Planning for bigger business

(IZIE ARE glad to announce a program of improvements and better' \4./ ments. invotvinc an expenditure of some S00,000.00, which we Y v believe will result in an increase in production and shipments that will prove more nearly equal to the steadily growing demandfor our Redwood products.

Wehave purchased two new electrically operated logging.engines which will increase our production and assure a greater supply oI Redwood logs for both our sawmills.

Our storage epacity and handling facilitiesare being expanded by the erection of an additional broken unit shed in connectlon wrtn our Milt S. ttri" will provide sufficiently increased sto-rage- {or d-ry lum' ber to Dermit full operation during the Winter, and will enable us to ""irv .'litg.t ti"eiue of worked- stock, to apply against the usual heavy Spring demand.

We are Duttinc in an additional loading track at the back of the "i,."i"c dlii ""? iuctoty to iacilitatej shipping of straight carload lots irt items which move in quantities' and we are bulldlng.twentJ-nre new cottages and adding seventy-live rooms-to the hotel at Scotra for the more comfortable housing of our workers.

he incorporates into his business methods the latest thoughts and ideas that have been found practical' He is conservative because he runs his business on sound business principles.

He is the sort of man you can always get a business idea from.

"What is the weakest point in the operation of line yards in your judgment?" I asked him.

"'fhe fact that the average line yard firm does nothing to put a premium on the efficiency of its employes, and therefore ge'ts little rnore than mechanical acceptance of the duties of each position," he promptly replied.

"In the first plaee," he said, "the average retail yard manager for line yard concerns is underpaid. In the second place he gets no more pay if he uses unusual effort to get business than does the fellow who simply tries to do enough to hold his job."

"In our concern we never pay a straight salary to our yard managers. We pay a salary and a commission, or rather, a share of the profits. We think a share "of the profits is better than a commission on business volume, because on a commission basis he would be tempted to secure volume at the possible exPense of safe selling, whereas if he gets a share of the actual profits, 'every bad account will be money out of his own pocket, and he will guard his accounts more scrupoulously than under any other system. We want a man to know that if he makes money for us, he will make money for himself, and we have the satisfaction of knowing that the more he makes' for himself the more he puts in our pockets, so we are delikhted to see him do well'

Office

3ll California Strect San Francirco

Millr ud Fectoriar at Sco6a' Metnbet California Reduood Acsociation

Lor Angeler Of6ce Centrel 'Building 6th & Main Strcete Humboldt County.

"I believe that nothing on earth would do more to raise the standard of retail lumbering than if the line yard folks generally wottld give their managers something to work for by putting a cash premium on efficiency. The weak men would soon take their proper rank, and the strong men would forge to the front and shqw their caliber."

(Continued on Page 45)

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