











1 



1 



\ 



/ 



\ 



\ 















\ 



\ 

 V 











1 



1 

 1 



\ 



I 



/ 



\ 















\ 



\ 

 \ 







/ 



1 



\ 



1 

 \ 



/ 



\ 



/ 















\ 



V 





s 



/ 





\ \ 



/ 1 



1 1 



1 I 



/ 



\ 





i 







\ 



\\ 



> 







/ / 



'\ 



' ill 







\ 





ii 









^ 







'// 





\» 





\\\ 









i 











" 



-'' 









1 



1 



\ 



'' 



\\ 



y 



V s 





























'"' 







05 

 UJ 



#100 ^ 



Q 



90 ft 



70 



BD 



-Number of Bottles 

 -Receipts or Value of Goods 

 -Cost of Goods and Selling' Expenses 

 Cost of Goods 



40 Q 



30 in 



Q 

 Q 



20 Q 



10 "t 



to 



O 

 C3 



Fig. 9.- 



-Average number of bottles delivered and value of sales in relation to cost of 

 goods and expenses of delivery on 14 selected routes. 



SUMMARY OF COMPARATIVE COSTS OF HANDLING AND DIS- 

 TRIBUTING MILK. 



In the foregoing tables and figures only such expenses were in- 

 cluded as might be definitely allocated or fairly apportioned to either 

 the expenses of handling milk in plants or of delivering in the city. 

 Miscellaneous expenses, insurance, taxes, and charges for advertising, 

 administrative, and office expenses were not included in any tables 

 or graphs. In order to bring out some of the comparative advantages 

 and disadvantages of small and large businesses, these items of ex- 

 pense are included in Table XVII, which shows the average per 

 gallon investments and expenses of 28 dealers grouped according to 

 the number of gallons handled daily. 



