Читать книгу Little Visits with Great Americans - Эндрю Карнеги - Страница 56

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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.