His effort was to be first at the store in the morning, and he was very likely to be one of the last, if not the last at the store in the evening. But he did not expect credit for this. Men who worked with him in the Tower Hall clothing store say that he was always bright, willing, accommodating, and very seldom out of temper. If there was an errand, “John” was always prompt and glad to do it. And so the store people liked him, and the proprietor liked him, and, when he began to sell clothing, the customers liked him. He was considerate of their interests. He did not try to force undesirable goods upon them. He treated them so that when they came again they would be apt to ask, “Where is John?” There was nothing in all this that any boy could not have done; it is simply the spirit that any boy or young man should show now—must show if he expects to succeed wonderfully. Of course this could only lead to something higher. An ambitious young man, such as John Wanamaker, was not to be contented to sell goods all his days for other people. It was not long before he became secretary of the Young Men’s Christian Association at $1,000 a year. In the course of a few years he had saved $2,000, when, joining with a friend who had $2,000, they decided to open a clothing store of their own.
Now here was successful growth without one single outside influence to help the young man along. He got his first situation without influence. He got into Tower Hall without influence. His earnestness, activity and ability got him the secretaryship. He saved $2,000 while other young men, who perhaps had earned many times more than he, had saved nothing. He had made friends among the customers of the old store, and he had not only made friends of many of the employees there, but he had impressed them all with the feeling that here was a young man whom it was safe to tie to. He had also made friends among church people and helpful folk generally. All of this was great capital.
STEP BY STEP UPWARD.
At the very outset of his storekeeping, John Wanamaker did what almost any other business man would have stood aghast at. He chose the best man he knew as a salesman in the clothing business in Philadelphia, and agreed to pay him $1,350 a year—one-third of the entire capital of the new concern. It seemed reckless extravagance. And there were other employees, too. What could Mr. Wanamaker be thinking of to make the promise of this great sum just for one assistant! This move that seemed so audacious was really a very wise one; for, when the new employee went with Mr. Wanamaker to New York to buy goods, the fact of his association added credit to the young house and so a little money was eked out with a good deal more of credit, and a very fair stock of goods was laid in. This was just as the war began. Oak Hall was a success from the start. Possibly, under the circumstances, any sort of a clothing venture that had fair backing would have been a success. But no ordinary concern could have grown so rapidly and so healthfully as Oak Hall grew.
And right here another characteristic of Mr. Wanamaker’s makeup strikingly manifested itself; he was not bound by precedent. No matter how time-honored a business method might be if it did not strike him as the wisest, he put it aside at once. And from the first he fully appreciated the importance of attracting public attention. As a boy he had published “Everybody’s Journal,”—a hodge-podge of odd bits with dabs of original matter; notable then and now mainly because it indicated the bent of the young mind. At Oak Hall the same spirit of innovation was continually shown. It has often been told how Mr. Wanamaker delivered his first order in a wheelbarrow, and put the money ($38) into an advertisement in “The Inquirer.” But this was only one instance significant of the man.
“WAKING UP” A TOWN.
Philadelphia awoke one morning to find “W. & B.” in the form of six-inch square posters stuck up all over the town. There was not another letter, no hint, just “W. & B.” Such things are common enough now, but then the whole city was soon talking and wondering what this sign meant. After a few days, a second poster modestly stated that Wanamaker & Brown had begun to sell clothing at Oak Hall.
Of course the young firm got business rapidly. When any man gets out of a rut and in the direction of more enterprise, it helps him. Before long there were great signs, each 100 feet in length, painted on special fences built in a dozen places about the city, particularly near the railroad stations. These told of the new firm and were the first of a class that are now seen all over the country. New ideas in advertising were cropping out. In time balloons more than twenty feet high were sent up, and a suit of clothes was given to each person who brought one of them back. Whole counties were stirred up by the balloons. It was grand advertising, imitated since by all sorts of people. When the balloon idea struck the Oak Hall management it was quickly found that the only way to get these air-ships was to make them, and so, on the roof of the store, the cotton cloth was cut and oiled and put together. Being well built, and tied very tightly at the neck, they made long flights and some of them were used over and over again. In one instance, a balloon remained for more than six months in a cranberry swamp, and when the great bag was discovered, slowly swaying in the breeze, among the bushes, the frightened Jerseymen thought they had come upon an elephant, or, maybe, a survivor of the mastodons. This made more advertising of the very best kind for the clothing store—the kind that excites interested, complimentary talk.
SEIZING OPPORTUNITIES.
Genius consists in taking advantage of opportunities quite as much as in making them. Here was a young man doing things in an advertising way regardless of the custom of the business world, and with a wonderful knowledge of human nature. He took common-sense advantage of opportunities that were open to everybody.
Soon after the balloon experience, tally-ho coaching began to be a Philadelphia fad of the very exclusives. Immediately afterward a crack coach was secured, and six large and spirited horses were used instead of four, and Oak Hall employees, dressed in the style of the most ultra coaching set, traversed the country in every direction, scattering advertising matter to the music of the horn. Sometimes they would be a week on a trip. No wonder Oak Hall flourished. It was kept in the very front of the procession all the time.
A little later, in the yachting season, the whole town was attracted and amused by processions and scatterings of men, each wearing a wire body frame that supported a thin staff from which waved a wooden burgee, or pointed flag, reminding them of Oak Hall. Nearly two hundred of these prototypes of the “Sandwich man” were often out at one time.
But it was not only in the quick catching of a novel advertising thought that the new house was making history; in newspaper advertising, it was even further in advance. The statements of store news were crisp and unhackneyed, and the first artistic illustrations ever put into advertisements were used there. So high was the grade of this picture-work that art schools regularly clipped the illustrations as models; and the world-famous Shakespearean scholar, Dr. Horace Howard Furness, treasured the original sketches of “The Seven Ages” as among the most interesting in his unique collection.
As a storekeeper he was just as original. It was the universal rule in those days, in the clothing trade, not to mark the prices plainly on the goods that were for sale. Within rather liberal bounds, the salesman got what he could from the customer. Mr. Wanamaker, after a time, instituted at Oak Hall the plan of “but one price and that plainly marked,”—the beginning of still another revolution in business methods. He saw to it that customers had prompt and careful attention. If a sale was missed, he required a written reason for it from the salesman. There was no haphazard business in that store—nothing
