Evening star., 1921-08-21
BY JOHN ALLEN MURPHY.
In Printers' Ink Monthly.

Napoleon's military genius consisted
mainly of three qualities-his apprecia'
tion of the value of time, his knowledge
of local geography and his courage tc
strike hard at the proper moment. That
is why he was always taking slower
thinking generals by surprise.
II seems to me that the noted Corsi-
cans strategy is applicable to advertis-
ing. Whether or not they do so con-
sciously, great advertisers employ sales
tactics that bear a striking resemblance
to the military methods OF Napoleon
They are always outf1anking their COM
petitors, usually taking them oy sur
prise, Particularly is this true during
pertods of business depression, when
men of little courage think it is no use
to advertise. 1t is also true to lesser
degree during times of great prosperity
when men Of no vision imagine that II Is
unnecessary to advertise.
It Is this bivouacking tendency OF his
competitors that gives the seasoned ad-
yertiser his best opportunity. BY at
lacking the market when his competi-
TORS arc at rest he Is usually able to
co,,nouer 1t and drive them from their
positions before they are able to assem-
BILE their forces to resist the onslaught,
Advertising forces cannot be mobilized
ouickn. 1t takes time for advertising
to attain its object. The advantage,
therefore, is entireley with the ag-
gressor.
Gain I'm Times OF Stress.
That is why SO many manufacturers
make their greatest progress during
times of stress. They find it easier to
advance then because the competition Is
less, Trade channels are not so crowd
ed. Fewer concerns are bidding for the
business to be had. Fewer advertisers
are clamoring for the attention OF buy
ers. logically, theme, it is the propttious
occasion for these manufacturers 10 push
their propositions. In playing cardS' in
playing tennis or golf or base oaii, IN
whether personal or business-the fellow
who gets the bulge on his antagonist y
the one who follows up his advantages
The Victor Talking Machine Com
pany, the Eastman Kodak Company, the
William wrigley, Jr., Company, the
California Fruit Growers Exchange, the
B. F.. Goodrich Company, the Amef1can
Tobacco Company, Hart, Schahner 4
Marx and dozens of other advertisers
whose names are household words know
that it pays to be the aggressor IN
receding market. When competitors are
going into permanent winter quarters
they prepare to take the field. Wnen
others are curtailing their advertising
these concerns usually increase their
appropriations The more others relax,
the more firmly they put on selling
pressure.
Avert Business Depression.
But how can these companies aford
to increase their investment in the mar
ket in periods of business stasnation?
Are they not paying more for sales than
the business is worth? Wouldn't it be
better for them to conserve their re-
sources and to wait until conditions i'm
prove before splurging?
The answer to these questions Is that
there is no business depression In the
affairs of the aggressive operator. An
economist said the other day that even
in times of panic the country does 80
per cent of its normal business. Think
of that. Just imagine all the complain
ing and worrying we do because we have
lost only 20 per cent of our usual vol
ume. OF course, all industries do not
keep their sales up to 80 per cent. Some
NAV drop down to so or so or even 40
per cent On the other hand, other in
dustries do not suffer at all. They may
actually show an increase during de-