NORTHRUP, KING & CO.’S FARM SEEDS 
know that so far as the appearance of the seed is con¬ 
cerned, few, if any, of our customers would be able to tell 
the difference if the change was not too great. It is worth 
while, therefore, to ask the question why we do not follow 
the line of least resistance in this respect because the 
answer throws a good deal of light on the fundamental 
policies of this company. 
There are four reasons for maintaining our standards 
at the highest possible point. 
(1) If we were to abandon our standards of quality and 
begin to sell on a price basis, there is no logical stop¬ 
ping point in this direction. It is' evident that there is 
no permanent advantage to be gained in a contest to 
see who can sell the poorest seeds for the least money. 
(2) “Buy my seeds because they are just as good as 
Northrup, King & Co.’s and I will sell them for less.” 
This is the argument that planters and dealers hear 
many times applied not to seeds alone, but to every 
line of merchandise that represents the standard of 
quality in its particular field. We have set the stand¬ 
ard of quality in our territory for many years, so far 
as seeds are concerned, and we propose to continue 
to do so. This, however, can only be done by main¬ 
taining the quality of our brands at the highest pos¬ 
sible point. If we reduce our standards, we at once 
put ourselves on the same plane with numerous other 
competitors. Anyone can do that kind of a job. 
Looking down on the tops of tiers of racks of Sterling Seed 
Corn and Kingscrost Seed Corn being dried on the second floor 
of Northrup, King & Co.’s drying plant. 
(3) While it is true that it is difficult, if not impossible, 
for dealers and farmers to accurately judge the quality 
and value of seed by looking at it, nevertheless, the 
vital fact remains that in the long run consumers do 
recognize a dependable quality and fair value as de¬ 
termined by practical results. That is the foundation 
upon which our business has been successfully built 
and in spite of the admitted difficulties involved in the 
fixed policy of maintaining our standards at all costs, 
over fifty years of experience proves that it pays. 
(4) There is a greater satisfaction in doing the best job 
we know how to do than in doing the poorest job that 
that we think we can get away with. We prefer to do 
the best job possible, to give the consumer the great¬ 
est possible real value, and then put it up to ourselves 
to make a fair profit by good management. We be¬ 
lieve that such a policy not only gives the greatest 
satisfaction, but is the best foundation for enduring 
success. 
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