6 BULLETIN 302, U. S. DEPARTMENT OF AGRICULTURE. 
The largest profits were found usually in barreled apples. For 
instance, New York B grade, 2 inches minimum, approximately 600 
apples to the barrel, sold for a cent each or $6 per barrel. These 
apples cost the retail dealer not over $2 per barrel delivered to his 
store, allowance being made fer jobber’s profit and drayage. The 
investigator saw ‘‘A grade” fruit, 24 inches minimum, averaging 
about 400 apples per barrel, which cost the retailer not over $3, being 
displayed for sale at 2 for 5 cents, or $11.25 per barrel. Such prices 
prevailed at no less than 25 retail stores visited in one day. Apples 
were being offered for sale at retail all over New York City at prices 
ranging from 1 cent each at the cheap corner fruit stands, to 50 
cents and 80 cents per dozen at the fanciest fruit stores. 
In general, it may be said that the gross profits of fruit-stand 
vendors range from 100 to 250 per cent. Operating expenses other 
than rent in most cities except New York are not relatively high 
and all sales are on a strictly cash basis; hence the net profits on 
good fruit are large. 
Grocers catering to high-class trade buy only the best apples. 
Extra fancy Jonathans, Grimes, etc., preferably 138’s and 150’s 
size, were purchased at $1 to $1.25 per box. These apples were 
taken from the box and repacked in small splint trays similar to 
the peach basket used in a six-basket carrier. Each box of apples 
filled approximately 10 trays. Each tray sold for 30 cents; hence the 
box brought $3, representing a gross profit of about $1.75. Extra 
fancy Delicious and Winter Banana, 72’s size, purchased at $2 per 
box, retailed at 5 cents each, or $3.60 per box. Other sizes and 
varieties brought corresponding prices. No attempt was made by 
this class of grocers to stimulate consumption by temporarily reducing 
prices. 
The retail prices quoted above were maintained consistently 
throughout the 1914 season, regardless of prevailing jobbing prices. 
The large margins charged by the retailers, for the most part, were 
due apparently to the small amount of business handled, the perish- 
able nature of the commodity, and the cost of operation. 
An elaborate and efficient delivery service must be maintained by 
the grocers, and many small deliveries are made each day at an actual 
loss to the dealer. A large proportion of the grocery-store patrons 
buy on credit and pay when it becomes convenient. Many of these 
accounts are never paid. Hence it becomes apparent that the good 
customer who pays his bill regularly each week, or who pays cash, 
must suffer for the shortcomings of others. However, there can be 
little doubt that reducing prices would materially increase con- 
sumption and in the end result in equally good profits for the retailer. 
Reduced prices and better business practice should prove to be very 
beneficial to grower, dealer, and consumer. 
