individually-fenced runway-50-foot runways, each of them. The other ten compartments have entrances to 100-foot runways; these are for adult dogs. And besides these there are eight or ten runways 150 feet long some distance from the kennels.

The entire "farm" is fenced. This keeps the public off the premises. A second fence prevents visitors from coming in too close contact with the dogs.

Never is a Pontchartrain puppy sold for less than $150.00. Judy, for instance, last year was bred twice, giving birth to seventeen puppies. This year Mr. Staines will realize only one litter of puppies from his first dog, but he says it is almost impossible to estimate Judy's worth, considering that in the four years he has owned her she had given birth to over $7000 worth of puppies.

Mr. Staines figures that the actual cost of raising a puppy, including cost-price of the female, the use of the male, and the caretaker's charges until a puppy is ready for delivery, amounts to $40.00-that is, figuring delivery at from ten to twelve weeks of age. He attends a great many dog shows, however, and the expense incurred in this manner does not go into the cost account; he figures that were he not attending these shows he would in all probability have some other hobby (golfing was his favorite sport before Judy came into his life) which would involve far greater expenditure of money than does his attendance at the shows. And, in almost every case, Mr. Staines sells anywhere from two to half a dozen puppies as a result of his awards at the shows.

Champ Dyno is responsible for a nice little income for the owner, too. During the month of March, for instance, Mr. Staines realized over $700 breeding fees from Dyno. Last year Dyno was bred thirty-one times; thirty-one services at 50 dollars each-$1550 income from the one dog.

Prior to the war German police dogs were politically controlled. A man with a Doberman Pinscher had a political influence. There was a limited number of these dogs when the war broke out, and their value during the war soon became apparent. As they were killed off they had to be replaced. Airedales, shepherds and Great Danes were tried, but the shepherd, being numerous as well as easily trained, won out. German shepherds, then, became popular and the dogs were brought to this country by the soldiers in great numbers and the Americans called these shepherds police dogs.

Doberman Pinschers, the original German police dogs, had their drawbacks, however. With long ears and imposing tails, it wasn't impossible for a fleeing prisoner to get the upper hand by wrenching the dog's ears. To remedy this sort of thing trimming of the ears and tails was considered necessary. And the practice has been continued. Mr. Staines does this, too. At the age of three days

enced keeper for his dogs. Breakfast consists of milk and eggs, mixed with corn-flakes. At noon the older dogs are not fed, but the puppies are given beef bouillon poured over one of the popular dog foods. At night adults are given cooked meat with prepared foods, vegetables being included two or three times a week. For dessert they are given all the raw meat they will eat.

Two goats were recently added to the personnel of the kennels. Puppies are fed goat milk.

Mr. Staines purchases the meat himself from a wholesale establishment. One day he buys head meat, the next day hearts, and the next day shank meat. Twice a week he buys beef tripe. The tripe is never cooked-not even washed. It is put through an electric meat-grinder and given to the dogs raw.

Adult dogs get on an average of a pound and a half of meat a day. Pontchartrain kennels now house eighteen adult dogs, so Mr. Staines purchases sixty pounds daily. The cost per pound ranges from 8 to 14 cents. He also obtains bones at one cent a pound, and two or three times a week these are cooked and the broth used to moisten prepared dog foods-the bouillon referred to. The cooked bones are then given the dogs to gnaw on.

The dogs which have not yet attained maturity are given cow's milk, to which has been added a

And now Mr. Staines has added Lux to his kennel -at a cost of $2500. Lux is eight years old and it is Mr. Staines' intention to advertise him on his German record rather than to enter him in American shows; Mr. Staines says he derives a great deal more enjoyment from displaying American-bred dogs than he does from displaying one already reared and with a title to begin with. A single breeding from Lux brings Mr. Staines $100.

Mr. Staines says that without his store he wouldn't sell so many dogs; people realize that with him it isn't a commercial enterprise but a hobby, and they deal with him, knowing that show dogs are superior to dogs raised in a commercial way. His drug store must be largely credited with his success in the dog business, he says.

And his drug business has profited, he says. He advertised photographic work, for instance, by displaying windows full of dog enlargements. The finishing business increased at once and the sale of films took a healthy jump.

Imported dogs are all ordered shipped to the store, where they are uncrated and taken to the kennels. The advertising value in this, too, is worth while.

Mr. Staines leaves his store every afternoon, drives ten miles to his kennels, plays a little with each dog, feeds each one a few cookies, and checks up things generally—even to petting the two goats. The dogs apparently know the hour of his coming; they are alert and waiting. Sunday finds Mr. Staines at the kennels, too.

Mr. Staines says there is money in breeding dogs-lots of it. It is, however, advisable to obtain the finest of brood matrons; just as advisable as it is to have a good foundation under a house. Matrons are the foundation of any kennel, he says. "There are always many excellent sires which are available, but as a starter it is necessary to obtain as fine a specimen of a matron as it is possible to get. This is absolutely essential." Thus ended the interview.

For many years I have been a regular and persistent advertiser. I believe in it and have backed up my belief with as much money as seemed consistent with the volume of business I was able to do. As a result of these years of advertising experience, strangely enough, I have been impressed more with what advertising cannot do than with the tangible things it will do.

I have tried in vain to put my finger definitely upon some accomplishment, some positive proof that people read advertisements, some evidence that they are influenced by what I have been trying to tell them.

Plenty of proof is always at hand that a given number of people have not read a given ad. Occasional evidence is not wanting to show that a number of people have read a printed announcement, but have not reacted to its message because it did not connect in any way with their needs at the time. The only thing that keeps me at it is the belief that a constant broadcasting of the name of my store is bound to keep people reminded of it so that it turns up as a first thought when drug store needs

do occur.

Advertising will not make people buy what they do not want; nor will it make them want a thing, generally speaking, for which they have no use or need. This is as it should be. No sound business is built upon selling people what they do not need, though it must be confessed that a very large part of the advertising effort of to-day is

exerted to make people think and believe they need all sorts of unreasonable things.

It is easy enough to see direct returns from advertising that connects definite demand with convenient supply. A two-line classified want ad telling people that I have a good supply of packing boxes for kindling never fails to bring buyers long after my supply is gone. Because kindling is much in use all through the winter, because good kindling is scarce, and because, perhaps, I have the only kindling available at the time, this ad brings the business.

Unfortunately all business does not conform to this clear-cut, dead-open-and-shut sort of view. This is why advertising must be taken largely on faith. Often, very often, no definite proof of its efficacy can be found.

Untruthful statements and extravagant claims in advertising are probably at the bottom of the public's distrust. Despite the efforts of better-business bureaus and commercial organizations, advertising continues to be full of the old ballyhoo type of bunk. Many an otherwise truthful man loses all regard for the verities when he writes advertising matter. And he isn't fooling anybody but himself.

No one can say how long it will take to establish complete public confidence in advertising, even after the bunk is discontinued, if it ever is discontinued. I don't mean to say that all advertisers disregard the truth, but so many of them do that the whole body of advertisers, truthful and untruthful, suffers.

made a mistake and could see visions of myself going out of town on a rail. But upon investigation we found the winning number was held by one of the high school basket ball boys. A little schoolboy yelled, "Now the basket ball squad will have plenty of fresh milk to drink." The crowd roared at this sally.

I hustled into the store and got busy waiting on customers, for I had a houseful. The tickets were thrown high in the air, and next morning the streets were littered with them.

Thus ended my little stunt of taking a cow on account and then turning the event to advantage as a trade-stimulator.

In the spring the fountain owner is stimulated by the prospect of an increased business and he has his entire fountain equipment repaired and put in good shape. He takes an interest in it.

There is no such quickening of interest in the fall. After the wear and tear of a heavy summer the fountain is more or less neglected until spring.

In winter many owners pile their fountains high with goods of all kinds, leaving an opening of only a foot or two through which a customer may be served.

What is the effect of a cold climate on cold drinks? Montreal, Canada, is farther north than any other large city in North America. Los Angeles is farther south than any other city of equal size. Yet Montreal's consumption of a certain widely known and popular fountain drink is larger per person than that of Los Angeles. It is also larger than that of hundreds of cities hundreds of miles south of Montreal.

For every 100 soda fountain drinks sold in summer there are about sixty sold in winter. Put another way, the average fountain is losing forty sales a day in winter for every hundred sales made in summer.

A person's reason for buying a drink may be attributed to one or more of five causes: thirst, need of refreshment, taste or flavor, sociability, hunger. Of the five reasons for drinking at the soda fountain, only two are adversely affected by cold weather-thirst, and need of refreshment.

A regular soda fountain patron, accustomed to refreshing himself frequently during summer, usually continues to do so into the fall. Presently, however, with the oncoming of winter, he encounters poor service. He drops into another fountain and his drink is not appetizing; probably not cold enough. With a few experiences of this kind he forgets the inclination until next summer.

Why do not customers quit the other departments in the store as readily as they do the fountain? For the simple reason that their necessities drive them to most of the other departments, whereas they

warm to use in making a drink. In your mind's eye follow the course of the water from the city main through the carbonator and coils to the draftarm. The water, leaving the city main, enters the carbonator, usually situated in a more or less warm basement. The carbonator holds on the average seventy-five glasses of carbonated water, which rapidly tends to warm up to the temperature of the basement. From the carbonator the water goes to the coils (on which there is no ice) situated in a room usually heated to a temperature of 70 degrees, where the process of further warming the carbonated water continues. When drawn, in making a drink, the water at best is usually only a few degrees below 70.

Dont neglect essentials. It never pays to be thoughtless or careless.