All business activities may be classified under Production, Marketing, Financing and Accounting. For purposes of systematic study, each of these may be subdivided as shown above.
In addition, there are two important forces which control business—Man and Government. For that reason a discussion of the relation between "Business and the Man" and "Business and the Government" naturally forms a part of the survey of modern business. The first two and the last two assignments in the Modern Business Course and Service cover these important subjects.
The arrangement of the subjects has been carefully planned so that the maximum benefit will be derived by following the assignments in their regular order. In the chart you see the logical arrangement of these subjects as related to the business world. Note that the order in which these subjects are treated in the Course is not according to their arrangement in the chart. On the contrary, the more general subjects are first considered; then come the more complex—the specializations and enlargements upon the foundation subjects. This plan permits a progressive arrangement that makes for a broad understanding of the science of business.
Just as any university or college requires a knowledge of certain subjects before others can be taken up, because this more general knowledge is essential to a proper understanding of the more advanced, so we have arranged the subjects treated in the Modern Business Course and Service in a similar manner.
Texts, Talks, Lectures, Problems, Monthly Letters, Financial and Trade Reviews, Reports and Service—these are the important features of the Modern Business Course and Service.
A great many young men think they have found a quick and easy road to success by concentrating their minds wholly on the jobs they happen to hold.
It is perfectly true that a business man must not underestimate the importance of details.
But it is also true that large success is always built upon a clear understanding of basic principles.
The common fallacy that it is best for a man—especially a young man—to confine his thought and studies to his own specialty has in many instances proved ruinous. It is easily possible to specialize so much as to lose all sense of the importance of a broad, well-balanced business training.
We all know the lawyer who is wrapped up in his quibbles; the accountant who sees nothing in business but a maze of figures; the advertising man who is so fascinated by "cleverness" that he forgets to try to sell goods; and the technical man who knows nothing about the commercial phases of his engineering problems.
Such men cannot take their places among the higher executives because they know little or nothing of business outside their own specialty, and they cannot know even that thoroughly while their general outlook remains so narrow.
Some years ago two young men of unusual promise graduated from a prominent School of Mines and went to work for a big copper company as full-fledged mining engineers. They were located at an isolated camp, remote from civilization, and were given every chance to make good the prediction made for them at the time of graduation.
These men soon proved that they knew a great deal about the mining of copper. Their advancement was rapid, and within a comparatively short time one of them was appointed General Manager and the other Chief Engineer. To all intents and purposes they were in complete charge of the company's interests in that locality.
It was not long before the problems put up to these two mining experts ceased to be confined to the technical end of the business. The handling of a large number of men, the disposition of big sums of money, the necessity of using both men and money economically, the accounting and statistics of their operations, and a hundred other problems no less "practical" demanded the exercise of judgment on their part and a knowledge of business principles that neither their technical training nor their previous experience had supplied.
Unfortunately, these two—the General Manager and the Chief Engineer—had their heads turned by their rapid advancement. They did not recognize the fact that a thorough business training would have made them well-nigh failure-proof, and they even expressed contempt for scientific study of such subjects as accounting, banking, organization, cost finding, selling and finance.
In course of time the operations of the company made necessary the extension of its mining facilities, involving the erection of a concentrator and smelter at an expenditure of a little over $2,000,000. These men were in charge of selecting and arranging for the sites and erection of the plants. The work had gone forward to a considerable extent when one of the executive officers of the company from the East came to inspect the properties and the progress of the new work. He was so disappointed at the lack of business judgment displayed in the selection of the sites, the drawing of contracts and other matters, that he dismissed the Chief Engineer on the spot, and curtailed the authority of the General Manager.
He stated that thereafter he would select men who had some business as well as technical training.
These men missed success because they lacked certain essential tools with which to build it. Equipped with an elaborate professional kit gathered through years of painstaking study, they still lacked that knowledge of business principles which was necessary to enable them to turn their technical knowledge into results.
Every one who holds, or expects ever to hold, a position of business responsibility should be familiar with the whole field of modern business. The reasons for this are apparent to any one who has to do with the handling of large problems. It is necessary always to take into account all the important factors in such problems. No matter how ably a marketing or an accounting difficulty may be met, the solution is worse than useless if it affects unfavorably any other phase of the business.
A business executive cannot afford to make many serious mistakes. To guard against mistakes, he must be fortified with an all-round knowledge of business practice—not merely a partial or one-sided knowledge.
The principles of Production, Marketing, Financing and Accounting are fundamental and apply to all lines of business. The man who says they do not apply because his business is "different" is simply exposing his failure to get down to rock bottom in his thinking. Every business has its points of difference, just as every man has an individuality of his own. But we know that human nature, broadly speaking, is much the same in all. In a like sense all business moves along similar lines. It all consists of producing, marketing, financing and accounting.
The broad principles of modern business science, therefore, govern all business. They are related to your problems, no matter how "different" your business may appear to be on the surface.
There is always a danger of half-way success. A man may be at the head of an office, a department, a sales force, or a business, and yet be only a half-way success, if what he has so far accomplished be measured against his actual capacity. Most men, in fact, possess native ability sufficient to carry them forward into bigger positions than those they now occupy. But to accomplish that result it is necessary to keep continually moving ahead.
Chief among the characteristics that carry men past the half-way mark on the road to success is eagerness to keep on learning more about business principles and business methods.
The late Marshall Field said:
"The man who puts ten thousand dollars additional capital into an established business is pretty certain of increased returns; and in the same way the man who puts additional capital into his brains—information, well directed thought and study of possibilities—will as surely—yes, more surely—get increased returns. There is no capital and no increase of capital safer and surer than that."
The ablest men in business are constant students. Many of the foremost business executives of the United States have for this reason welcomed an opportunity to enrol for the Modern Business Course and Service. This Course and Service brings to them in convenient, time-saving form, an explanation of working principles that have proved successful in every line of business.
Presidents of big corporations are often enrolled for the Modern Business Course and Service along with ambitious younger men in their employ. Among the 145,000 subscribers are such men as:
These men, and thousands of other Institute subscribers, know that a study of the principles which have brought unusual success to other men increases their own capacity for further achievement.
Great business organizations
Officers, department heads and juniors of a large number of important companies are enrolled for the Modern Business Course and Service. The prime purpose of the Course and Service is to develop the business knowledge and judgment of each subscriber, and the heads of these companies realize that the increased efficiency on the part of individuals which results from this training carries with it greater efficiency and profits for their companies.
The tendency in large business organizations, unless the chief executives are unusually thoughtful and far-sighted, is to repress initiative and constructive thinking except on the part of the few men who direct the affairs. The Modern Business Course and Service counteracts this tendency. It encourages thought and initiative. It develops men. It stimulates the whole organization and makes possible more rapid expansion and larger earnings.
Among the progressive concerns in which a number of men have been making effective use of the Modern Business Course and Service are:
| Men enrolled | |
| American Radiator Company | 65 |
| American Telephone and Telegraph Company | 139 |
| Anaconda Copper Mining Company | 75 |
| Armour and Company | 184 |
| Bank of Montreal | 84 |
| Barrett Company | 68 |
| Bethlehem Steel Company | 200 |
| Burroughs Adding Machine Company | 199 |
| Canadian Bank of Commerce | 143 |
| Commonwealth Edison Company of Chicago | 106 |
| Cutler-Hammer Manufacturing Company | 75 |
| E. I. duPont de Nemours and Company | 529 |
| Eastman Kodak Company | 61 |
| Empire Gas and Fuel Company | 144 |
| Equitable Life Assurance Society | 114 |
| Fairbanks-Morse and Company | 68 |
| Federal Reserve Bank of Dallas | 61 |
| Firestone Tire and Rubber Company | 164 |
| Fisk Rubber Company | 107 |
| Ford Motor Company | 353 |
| General Electric Company | 669 |
| General Motors Corporation | 802 |
| B. F. Goodrich Company | 256 |
| Goodyear Tire and Rubber Company | 439 |
| International Harvester Company | 122 |
| Johns-Manville, Inc | 123 |
| Jones and Loughlin Steel Company | 55 |
| National Biscuit Company | 64 |
| National Cash Register Company | 207 |
| National City Bank of New York | 210 |
| Newport Mining Company | 114 |
| New York Central Railroad Company | 107 |
| New York Telephone Company | 138 |
| Otis Elevator Company | 92 |
| Pacific Commercial Company | 106 |
| Pacific Telephone and Telegraph Company | 105 |
| Packard Motor Car Company | 153 |
| Pennsylvania Railroad Company | 228 |
| Proctor and Gamble Company | 75 |
| Public Service Corporation of New Jersey | 68 |
| Remington Typewriter Company | 96 |
| Sears, Roebuck and Company | 84 |
| Singer Manufacturing Company | 58 |
| Southern Pacific Railway Company | 90 |
| Standard Oil Company | 954 |
| The Steel Company of Canada | 51 |
| Stone and Webster Engineering Corporation | 125 |
| Studebaker Corporation | 97 |
| Swift and Company | 127 |
| Texas Company | 221 |
| Underwood Typewriter Company | 77 |
| United Fruit Company | 78 |
| United Shoe Machinery Company | 95 |
| United States Rubber Company | 265 |
| United States Steel Corporation | 771 |
| Western Electric Company | 254 |
| Western Union Telegraph Company | 291 |
| Westinghouse Electric and Manufacturing Company | 501 |
| Willys-Overland Company | 191 |
| Winchester Repeating Arms Company | 211 |
| F. W. Woolworth Company | 81 |
Many of the men enrolled in these great companies are heads of their organizations; presidents and vice-presidents. Most of them are important officials and department heads; a few are men with smaller responsibilities.
The sound business reason which underlies the favorable action of so many great corporations is well expressed by President George M. Verity, of the American Rolling Mill Company, who says:
"When I learned that some fifty of our men had decided to take up the Modern Business Course and Service, the stock of this company rose several points in my estimation."
The following expressions regarding the value of the Course to men in big corporations are typical of many that we have received:
"We have been familiar with your Course of instruction ever since it was first offered, and regard it as an excellent one for men engaged in the investment security business. A large number of our men are taking the Course, and we have recommended it to many of our associates."
"Realizing my lack of experience, I subscribed to your Course and found it of incalculable value. It gave me quickly the fundamentals of accounting, of which I had known nothing. It gave me a broad elementary insight into modern marketing methods. The volume on credits was also helpful. The Course saved me many expensive blunders.
"Briefly, for one starting in a business of his own I consider the Alexander Hamilton Institute Course practically indispensable. In addition to its indirect value, I have been able to put a definite worth on this Course, to myself and the firm, of many thousands of dollars."
"The good that our people have received from the Alexander Hamilton Institute Course has been phenomenal. It is not only the most instructive and valuable treatise on live subjects for men who are training for business careers, but it is the most concise, instructive and clearly presented form of education, to our minds, that has been presented for the benefit of executives."
"In my long business experience I have never subscribed to anything from which I have received greater value, in which I have taken greater interest, and from which I have received greater inspiration for my work. I do not believe anyone can take up the work without finding it not only effective, but of great value."
"My appreciation of the Alexander Hamilton Institute Course is based not only upon the broad scope of its appeal and the close co-ordination of the subjects treated, but also from the benefit that I have personally derived from following the Course."
"It seems to me that your Modern Business Course affords an opportunity for the study of practical business methods and the acquisition of business knowledge which will be valuable to any man ambitious to succeed in business."
"We had two building sites in view. When it came to a final decision I applied the principles which were laid down in the Course; it became clear at once that the first site—which had originally seemed so attractive—was actually less desirable for our purposes.
"Knowing the fundamental principles, it was a simple matter to analyze the various requirements of this business step by step; as a result of this analysis we have a site even more suitable than the one originally contemplated; and we were able to buy it not merely on more favorable terms, but at an actual saving of more than $82,000."
"My experience with the Alexander Hamilton Institute leaves me only with the regret that I did not make contact with it at an earlier time."
"I have been looking for something of this kind for some time past and am more than pleased that this should be brought to my attention."
"The exceedingly interesting manner in which the subjects are treated was an agreeable surprise to me. I became so absorbed in the reading that I am reluctant to lay it down when bed-time or meal-time arrives."
The unqualified indorsements of these successful executives, and the fact that a large number of men in almost every nationally known organization are enrolled, prove conclusively that there is a great need for training in business fundamentals. Wherever the wheel of business turns—the need is great. It is a matter to be reckoned with by every man and concern in business.
How is it possible that the Modern Business Course and Service should be helpful alike to the grizzled executive and to the young man who has not yet made his mark in business? Why is it that in a great many organizations our list of subscribers begins with the president, includes practically all the officers and department heads, and ends with a selected group of men who as yet are in subordinate positions?
The answer is simple. The main problem of every business man is the problem of developing himself. It makes no difference how great or how small a man's position may be, the only way to enlarge his influence and his income is first to enlarge himself. The greatest business men in the country are quickest to accept and apply this truth.
It may sometimes appear as though a man becomes a bigger business man by being promoted into a bigger job. The truth is just the reverse. The big job naturally gravitates to the well-trained, capable man. If the job proves too large for the man, it doesn't take long for it to shrivel until it becomes a perfect fit.
On the other hand, a man who really becomes bigger than his job simply grows out of it and into another; or he enlarges the job and its rewards to fit his measure.
You are a member of one or the other of these two groups:
(1) those who have "arrived"
(2) those who are on their way toward success.
There is, to be sure, a third group which unfortunately constitutes an overwhelming majority, the group made up of purposeless drifters who have no special ambitions and usually little native ability. To this group the Institute has nothing to offer.
They might refuse indignantly to sign a contract to work for the next ten years at the same salary they are now receiving. Yet the end of the ten-year period will find most of them in the same position, or only a trifle ahead.
For there is only one power in the world that can lift a man, and that is the power of added knowledge and training.
For years the Alexander Hamilton Institute has specialized in one thing; it has only one Course; its sole business is to take men who know one department of business, and by adding to their equipment a knowledge of the other fundamentals shown on the chart on the preceding page, to fit them for higher positions.
If you already have reached a business position of large responsibility, that surely does not mean that you have stopped growing. The boundless opportunities that are open to all are beckoning you on. No noteworthy business man attains his full development until he is well past middle age. In fact, the man of real power never appears to have reached his limit. Your real achievements are still ahead of you. As you look over the pages following, you will see that the brainiest executives in the country are using the Modern Business Course and Service as equipment for still bigger undertakings.
If you are still trudging in the ranks, or if you have advanced only part way toward your goal, you will be keenly interested in the comments of those who have found the Modern Business Course and Service an immense help in hastening their progress. These men are rapidly forging ahead. They are setting a faster and faster pace. Unless you are able to keep up with them, you must drift to the rear.
Because the young men of this generation are getting a better training than has been available in previous generations, the standards of business ability have risen and will continue to rise. Yesterday, a man of limited experience and training was often able to force his way into an executive position; today, it is much more difficult to do so; tomorrow, it will be impossible.
The business leaders of a few short years from now will be the men who today are preparing themselves for the duties of leadership.
You may ask: "What can the Institute do for me?"
The answer to your question is outlined in the "Chart of the Modern Business Course and Service" which is printed on page 49. That Chart shows how the organized knowledge about business principles and business practice which has been collected and classified by the Alexander Hamilton Institute is transmitted to subscribers through the eight features of the Course and Service—Text, Talks, Lectures, Problems, Monthly Letters, Financial and Trade Reviews, Reports, and Service.
In what ways can a business man cash in on this knowledge? A great many direct and practical benefits that naturally follow the use of the Modern Business Course and Service might be cited. Seven of the most important are shown in the Chart on the following page.
The most obvious and direct benefit consists in a Better Understanding of Sound Business Principles.
The other benefits shown on the Chart are:
The inevitable results of these gains in personal power and efficiency are Larger Income and a Greater Success in Business.
Note on the following pages what subscribers for the Modern Business Course and Service have to say in that connection.
A man cannot go far in business unless he thinks. And he must not only think, but think straight. His conclusions must be based on sound principles.
Unless a man is thinking along right lines, he will have little initiative, and his judgment will be poor.
The necessity for every live business man to understand the principles upon which modern business is based cannot be overstated. The Modern Business Course and Service gives that understanding. It illuminates points that were obscure and it answers many puzzling questions. It lights up the road ahead, so that the business man can see more clearly the path that he should take.
Mr. Wm. H. Ingersoll, Marketing Manager for the famous Ingersoll watch, says that the Modern Business Course and Service
"gives the first coherent presentation of the entire subject of business. It gives one a perspective and an appreciation of essentials, as well as much knowledge regarding right and wrong methods of procedure."
As a fair example of the manner in which the Modern Business Course and Service stimulates thought and leads to progressive action, even in companies that already were well organized and highly successful, take the following note from Mr. Norman W. Wilson, Vice-President of the Hammermill Paper Company:
"Every moment's time I have devoted to it has been well rewarded. I want you to know what a high regard I have for the work you are doing and to know that I make it a point to encourage our people here to study your Course."
Mr. J. H. Hansen, President of the J. H. Hansen Cadillac Company of Omaha, emphasizes the practical information that the Modern Business Course and Service has brought to him:
"When I located in Nebraska as a salesman for the Cadillac automobile, a representative of the Institute persuaded me that I might just as well try for the big prizes in business as for one of the mediocre ones. The decision to enrol in the Modern Business Course and Service was a turning-point in my life.
"I knew something about selling already. But now I began to see business as a whole, and the relation of each department to it. Advertising and costs; accounting and office organization; the control of men, and corporation finance—all these elements, which are necessary if a man is to succeed in business for himself, came to me with the Institute's help.
"When the opportunity arrived I was ready for it. We organized our company and the first year did more than a million dollar business.
"In my judgment, the reason why so many men never get into business for themselves or fail after they do get in, is because they are not prepared for their opportunity when it comes."
Mr. H. C. Smith, President, Allith-Prouty Manufacturing Company, Chicago, states why the Modern Business Course and Service is helpful without being revolutionary:
"All men who have been successful must be credited with having good business principles. Your Course does not require changing these principles, but it will broaden one's own ideas and enable him to get greater results."
A great many men accomplish less than their abilities and energy entitle them to accomplish, simply because they do not feel sure of themselves. The boldest man alive becomes uncertain and timid in the face of unfamiliar difficulties. The man who follows the Modern Business Course and Service becomes acquainted at close range with business difficulties as well as with tried methods of overcoming them; he learns how to tackle such difficulties and goes forward without fear or misgivings.
The series of Modern Business Problems which constitute an important feature of the Modern Business Course and Service is especially intended to cultivate familiarity with difficult business situations and thereby to create self-confidence. They are problems of the kind which executives are constantly meeting. The man who can solve them successfully should have no difficulty when he meets similar problems that arise in his own work.
A better and broader grasp of the principles and practices that underlie all business also suggests ways of widening the scope of one's business activity and gives the necessary confidence to go ahead and do it. Mr. John McBride, of McBride's Theatre Ticket Office, New York, wrote us after completing the Modern Business Course:
"The average man can double his faith in himself in a few months if he will master the fundamentals of business through your training."
Mr. W. H. Schmelzel, President of the W. H. Schmelzel Company, of St. Paul, Minnesota, wrote after he had followed the Course:
"It is my personal opinion that every young business man of today depends a great deal on consultation or advice from a successful and experienced adviser or friend on all matters of a business nature.
"In the early days of my business experience I was confronted with the task of making decisions preparing myself for the problems I was to solve in the years to follow. Having been born and raised in a small town in a Western State, I was content with advice and consultation of my acquaintances in matters pertaining to the thoughts I wished to carry out.
"I was, therefore, eager to obtain assistance from a corps of experts in their particular line, and after giving your Modern Business Course considerable scrutiny, and being informed on the class of men, that I felt confident of their success, and I realized that such a Course had merit, and one which I could afford to consult, advise with and build my future with ideas and methods you had so ably worked out."
Is the ability to decide things quickly an inborn faculty? No, it is largely a habit of mind which anyone may cultivate in himself. However, we must bear in mind that it is necessary not only to decide quickly; there must be very few mistakes. This requires a mind that is trained to grasp a situation and to think accurately as well as rapidly.
The secret of quick and accurate decision is knowledge of principles. If a man knows what principle applies in handling a given case, he has no difficulty in making up his mind and deciding what to do. If the balance sheet of a given concern were laid before you and you were asked to decide at once (assuming that the figures were correct) whether to ship a $10,000 order of goods to that company, possibly you would not know what to say. But if you were familiar with the definite principles of accounting and finance which would enable you to analyze that balance sheet and make it yield a vivid picture of the financial condition of the concern, you would not hesitate a moment. You would reply instantly.
A young man, whose name we are not at liberty to give, told us of a dramatic incident which illustrates the value that keen business men attach to preparedness and quick decisions. Up to about a year ago this young man was head accountant for his company. The Board of Directors had been in session about an hour one afternoon when a messenger came to his desk and told him that he was wanted in the board room.
As he entered the room the president snapped at him, "Would you advise us to issue a block of collateral trust bonds to finance a new addition to our factory which will cost about $60,000?"
"No," said the accountant, "the company's credit is good enough for an issue of $60,000 one to three-year notes without security. If necessary, the new building could be mortgaged after construction, and, at the present rate, the business could pay off the whole loan in five years."
A rapid-fire series of questions followed, covering the financial, advertising and sales policy of the firm, to each of which the accountant gave concentrated thought, quick decision and convincing reply.
The president's final question was, "How would you like to become treasurer of this company at $6,000 a year?"
In the letter that told of this incident this subscriber said:
"I don't know whether I owe most to you or to my friend in the Carnegie Steel Company who urged me to enrol for your Course and Service. I could have answered few if any of the questions asked me without the knowledge I gained from it. I found out later that the president knew all the time I was following your Course, and wanted to prove to the rest of the directors that I could intelligently consider and discuss business problems."
Mr. Charles C. Chase, in the Advertising Department of Brown Company, of Portland, Maine, brings out another method of securing help in deciding questions that are outside the scope of his previous experience. He says:
"To the fellows who have asked me about the Course and what I believe it will do for them, I have said:
"Through a subscription to the Course of the Alexander Hamilton Institute you not only ally yourself with a "Board of Directors" whose combined business experience probably amounts to at least five hundred successful years—a Board the members of which have had specialized experience in every important phase of business—but who have been assembled for the very definite purpose of helping men."
This method is equally valuable to the executive, according to Mr. Lynn P. Talley, Deputy Governor of the Federal Reserve Bank of Dallas:
"Whenever I am confronted with a problem relating to fundamental economic conditions of business practice or business policy, I find great comfort and satisfaction in taking down the volume relating to the subject and always find elucidation of the problems that confront me."
Mr. James P. Robertson, of Smith, Robertson and Company, Seattle, says:
"As a general reading Course on business I can truthfully say it is high grade, and can recommend it to anyone interested in the study of business."
Mr. A. E. Winger, President, American Lithographic Company, writes:
"I think your Course is an excellent one and am particularly impressed with the underlying thought that I find throughout the entire Course—application of principles. It has been my experience that sound judgment is the most essential requisite of any executive, and that the judgment required in business today can best be formed by a thorough knowledge of business principles."
Mr. Samuel Cochrane, President, Cochrane Chemical Company, Jersey City, sums up the argument in this remark:
"If I had enrolled with you a year or two ago, I should be better able to handle the problems put up to me every day."
The secret of leisure is not to do less work, but to organize work so that a greater volume can be handled in less time. No active man wishes to cut down his productive efforts. A great many men, however, are so tied to their business tasks by detail and routine that they have little time or energy left for constructive thought. Frequently they do not get enough recreation and physical exercise to keep them in prime condition. As a result, they are frittering away the best years of their life in handling small details that never bring them anywhere.
To a greater or lesser extent, this is true of all of us. How to escape from the time-wasting energy-absorbing routine and details is a vital question.
Being "swamped with too much detail" is in reality a kind of business disease—and a very dangerous one. It is most likely to attack the officers of rapidly expanding concerns and energetic, ambitious men who are constantly taking on new responsibilities. Unless one can shake off this disease, it will probably go on eating away more and more of his time and energy until he loses his grip on large affairs and to his chagrin, sees other men of smaller ability rising above him. It is as bad for a man to be "too busy" as for him to be not busy enough.
As a matter of fact, it is unnecessary for any man to be so harassed with details—except as a temporary condition—that he cannot give a reasonable amount of time to recreation, reading and thought. The company burdened by the detail-type of executive is not getting what it pays for. His natural abilities are being diverted to things that cheaper men could do equally well. He owes it to his company, as well as to himself, to reorganize his work.
It is necessarily true in all such cases that many of the over-busy man's duties recur day after day. They are of a semi-routine nature and could be made wholly routine by giving the proper instructions to some one else. In other words, this is a problem of organization similar to that of organizing a factory, a store, or a body of men. The principles that are discussed in the Modern Business Course and Service apply to an individual just as well as to a company. A man can organize his desk very much on the same plan that he would organize a factory. When he does so, he invariably finds that his efficiency is increased, his work is more productive, and he himself has more leisure.
Accordingly, any business man who desires to forge ahead should reduce the details of his work to routine which can be carried on without special thought. The Modern Business Course and Service is a direct and invaluable aid to the man who feels himself tied down by details.
Of course, we must consider in this connection the man who thinks that he is much busier than he really is. There are spare moments in every man's day. There is the half-hour before or after the evening meal; the time spent in traveling to and from work; the one or two evenings a week that even the busiest man should spend at home. The measure of a man's chances of success may readily be taken by learning the manner in which he uses—or wastes—his spare time.
No better use can be made of these odd moments than in reading the Modern Business Course. This reading is not tiring; it is recreative and stimulating. It will enable any man to organize his work so as to increase his leisure for reading and study. It will help him to rise to a higher level where his thought and energy will be more productive.
Many of the big business executives are investing their spare moments in just this way. They realize the great results that are bound to follow. It is unquestionably true that the use of one's spare moments count heavily in determining how much will be accomplished a year or two hence.
The following also give their opinion: