RETAIL MARKETING OF MEATS 15 
most instances, the performance of such service is the logical working 
out of the principle of the division of labor. In some instances the 
customer can better afford to cany his purchases than to pay for the 
service; in others it is more worth his while to pay for the service. 
Credit and delivery service occasions an expense that must ulti- 
mately be paid by the consumer. Since all credit-and-delivery stores 
do more or less cash-and-carry business, it would seem logical to make 
a charge for these services separate and distinct from the commodity. 
But the survey indicates that the number of stores differentiating 
between the" value of the service rendered and the value of the com- 
modity is comparatively small. When this differentiation is made, 
the quoted price is sometimes for the commodity on a noncredit and 
nondeliveiw basis. In such instances customers demanding delivery 
are assessed an extra charge, customarily a flat rate of 5 or 10 cents 
per trip ; the accounts of credit customers are debited a flat sum of 
perhaps 25 or 50 cents monthly for the credit service. This method 
of handling the credit-and-delivery business, sometimes termed the 
" four-square " plan, conforms to just principles. Another method of 
differentiating is by granting a discount from the quoted price to 
those customers not demanding the credit and delivery service. From 
the standpoint of individual retailers, the plan of differentiating 
between the value of the commodity and of the service has not proven 
a success. Customers demanding the service are inclined to resent the 
extra charge and to transfer their patronage to a store operated on 
the usual basis. 
The existence of the cash-and-carry type of store is due to willing- 
ness of many customers to pay cash or to carry their purchases or 
both in order that they may benefit from the lower prices that are 
made possible and usually prevail in that type ; and correspondingly 
the existence of service stores is due to the willingness of most per- 
sons to pay for delivery rather than to perform the service them- 
selves and perhaps also to pay for the extension of credit by purchas- 
ing either more largely from the particular concern or at slightly 
higher prices,* as the policy of the particular retailing concern may 
have developed. The purchasing public is the real arbiter as to 
what services the retailer shall render and ultimately what form the 
development of retail business shall take. The comparatively greater 
prevalence of the cash-and-carry type of store in the northeastern 
section reflects the thrift of the people of that section, just as the 
comparatively greater prevalence of the service type in the south- 
eastern section reflects the lesser prevalence of that quality. How- 
ever, patronage of the service store is often because of a clear under- 
standing that it is more economical, in the instance of the particular 
customer at least, to pay the dealer for delivering merchandise than 
for the customer to carry it himself. 
In those localities where both cash-and-carry and service stores 
are found, it is noteworthy that delivery service is more prevalent 
in local neighborhood stores than in establishments located in com- 
mercial sections. Stalls in public markets and other concerns of 
moderate size located in commercial sections find difficulty in main- 
taining delivery service because of the expense of delivering at widely 
scattered residences. Concerns dealing largely with hotels and 
restaurants regularly maintain delivery service with this portion of 
their trade, at least, because these deliveries are in quantity. Even 
