Mr. A---- was a pretty hard-headed business man, "hard-boiled" is the word that might well be used to describe him. He turned quickly to the contractor.

"You interest me," said he. "How would you propose to do it?"

"At the outset, by making the wagon equipment a little less elaborate.

It could be just as efficient without so much varnish and bra.s.s and gold-stripe."

Mr. A---- shook his head negatively.

"Oh, no," he said, "we know that much ourselves. If we were to do that, we should lose fifty per cent. of our advertis.e.m.e.nt upon the streets of New York."

We have left milady's package where she left it, in the hands of the salesclerk who sold it to her. The purchaser does not see it thereafter, not at least until it has come to her home. With an astonishing celerity and according to a carefully set-down program and practice it is wrapped right within the floor upon which the selling department is situated, and then dropped into a chute which leads with a straight, swift run into that nether world of Macy's--the bas.e.m.e.nt headquarters of the delivery department. In reality this chute is a carrier, so designed as to carry the small individual packages with safety and order, as well as with celerity.

There are fourteen of these conveyors, coming down from all the selling floors save that of furniture which has its own special delivery organization on the ninth floor. Together they pour their almost constant stream of merchandise upon the so-called "revolving-ring" in the very center of the bas.e.m.e.nt floor. This "revolving-ring," in purpose very much like the great and slowly revolving disc-like wooden wheels used in the freight stations of the express companies for a similar service, is, in reality, much larger than they. It is a "square-ring"--if I may use that paradoxical phrase--built of four slowly moving conveyor belts upon which a package may travel an indefinite number of round-trips. At various points upon the outer edge of this moving square the conveyor chutes drop their merchandise. Near the center are the wide-open mouths of other conveyors, which lead to distant corners of the bas.e.m.e.nt.

The nimble-fingered and nimble-witted young men who stand within the "revolving-ring" feed the packages from it into these last conveyors. To each individual package is affixed a duplicate portion of the leaf of the salesbook. On it the salesclerk has written, or printed, the address to which the merchandise is to go, the cost, whether or not it is collect on delivery (known hereafter in this telling as C. O. D.) and other essential information. It is the addresses, however, which attract the eyes of the genii of the "revolving-ring." In their minds these fall into four great categories: City, meaning those portions of Manhattan Island south of Seventy-second Street on the east side and Ninety-ninth Street on the west; Harlem and the Bronx, the incorporated city of New York north of those two streets; Brooklyn and New Jersey--self-explanatory; and Suburban: all the rest of the territory within the far-flung limits of Macy's own generously wide delivery service. While for those points that are unfortunate enough to lie just outside of it--Boston or Philadelphia or Kamchatka or Manila (There hardly is an address to stagger the Macy delivery department)--the packages go direct to the shipping room, in its own corner of the bas.e.m.e.nt.

Here these last are checked and wrapped for long-distance shipment. They are checked against the payment or the non-payment of transportation charges; the store has very definite rules of its own. A paid purchase of but $2.50 is ent.i.tled to free delivery within any of the Eastern States, of $5 and over to any of the Middle States as well, of $10 and over to any corner of the whole United States. Freight and express prepayments are arranged upon a somewhat similar basis. The majority of the long-distance shipments go by parcel post, however. Still, in the course of a twelvemonth, there are enough to go both by express and freight to make a pretty considerable transportation bill in themselves.

Again we have neglected that precious package of milady's. It may be only an extra pair of corset-laces--in which case the saleswoman must have suggested that madam herself transport it to her habitat--or it may be an eight or ten-yard piece of heavy silk for her new evening gown, or the evening gown itself. In any case it receives the same care and attention. We have already seen how it is packed, sent through the conveyor-chute down into the bas.e.m.e.nt and then upon the "revolving-ring"

before the nimble eyes of the men with nimble hands and wits as well.

Milady lives in West One Hundred and Fourth Street. The sorter's eyes catch that much from the address slip, torn originally from the salesclerk's book and pasted upon the package's outer wrappings.

"Harlem" his mind reports back to his eyes. Into the chute-entrance labeled "Harlem and The Bronx" goes the package.

"Harlem and The Bronx" is a sizable room for itself. The further end of the second conveyor to receive milady's precious package rests upon a table in its very center. Roundabout the table are small compartments or bins, each about the size of a small packing case; each numbered and corresponding to a definite wagon route or run. Run No. 87 (the number is purely fict.i.tious) takes in West One Hundred and Fourth Street. Into compartment No. 87 goes milady's packages. But not, of course, until the clerical young man technically known as the sheet-writer has made a record of it. Into his records, also, go all the other packages destined that day for that particular room. If there should be, as sometimes happens, an overplus of packages for the single run, then it is the business of one of the a.s.sistant superintendents of delivery to meet the emergency either by stretching momentarily the runs of the adjoining routes or by sending a special wagon up from the main store. Experience and judgment must cut the cloth to fit the case.

Under any ordinary procedure milady's package will go out early in the morning of the day following her purchase. That, at least, is the store's ordinary guarantee of delivery. As a matter of fact, it does far better than this. On ordinary days, when weather and street conditions in Manhattan have not gone in conditions of near-impa.s.sability, there are at least two regular deliveries to every part of the island south of One Hundred and Fifty-fifth Street, with a single one at least to every other part of Manhattan, Brooklyn and the Bronx, to say nothing of the downtown portions of Jersey City and Hoboken. Easily said, this thing.

But when one comes to realize how tremendously widespread the metropolitan district of Greater New York is these days, the performance of it becomes a transportation marvel, a masterpiece of organization.

I shall not bore you with a description of the printed forms, the checks and counter checks that accompany the delivery of milady's package. It is enough to say that they are both complete and necessary. The complications of C. O. D. add greatly to their perplexities. For, discourage it as they may and do, the department-store owners of New York never have been able to wean milady from the joys of this method of shopping. When she says "C. O. D." in Macy's the salesclerk immediately and courteously replies: "Have you tried having a depositor's account, madam?" A good many of them have, and all who have have liked the method. Yet the C. O. D. still has its great appeal. And out of all the deliveries from the big store in Herald Square more than half of them are collect-on-delivery. This means, in turn, a good deal of complication for the delivery department. Its drivers have to be cashiers, in miniature. When they report at the main store at half-past seven in the morning, each is furnished with five dollars in change; a sum which is doubled in the case of the suburban drivers. Moreover, for the correct handling of the forms, a double amount of care and understanding is required. One does not wonder that the department-store proprietors discourage the C. O. D.

Yet it all requires a high type of wagon representative. Hardly less than the salesclerk does the wagon driver of the store have it in his power to make or lose friends for his house. His is no small opportunity for real salesmanship. The big stores realize this, and select these men with great care and discernment. They know that the man who shouts "Macy's" up the areaway or elevator-shaft once or twice a week is apt to become the same sort of good family friend and ally as the iceman or the butcher's boy. The man knows that, too: particularly in the vicinity of Christmas week. His own trials are many and varied. Apartment house superintendents and janitors, with prejudices of their own, are rarely co-operative, generally obstructive, in fact. Some people--even store patrons--are naturally mean. They take out all their meanness upon the department-store man who, because of his very position, is unable to strike back.

Yet the job has its compensations, aside from the warm remembrances of the holiday season. People, in the main, are decent after all. If Mrs.

Jinks, who lives in Albemarle Road, Flatbush, is out at the matinee or the movies for the afternoon, Mrs. Blinks, who lives next door, will take in her packages. The Macy man has been long enough on the route to know that by this time. Such knowledge is a part of his stock in trade.

He must not only know the regular patrons of the store, but all of their neighbors. While by the correct and courteous handling of both he may not only retain trade for it but bring new customers to its doors.

Let us now suppose that milady does not live in either Manhattan, Brooklyn or the Bronx, but in one of those smart suburbs: Forest Hills, New Roch.e.l.le, Englewood or the Oranges, to pick four or five out of many. She still is well within the limits of Macy's own delivery service. If she lives in the first of these--Forest Hills--she will be served, not direct from the Herald Square establishment, but from the little Long Island community of Queens. Fifteen wagon and motor truck routes run from the Macy sub-station there, which in turn is fed by the merchandise coming out over the great Queensborough bridge, each evening, on heavy five-ton trucks. And, to go back even further, these have been filled from the super-sized compartments at the end of the conveyor-chute marked "Suburban."

Similarly, if she dwell in New Roch.e.l.le, she will be served by one of the fifteen motor trucks running out from the sub-station at Woodlawn, remembered by travelers upon the trains to Boston chiefly as the place of the enormous cemetery. It serves the great suburban territory north of the direct delivery routes out from the main store--a line drawn through Kingsbridge and Pelham Avenue--out as far as Ossining, Mt. Kisco and Stamford.

Englewood and the New Jersey territory roundabout are served by Macy's Hackensack sub-station, with nine more routes; while the Oranges, mighty Newark, Montclair and that immediate vicinage draws its merchandise through a fourth sub-station, right in the heart of Newark, itself, and operating ten regular motor truck routes. The fifth and last all-the-year sub-station is at West New Brighton, Staten Island. It serves that far-flung and least populated of New York's five boroughs, Richmond.

In the summer months another sub-station is added to the list, at Seabright, down on the New Jersey coast, and serving all those populous resorts from the Atlantic Highlands on the north to Spring Lake on the south. This is an expensive feature of Macy service, and one for which the store receives no extra compensation. It is one of the many expensive things that must be charged to profit-and-loss or the somewhat indefinite "_overhead_"--indefinite enough when one comes to consider its ramifications, but always fairly definite in its drain upon the daily financial balances of the store.

At each of these sub-stations there are, in addition to the fairly obvious necessary facilities for re-sorting the merchandise, complete garage facilities for the wagons and trucks running out from them; these, of course, are in addition to the store's main stables and garages in West Nineteenth Street and also in West Thirty-eighth, Manhattan. Together all of these form a very considerable fleet upon wheels, with a personnel in keeping. For the delivery routes alone, and taking no account of the sizable force employed in the upkeep of vehicles and horses, there are employed, in the city service of the store, one hundred and ninety drivers and chauffeurs, with one hundred and eighty-six helpers, and in the suburban service, seventy-four drivers and eighty-six helpers.

Through the hands of these there pours a constant and a terrific stream of merchandise. The conveying system in the bas.e.m.e.nt of the Herald Square store has a generous maximum carrying capacity of five thousand packages an hour--a capacity which sometimes is actually reached toward the close of an exceptionally busy day, say toward the end of the pre-Christmas season. Twenty-five thousand packages is an average day's work for that bas.e.m.e.nt room; upon occasion it has gone well over forty-one thousand. It should be borne in mind, moreover, that a package does not always represent a single purchase; in fact, it rarely does.

Inside of one a.s.sembled package--generally a.s.sembled, as we saw in a previous chapter, at the store's transfer desk--there may be all the way from two to ten separate parcels. You may take your own guess as to the average number.

Here, then, is the great and complicated system in its simplest form.

Its ramifications are many and astonishing. For instance, milady is apt at times to change her mind. Yes, she is. And send the package back.

Even though not as often in Macy's as in the charge account stores. Here is another decided benefit in the cash system--not alone to the store, but, because of its habit of pa.s.sing on its economies, to its patrons as well. Yet in the course of a year a considerable number of packages must come back. Despite a thorough educational system and constant oversight and admonition there is bound to be a percentage of incorrect address slips. These and other causes produce a certain definite return flow of merchandise; which must have its own forms and safeguards, for the protection both of the store and its customer. They all make detail, but extremely necessary detail.

In the bas.e.m.e.nt there is a store room whose broad shelves hold a variety of merchandise, bought and paid for, but never delivered. The store makes at least two attempts to deliver every article given to its delivery department. That department is unusually clever with telephone books, club lists and other less used avenues of finding recalcitrant addresses. But there come times when even its resourcefulness is entirely baffled. Then the undelivered goods must go to the store room until some properly accredited human being comes up somewhere, sometime to demand them. In an astonishing number of cases the some one does not come up sometime or somewhere. In such a case after a fair length of time the goods themselves go back to stock. But the record of the transaction stays accessible in the store's files, so that its bureau of investigation, at any future time, may order a duplicate of the lost shipment out of the stock--out of the open market if the stock then fails to hold it--in order that Macy's may keep full faith with its patrons.

Such a holdover is, of course, to be entirely distinguished from those which are held in advance of delivery; in certain cases up to thirty days without advance payment, in others up to sixty upon partial payment and in still others up to six months after full payment. This last, however, is a merchandising procedure quite common to most retail establishments.

One feature of the delivery department remains for our consideration; the branch of it which is situated upon the ninth floor and which, oddly enough, handles the heaviest merchandise shipped out of the store--furniture. There are, of course, heavy shipments that go out of the bas.e.m.e.nts--hundreds of them on an average that are entirely too heavy for the conveyor-chutes and the "revolving-ring." A notable one of these is an electric washing-machine, which, crated, will weigh slightly in excess of two hundred pounds. Shipments such as these go to the bas.e.m.e.nt on hand trucks and by the freight elevators. There they are boxed and crated; often a considerable job. As a rule the expert packers of the delivery department can put even a fairly sizable or unwieldy purchase into boxing within twelve or fifteen minutes; an elaborate and fragile bit of statuary has been known to take a full hour and a half before it was safely prepared for wagon shipment.

Likewise the furniture craters upon the ninth floor oftimes find their job a sizable one indeed. The boxing of a divan or a dining-room table is no easy task whatsoever. And in cases where the delivery is to be made within the limits of Macy service it is often avoided entirely. The freight elevators of the store are of the largest size ever designed; so big that a heavy motor truck is no particular strain upon their individual capacity. One of these trucks can be and is driven straight to and from the ninth floor. After it has reached the department the placing of fine furniture in its cavernous interior is merely a nicety of planning and arrangement, a skillful use of ropes and blankets and padding. The truck may run to any point within forty or fifty miles of the store at less cost than crating; even though crating be done at cost, itself.

So spread the tentacles of Macy's, those long arms of distribution that keep the store from ever being a merely abstract thing. The bright red and yellow wagons and trucks--each bearing its good-luck symbol of the red star--carry Herald Square to the far limits of a far-flung city. The men who ride them are upon the outposts of salesmanship. Yet through system and through organization they are forever closely connected with it. The blood that courses through your finger-tips comes straight from your heart. The life-blood of understanding, of enthusiasm, of morale, that Macy's outriders bring with them is the life-blood of the humanized machine that functions so steadily there in the heart of Manhattan.

VI. The Macy Family

In the bazaars of ancient Bagdad, the human factor was not only the great but the sole dominating influence. The ancient Bagdadians, including those commuters and suburbanites, far and near, who came cameling into town at more or less frequent intervals, did business, not with a machine, not with a system, but with men. Which, being freely translated, meant bargaining. They not merely bargained, but haggled, and haggled at great length. Prices? There were none. The price was what you made it--you and the merchant with whom you finally came to agreement; if finally you did come to agreement.

In the great bazaars of the modern Bagdad one does not need to bargain or to haggle. One is doing business primarily with a system. Prices are fixed, and firmly fixed. This is so generally understood and accepted a rule today that it would be a mere waste of time to discuss it at further length, save possibly to recall once again the large part which Rowland Hussey Macy and the men who followed him played in giving a Gibraltar-like firmness to this solid modern business principle.

Yet even in these same modern, scientifically organized bazaars of today, the system rarely ever can be better than the men who direct it.

Four thousand years of business progress between the two Bagdads have not taken from man his G.o.d-given power to make or break the best of systems. And Macy's, with its own business system organized, carefully developed and upbuilded through sixty-three long years, is still dependent to no little degree upon the faith and loyalty and interest of its men and women; that same thing which in the days of the war just past we first learned to know by that new name--morale.

Under the sign of the Red Star there are at all times these days not less than five thousand workers; in the Christmas season this pay-roll list runs quickly to seven thousand or over. Then it is that the Macy family takes its most impressive dimensions. Seven thousand souls! It is the population of a good sized town! It is four good regiments--it is the New York Hippodrome with every one of its seats filled and eighteen hundred folk left standing up!

Yet even the all-the-year minimum of five thousand men and women--roughly speaking, one-third men and two-thirds women--is an impressive array. It is a human force which only gains impressiveness when one finds that all but three hundred of it are employed beneath a single roof. The small outside group chiefly comprises those in the delivery stations.

To bring action, foresight, co-operation, correlation--and finally morale--into such a force is a thing not gained by merely talking or thinking about it, but by long study, experimentation and great continued effort. Which means, in turn, that Macy's, among several other things, is a responsibility. For, as we shall presently see, there are any number of problems in addition to those of buying and selling; problems in the solving of which unceasing demands are made upon the store's time, money and heart. It is, in the last a.n.a.lysis a matter of mere good business at that. Yet at Macy's it has been considerably more.

And the store's satisfaction in realizing that it was a very early and a very advanced pioneer in developing personnel--and morale--as necessary factors in modern merchandising is a very large one indeed.

A machine or a family--or a department-store--is only as good as its component parts, and by the fact that there is a strict interdependence between the whole and its parts, the success of Macy's must mean that the rank and file of its employees maintain a high average of intelligence, initiative and loyalty. That these qualities are successfully co-ordinated in Macy's is due to real leadership, and it is to this same leadership that we may look for the basis of the store's morale.

Little things indicate. And indicate clearly. Here on the wall of the pa.s.sageway at the head of the main employee's stair is a placard which reads:

"Once each month three prizes are given to the employees who make the best suggestions for the betterment of store service or conditions.

Don't hesitate to try for a prize, even if your suggestion does not appear important. We need your ideas and like to have as many as possible presented each month. Write plainly and drop your suggestions in the boxes furnished for this purpose. The first prize is $10.00, the second $5.00, and the third $2.00."