10 
THE NATIONAL NURSERYMAN 
The National Nurseryman 
Established 1893 by C. L. YATES. Incorporated 1902 
Published monthly by 
THE NATIONAL NURSERYMAN PUBLISHING CO., Inc. 
Hatboro, Pa. 
Editor .ERNEST HEMMING, Easton, Md. 
The leading trade journal issued for Growers and Dealers in 
Nursery Stocks of all kinds. It circulates throughout the 
United States, Canada and Europe. 
AWARDED THE GRAND PRIZE AT PARIS EXPOSITION, 1900 
SUBSCRIPTION RATES 
One Year in Advance .$1.50 
Foreign Subscriptions, in advance .$2.00 
Six Months .$1.00 
Advertising rates will he sent upon application. Advertisements 
should reach this office by the 20th of the month previous to the 
date of issue. 
Payment in advance required for foreign advertisements. Drafts 
on New York or postal orders, instead of checks, are requested by 
the Business Manager, Hatboro, Pa. 
Correspondence from all points and articles of interest to nursery¬ 
men and horticulturists are cordially solicited. 
Photographs and news notes of interest to nurserymen should be 
addressed, Editor, Easton, Md., and should be mailed to arrive 
not later than the 25th of the month. 
Entered as second-class matter June 22, 1916, at the post office at 
Hatboro, Pennsylvania, under the Act of March 8, 1879. 
Hatboro, Pa., January 1923 
WHAT IS GOING The nursery trade is certainly bub- 
TO HAPPEN? bling with energy. It is gratifying 
to note it is aroused to the neces¬ 
sity of publicity. In doing so it cannot fail but make 
false starts and there w ill be much misdirected effort and 
lost motion. 
A short time ago the American Association adopted a 
trademark, “Trustworthy Trees and Plants,” and planned 
an intensive campaign of publicity through its Market 
Development Committee. This was found to be too nar¬ 
row^ in scope, and impractical for the purpose intended, 
so it was dropped. 
The Illinois State Nurserymen’s Association started 
a state-wide publicity campaign and adopted a slogan. 
“Plan to Plant Another Tree.” This was pushed with 
so much energy and ability that it soon assumed a na¬ 
tional character, receiving endorsement and financial 
support from the American Association. This 7 in spite 
of the fact that their own Market Development Commit¬ 
tee was in the midst of a publicity campaign of its own, 
and offering a prize for a slogan around which to build it. 
In this issue is published the proposed slogan of the 
American Association: 
"It s Not a Home Until It’s Planted” 
What is going to happen? Is the American Associa¬ 
tion going to hand over its national publicity plans 
to the management of the Illinois nurserymen or is it 
going to retain its Market Development Committee and 
carry out an independent program? 
It would seem that the national association was the 
logical association to carry out a national publicity cam¬ 
paign. and it is difficult to understand what induced the 
Executive Committee of the American Association to fi¬ 
nancially support a state or local campaign to the extent 
of $1000.00, while they only had limited funds to carry 
out their own national campaign. 
If the Executive Committee was so impressed with the 
“Plan to Plant Another Tree” movement, would not it 
have been a better policy to direct their own Market De¬ 
velopment Committee to adopt it, and to have given the 
money to their own committee? 
It will be interesting to see what will happen at the 
June convention. It is to be hoped by that time events 
will have so shaped themselves that a well defined plan 
of publicity w ill have developed to which all may sub¬ 
scribe with enthusiasm. 
MANAGERS The management of a nursery business 
requires a real manager; a figure head is 
not of much use nor can it be done very efficiently by 
proxy. 
The work of some businesses can be reduced to a rou¬ 
tine such as subordinates can handle to a very great de¬ 
gree, giving the head of the firm an opportunity to devote 
time and thought to other things. It may be golf or gun¬ 
ning or again it may be to improving the methods of pro¬ 
duction or distribution, those larger phases of the busi¬ 
ness for which the head is really responsible. 
The head of a business who allows himself to be so 
buried in detail can not get very far. This is especially 
true of our business because there never was a nursery 
that was really up to date with it’s work. Even with 
almost superhuman effort to that end, there are too many 
uncontrollable influences, such as the weather that will 
upset plans and throw things out of gear. 
The slack and busy season prevent a perfected organi¬ 
zation that will function without a continuous adjust¬ 
ment so that the manager must be continually on the job. 
The executive who leaves decisions until they are ac¬ 
tually brought to his attention is really not managing at 
all, subordinates and conditions are running the business 
he is merely giving snap judgment to problems they 
create for him. 
In recent years we have heard much of the efficiency 
expert, systems, modern methods and contraptions that 
are supposed to make a business run itself automati¬ 
cally 100 per cent, efficient. In fact we have had a sur¬ 
feit of them and are sometimes tempted to prune out 
and go back to first principles and the simple business, 
but we know business of today is not simple anymore, it 
is very much involved. The Government requires certain 
forms and ceremonies to be observed before we can ship 
a plant. The income tax requires other observances de¬ 
manding modern methods and competition the most of 
all. 
Somewhere “in betwixt and between” there is a sane 
common sense policy and practice that is best suited for 
each individual business, and the best thing about it, is 
the manager of that business has got to find it out for 
himself and succeed or fail according to his judgment. 
PLANNING AHEAD The manager who plans and 
makes up his schedule for the 
year or season at least and tries to get his organiza¬ 
tion to work to it will get more accomplished than one 
