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 COLLEGE ANNUAL [ 
 
 BUSINESS MANAGEMENT! 
 
 JOSEPH ALMARS 
 

 
COLLEGE ANNUAL 
 BUSINESS MANAGEMENT 
 
 Compiled bt 
 JOSEPH ALMARS 
 
 UNDER DIRECTION OF THE 
 
 Art Crafts Guild 
 
 Published by 
 ART CRAFTS GUILD 
 
 (incorporated) 
 
 CHICAGO 
 
Copyright 1S2& by the 
 ART CRAFTS GUILD, Inc. 
 
 CHICAGO 
 
 ©C1A695432 
 
 uAN 15 1323 
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 SECTION I 
 THE PROBLEM AS A WHOLE 
 
CONTENTS 
 
 Page 
 
 General Discussion of Work Ahead 5 
 
 The Business Manager 6 
 
 Importance of Position 6 
 
 The Manager's Work 6 
 
 Financing or Getting Funds 6 
 
 Making up the Budget 6 
 
 Planning with Editor and Staff 7 
 
 Selling Plans 7 
 
 Making Contracts 7 
 
 Distributing Books 7 
 
 Collecting the Money 7 
 
 Banking, Accounting, Reports 7 
 
 Outline of Proceeding 7 
 
 Causes of Failure 8 
 
 Nothing Succeeds like Success 8 
 
 A Liberal Education 8 
 
 A Road to Bigger Things '9 
 
GENERAL DISCUSSION 
 of WORK AHEAD 
 
 While it is a signal honor to be chosen Editor 
 or Manager of a School Publication, the stu- 
 dents so honored soon realize that they have a 
 vast amount of work ahead of them. They 
 realize also that it is work in which they have 
 had little or no experience, and that it involves 
 the assumption of some very real responsibility. 
 
 To allay any possible feeling of misgiving 
 or apprehension upon the part of those who 
 have been placed in these positions of respon- 
 sibility, to inspire in them a greater degree of 
 confidence by making them more conversant 
 with their work, to answer the thousand and 
 one questions that will come up and to help 
 them in every way possible to solve the prob- 
 lems that will confront them, we have pre- 
 pared this series of lessons. We trust that a 
 careful study of their contents will smooth the 
 path and lighten the labors of your staff and 
 help you in many ways to make a complete 
 and decided success of your publication. 
 
 Professor Morrow, who has for years been 
 Faculty Advisor of the "Rhetor", the splendid 
 Annual of the Missouri State Normal School, 
 and who has, through his careful business guid- 
 ance, helped many a "Rhetor" Manager to 
 win success, has this to say regarding College 
 Annual Management. 
 
 "According to an old adage, 'Providence 
 takes care of children and fools.' Whether 
 this confidence in the protecting care of Provi- 
 dence is really justified by experience or not, 
 it is certain that neither of these should at- 
 tempt the publication of a College Annual. 
 
 "In spite of this evident fact, however, ob- 
 servation has long since convinced us that those 
 who undertake such a task are prone to exer- 
 cise a certain blind faith in Providence, es- 
 pecially concerning the financial outcome. In 
 some instances, the class or school simply get 
 together and decide that the publication of an 
 Annual is the thing because others do it. Then 
 a few leading spirits proceed to throw the 
 material together and get out the book with 
 reckless disregard of business principles, only 
 to find themselves and their fellows, in the 
 end, hopelessly entangled financially and pain- 
 
 fully embarrassed because of the poor appear- 
 ance of the publication. 
 
 "In other instances, the work of getting out 
 the Annual is 'farmed out', to one or more 
 enterprising young fellows who assume the re- 
 sponsibility for the character of the book and 
 the financial risk of the venture. It thus 
 becomes, in reality, a private business venture 
 rather than a genuine product of the Co-oper- 
 ative activities of the school or class. 
 
 "In the former case, lack of foresight and 
 organization leads to confusion and practical 
 failure. In the latter, questionable methods, 
 mistaken for shrewdness, are frequently re- 
 sorted to because of a desire for profit on the 
 part of the risk takers. In either case, the 
 youthful adventurers are often subjected to 
 temptations, either incidentally or in the nat- 
 ural course of handling large business or pur- 
 posely by designing persons and, being weak 
 or inexperienced, fall into disrepute. 
 
 "Both methods are bad. The former does 
 possess the virtue of attempted co-operation, 
 but lacks efficiency and the educational value 
 of definite organization. The latter, perhaps, 
 possesses the virtue of efficiency but is utterly 
 lacking in co-operative spirit and leads more 
 surely toward shady business practices. 
 
 "An ideal plan for the publication of an 
 Annual involves the essentials of both the 
 above methods, supplemented by the earnest, 
 sympathetic guidance of mature minds stored 
 with helpful, artistic, literary and business 
 knowledge and experience, not dictators, but 
 wise and willing Counsellors. 
 
 "Such a plan secures the undeniable advan- 
 tage of organized co-operation on the part of 
 the class or school which thus becomes a going 
 business concern, furnishing the working cap- 
 ital and assuming financial responsibility for 
 the undertaking. It also secures the essential 
 centralization of executive authority in a 
 chosen staff who assume responsibility for 
 the building of the book in detail and making 
 the business go. Above all, it secures the full 
 benefit of well seasoned counsel and insures 
 that sense of common purpose on the part of 
 
College Annual Business Management 
 
 the student body and the faculty, which is so 
 much to be desired. 
 
 "In short, such a plan complies fully with 
 the accepted principles of modern business and 
 for this reason, commends itself especially. 
 And best of all it works for the very simple 
 reason that the publication of a College An- 
 nual is not a lark, but a genuine business 
 undertaking worthy of our most earnest con- 
 sideration. We know that it works to the 
 entire satisfaction of all parties, for we have 
 tried it faithfully for many years. 
 
 "The successful accomplishment of such a 
 task is a laudable ambition for the young 
 people of any school and should be encouraged, 
 not only because of the community value of 
 the book, but because of the educational value 
 of practical training in modern business meth- 
 ods necessarily involved, in the proper plan- 
 ning, publication and delivery of the book. 
 
 "Avoid careless methods as you would a 
 plague. They lead to disappointment and 
 possible scandal. Stick to tried and accepted 
 business methods, and by such means satis- 
 faction and success are assured." 
 
 The Business Manager 
 
 As is the case with any publishing business 
 the duties are divided between production and 
 business management, the latter including sales 
 effort. While the work of production, artistic 
 creation and details falls largely on the Editor, 
 the Business Manager has financial responsi- 
 bilities that are fully as important. He is the 
 man who is responsible for the success of the 
 book. If the book is not a financial success, 
 it is usually considered a failure, even though 
 it may be well edited and a beautiful specimen 
 of engraving and printing. 
 
 Importance of Position 
 
 The average business manager does not 
 realize the responsibility that rests on him 
 until too late. 
 
 He it is who must raise the money with 
 which to publish the book. He must see that 
 the editor does not plan things too expensive 
 for the income of the book. He must sell the 
 advertising, and conduct a subscription cam- 
 paign. If he is a good manager he can insure 
 the success of the book financially, — and we 
 say again, a book that isn't financially success- 
 
 ful is a failure, no matter how good its contents. 
 An annual can be made an artistic success, it 
 can be made a literary success, but will never 
 be a financial success if, after the issue, there 
 is not enough money to pay all the bills. 
 
 It is therefore with the Business Manage- 
 ment that this course of instruction deals. The 
 Editing of the Annual is dealt with in another 
 work. 
 
 The Manager's Work 
 
 The work of the Business Manager falls, 
 roughly speaking, into the following groups. 
 They are discussed only in a general way in 
 this Section so as to give you a "bird's eye 
 view" of the situation as a whole. Each feat- 
 ure is dealt with in detail in later sections. 
 
 1. Financing or Getting Funds 
 
 2. Making up Estimates and Budget 
 
 3. Working out Plans for the Book with 
 
 the Editor and Staff 
 
 4. Plans for Selling the Books which in- 
 
 clude Advertising 
 
 5. Making of Contracts 
 
 6. Distributing the Books 
 
 7. Collecting the Money 
 
 8. Banking and Accounting, Making Re- 
 
 ports, Etc. 
 
 Financing or Getting Funds 
 
 First in regard to getting funds. This is 
 "The" part of the Manager's work, for ideas 
 are worthless without the money to carry them 
 out. Funds, aside from advertising and sale 
 of books, may come from assessments of groups 
 whose pictures will be in the book, and which 
 are organized and able to pay; assessments of 
 class members having individual pictures; con- 
 tribution from school or faculty, proceeds of 
 class plays, movie entertainments, socials and 
 other sources taken up in detail later in this 
 
 Making up the Budgets and Estimates 
 
 In order to work intelligently with the 
 Editor and Staff in making plans for the 
 book, a budget should be determined on as 
 soon as possible. You will in all probability 
 deviate more or less from this budget but it 
 forms a base of operations from which to work. 
 Always plan for twenty per cent or more than 
 you think you'll need. 
 
The Problem as a Whole 
 
 7 
 
 Planning with Editor and Staff 
 
 In regard to working with the Editor and 
 Staff you will probably find that you and the 
 Editor will have to furnish most of the ideas. 
 You will form the policies and the Staff will 
 carry them out. A good plan is for the two 
 of you to meet before each staff meeting and 
 make your plans, offering them to the staff 
 for suggestions and criticism. The staff mem- 
 bers are not so much in touch with conditions 
 as the Manager and Editor and often get a 
 one sided view of matters. Although you will, 
 no doubt, get many good suggestions from staff 
 members, yet you'll no doubt find that you 
 will have to suggest most of the general ideas 
 and that the greatest value of the staff will 
 lie in carrying out these ideas. 
 
 Selling Plans 
 
 Plans for selling the books, which include 
 advertising can best be dealt with in detail 
 in a succeeding section. Suffice it to state 
 here that this part of the work is one of the 
 most important, if not the most important of 
 all. 
 
 Every effort should be made to get an early 
 start on the work so that this all important 
 matter of distribution may go smoothly. Bet- 
 ter have too much time than not enough. 
 
 Collecting the Money 
 
 This can best be covered in detail later. 
 Enough here to state that it takes oats, and 
 water too, to make the mare go. 
 
 Banking, Accounting, Reports, Etc. 
 
 Be businesslike. Use modern business meth- 
 ods for a modern business problem. The 
 thousand and one details and transactions 
 involved in the publication of an Annual 
 cannot be carried in anyone's head. Start 
 right away to make records of everything of 
 any importance. You'll not only find it es- 
 sential as you go on with the work but also 
 the finest kind of training which will stand 
 you well all through life. 
 
 Making Contracts 
 
 In regard to making contracts, the Business 
 Manager cannot be too careful, not because 
 the concerns you deal with are dishonest but 
 because in publishing an Annual there are so 
 many, many chances for misunderstanding. 
 Changes usually cost money and you should 
 therefore have everything planned in detail as 
 nearly as possible before entering into con- 
 tracts. You will find variation in prices, 
 particularly among printers and photographers 
 and you must watch these closely so as not 
 to sacrifice quality for price. Cut quantity 
 rather than quality and have a time limit 
 and forfeit to all contracts involving photo- 
 graphing and printing work. Remember that 
 every mistake in the copy sent to printers or 
 engravers affects every copy of the Annual. 
 Have a contract for every transaction not a 
 cash sale or purchase. 
 
 Distributing the Books 
 
 One of the great factors of success in this 
 js to have the books to distribute on time. 
 
 Outline of Proceeding 
 
 The following outline will indicate approx- 
 imately the times of the year when the various 
 parts of the work should be handled. 
 
 Preceding Spring 
 
 1. Election of Business Manager and Ed- 
 
 itor Early 
 
 2. Preliminary Estimating 
 
 3. Book Planning 
 
 4. Contracts 
 
 (a) Engraving 
 
 (b) Printing 
 
 (c) Paper Stock 
 
 (d) Photographs 
 
 (e) Specials 
 
 Preceding Summer 
 
 Planning a Campaign for Advertising 
 Developing Plans for Book Sale 
 Developing Administrative Plans 
 
 (a) Accounts 
 
 (b) Purchase of Supplies 
 
 (c) Filing Systems 
 
 (d) Planning of Letterhead 
 
College Annual Business Management 
 
 Fall 
 
 8. Selection of Staff 
 
 9. Advance Book Sale (See Art Crafts 
 
 Advertising and Sales Campaign) 
 
 10. Collection of Senior Insert Fees 
 Collection of Organization Accounts 
 
 11. Binding Contract 
 
 12. Advertising Campaign 
 
 Winter 
 
 13. Second Advance Book Sale 
 
 Spring 
 
 14. Closing up of Delinquent Organization 
 
 Accounts 
 Advance Collections of Advertising 
 
 15. Distribution 
 
 16. Final Report 
 
 Causes of Failure 
 
 We have learned from years of observation 
 that, when an Annual fails the Business Man- 
 ager is responsible four times out of five. 
 There are a number of causes to which this 
 can be attributed. 
 
 First. The failure of the Manager to recog- 
 nize his responsibility and get down to hard 
 work. 
 
 Second. Failure to get sufficient subscrip- 
 tions and advertising blanks signed as early 
 as possible in the school year. 
 
 Third: Failure to collect all, or at least half, 
 of the subscription money in advance and de- 
 posit it in a bank. 
 
 Fourth: Failure to estimate correctly. By 
 all means work out a budget and raise at least 
 twenty per cent more than your estimated ex- 
 penses, then you will make your book a finan- 
 cial success. 
 
 Nothing Succeeds Like Success 
 
 Much has been said in this opening Section 
 about failure, too much, perhaps you may 
 think. However, it has been stated merely 
 as a warning. 
 
 There is absolutely no reason why a College 
 Annual cannot be made a great success if busi- 
 ness methods are used and an early start made. 
 In fact, if this is done, the Annual cannot very 
 well help being a success. 
 
 Laxadaisical methods are to blame for fail- 
 ure. 
 
 Business methods will bring success 
 Hard work will accomplish anything 
 Time is everything 
 Procrastination kills everything 
 Plan your Work — Then 
 Work your Plan 
 
 A Liberal Education 
 
 Getting out an Annual is an extra liberal 
 education in itself. It will teach you pluck 
 and perseverance, and give you judgment; it 
 will give you ability to think and act quickly. 
 It will teach you to look at things in a broad 
 light and to interpret them to others in an 
 interesting way. It will teach you to write, 
 to talk and to be a good business man — if you 
 work conscientiously. 
 
 Not everybody has the chance you have to 
 show your mettle. Keep at it and you will 
 always be proud of your achievement — and 
 your real education will not have suffered at 
 all. 
 
 Because you are doing a great deal of work 
 on the Annual, you will learn to use time more 
 economically — you will learn to study effi- 
 ciently. 
 
 To quote Allan Abbot: — 
 
 "After some years of experiment and obser- 
 vation, I am confident that school publications 
 affect in more important ways than at first 
 appears, both the Editors and the School as 
 a whole. The editors gain a medium for the 
 expression of literary and artistic talent and 
 of opinion on school topics. They gain in- 
 fluence in the School of a kind frequently 
 monopolized by the athlete. They gain defi- 
 nite training in writing for a market, under 
 the sharp criticism of their mates; and in- 
 cidentally a good deal of technical knowledge 
 of typography, proof reading and the like. 
 
 They gain — what literary young folks are 
 apt to need — the power to work in groups, 
 instead of individually. They gain in respon- 
 sibility, from the necessity of fulfilling obli- 
 gations to subscribers and advertisers, business 
 obligations, for which the ever-ready excuse is 
 no substitute. And they experience from these 
 opportunities and responsibilities, the kind of 
 appeal that we teachers find so difficult to put 
 before the clever, but self satisfied pupil; an 
 
The Problem as a Whole 
 
 appeal to rise above the dead-level of medi- 
 ocrity. Mediocrity cannot run a good school 
 Annual, neither can lazy cleverness. A Pub- 
 lication that is worth a Gentleman's mark of 
 C is not worth a dollar — it stimulates and 
 vitalizes a composition work, it distributes 
 news, it keeps a permanent record, not only 
 of events, but of legislation — it stimulates 
 the activities of societies; it binds the alumni 
 to the school, and often reveals to the prin- 
 cipal tendencies in student thought and opinion 
 that are worth consideration and may help 
 to shape policies. 
 
 A Road to Bigger Things 
 
 Handling the business end of an Annual 
 means a splendid opportunity for obtaining 
 experience and comparing the different meth- 
 ods and systems of various business houses. 
 The little courtesies of commercial correspond- 
 ence may be observed in the letters of almost 
 any corporation. It is interesting to note the 
 various styles of composition. One feature will 
 be apparent immediately — that is, in this age 
 no business can be carried forward without 
 system and courtesy. 
 
 The Business Manager must begin and con- 
 tinue throughout to back up his work with 
 real system. Verbal and telephone agreements 
 should be confirmed in writing, with copies 
 retained for filing, if they are of any conse- 
 
 quence whatever. No letter, telegram or con- 
 tract should be forwarded without keeping a 
 clear copy, bearing the date, for filing. Book- 
 keeping records should be kept so accurately 
 and posted so promptly that the state of 
 affairs and the finances of the enterprise may 
 be seen in a moment. 
 
 The Manager should bear in mind that 
 success achieved in the handling of a College 
 or High School Annual may be the Road to 
 Bigger Things in the Business World. 
 
 It is very interesting to know that a former 
 Advertising Manager of the Minnesota An- 
 nual has climbed to the position of President 
 of one of the largest Advertising Agencies in 
 the United States, an authority on the subject. 
 
 A University of Illinois College Annual Man- 
 ager, who made a splendid success with the 
 book, obtained a position as Advertising Man- 
 ager of one of the largest Cement Corporations 
 in the world. He is today recognized as an 
 authority on Cement Advertising and receives 
 a large income for his efforts in that field. 
 
 Successes like those mentioned are ample 
 evidence that there is a reward waiting for 
 good conscientious, creative thinking on the 
 part of the Business Manager who makes a 
 success of his publication. 
 
 Dig into the Business Managership problem 
 and make a success of it. Your entire future 
 career may depend upon the work you will do 
 on your College Annual. 
 
SECTION II 
 ORGANIZATION 
 
CONTENTS 
 
 Page 
 
 Correct Placement of Staff 13 
 
 Of What an Annual Consists 13 
 
 Make up of Editorial Department ~ 13 
 
 Duties of Each 13 
 
 Editor-in-Chief 13 
 
 Assistant or Associate Editor 14 
 
 Senior Section Editor 14 
 
 Alumni Editor 14 
 
 The Literary Editor 14 
 
 Art Editor 14 
 
 Music and Dramatics Editor 14 
 
 Athletic Editor 15 
 
 Humor or Joke Editor 15 
 
 Society Editor 15 
 
 Calendar Editor 15 
 
 Snap Shot Editor 15 
 
 Representatives of Other Classes 15 
 
 Faculty Adviser 15 
 
 Business Manager, His Staff and Duties 15 
 
 Responsibilities 15 
 
 Assistants 16 
 
 Manager's Duties 16 
 
 Duties of Assistants 17 
 
 Advertising Manager 17 
 
 Circulation Manager 17 
 
 Accountant 17 
 
 Use Business Methods 17 
 
 Departmental Co-Operation 18 
 
 Start Early 18 
 
 Margin of Safety in Time 18 
 
ORGANIZATION 
 
 Editor-in-Chief 
 Assistant Editor-in-Chief 
 Business Manager 
 Assistant Business Manager 
 Associate Editors and Managers 
 The above is the correct manner of placing 
 staff names in order. 
 
 The Business Manager occupies such an im- 
 portant position in the publication of a College 
 Annual, however, that before going into detail 
 regarding the staff in his particular depart- 
 ment we think best to give a brief outline of 
 the Editorial Staff as well. The Business 
 Manager needs a broad viewpoint from whence 
 he can see activities as a whole not only of 
 his own department but of the production end 
 of the business. He will make a better Captain 
 if he understands the plan of Campaign. 
 
 OF WHAT AN ANNUAL STAFF CONSISTS 
 
 An Annual Staff consists, first of all, of an 
 Editor-in-Chief and a Business Manager 
 elected by the class, or appointed by the 
 Faculty. 
 
 The Editor and Business Manager should 
 be chosen early in the Spring, as they may 
 then confer with the Staff of the preceding 
 year and can plan their book during the sum- 
 mer vacation. In this way they can make 
 arrangements with the Printer, Engraver and 
 Photographer early and will be able to start 
 the detail work as soon as school opens in the 
 Fall. 
 
 A good plan, it would seem, would be to 
 choose an Assistant Editor and Assistant Busi- 
 ness Manager from the Junior class each year 
 and after the year's experience they will be 
 especially fitted to assume the position of 
 Editor and Business Manager on their own 
 Annual. 
 
 Many Senior classes appear shocked by 
 such a suggestion, thinking it unjust for lower 
 classmen to have the second places on the 
 staff and thus acquire honors which such a 
 place carries with it. 
 
 Viewed from a purely business standpoint, 
 however, Seniors are unjustified in taking such 
 
 a stand. In any going concern a position of 
 importance has an understudy. The Junior 
 of today will be the Senior of tomorrow and 
 will necessarily be confronted as Seniors with 
 like problems. It should be taken into con- 
 sideration that following out the suggested 
 plan would each year advance the merit of 
 their college publication and would by this 
 same forward movement bring more honor to 
 their Alma Mater. 
 
 And then, you know, its always a good idea 
 to have a vice editor and Assistant Business 
 Manager because now days you never can tell 
 when the chief will get run over by a Ford. 
 
 The Editor-in-Chief and Business Manager 
 in turn appoint a number of Assistants to 
 handle the work of their departments. The 
 departments of the book will determine the 
 number of assistants, so the first thing that 
 these elected officers should decide is the 
 number of departments that will appear in 
 the Annual. 
 
 Make Up of Editorial Department 
 
 Following is a list of Staff Assistants that 
 are usually necessary: 
 
 Assistant or Associate Editor 
 Assistant Business Manager and As- 
 sociates 
 Senior Section Editor 
 Alumni Editor 
 Literary Editor 
 
 Art Editor and his Staff of Artists 
 Music and Dramatics Editor 
 Athletic Editor 
 Humor Editor 
 Society Editor 
 Calendar Editor 
 Snapshot Editor 
 
 DUTIES OF EACH 
 
 The Editor-in-Chief 
 
 The Editor-in-Chief is the executive head and 
 stands in the same relation to the Staff as the 
 General Manager of a business. He shapes 
 the policies to be followed and supervises the 
 
H 
 
 College Annual Business Management 
 
 work of the other staff members, especially 
 the editors of the various departments. He 
 should, together with the Business Manager, 
 at the earliest possible moment, lay out the 
 entire book in dummy form following good 
 precedent in Annual publication. He should 
 then distribute the work among the various 
 Editors and insist that they follow the plan 
 finally decided upon, so that the finished 
 publication will not be a scrap book, but well 
 arranged and properly balanced. 
 
 The Editor should call Staff meetings at 
 various intervals and insist upon immediate 
 action from his Assistants. 
 
 As the work is turned in by various Editors, 
 it must be read carefully by the Editor-in- 
 Chief, with the aid of the Faculty Advisor 
 and then placed in the dummy, ready for the 
 printer. The necessary photos and art work 
 must be properly marked for size and sent to 
 the engraver. When proofs of engravings 
 are made they should be pasted in their 
 proper positions in the dummy. 
 
 Generally speaking, the Editor-in-Chief is 
 responsible for all editorial work in the book 
 and his work is not finished until the completed 
 dummy has been sent to the printer and all 
 proofs from the printer have been read and 
 corrected. 
 
 As before stated, the Editor-in-Chief should 
 confer with the Business Manager when de- 
 ciding upon various features of the book, such 
 as size, number of pages, amount of art work, 
 etc.. because of the fact that all these features 
 will be influenced by the financial status of 
 the undertaking, which is the Business Man- 
 ager's province. 
 
 The Assistant or Associate Editor 
 
 He or they, if more than one, should stand 
 ready at all times to advise or assist the Editor 
 in his work. They should be willing and 
 anxious to relieve him of details of which 
 there are many and they are responsible with 
 him for the editorial part of the publication. 
 
 This is also true of the Assistants to the 
 Business Manager. 
 
 Senior Section Editor 
 
 This Editor should start early, work late 
 and be very systematic. His whole job is to 
 collect the photographs of all seniors, get them 
 
 in on time, and arrange them in proper order 
 alphabetically. Then he must secure all data 
 about each senior, his or her campus activities, 
 clubs, fraternities, etc., and see that the 
 proper photograph and halftone accompanies 
 the right description. 
 
 The Alumni Editor 
 
 The alumni editor can be of great service 
 by enlisting the support and co-operation of 
 the Alumni. Too often this support and 
 interest are lost by the Editor of an Annual 
 simply because he makes no effort to obtain 
 it. The graduates are usually ready to help 
 when given the opportunity. There is plenty 
 of work for the Alumni Editor and if the 
 proper amount of time, space and solicitation 
 are given to the graduates you will be sur- 
 prised at the interest they will show in your 
 Annual and the number of copies they will 
 buy. 
 
 The Literary Editor 
 
 The Literary Editor is responsible, of course, 
 for the stories, poems, special articles, etc., in 
 the book, and may also handle the oratory and 
 debating club departments. He or she should 
 not only be able to write a good article, but 
 should have the ability to suggest and outline 
 articles that others are to write, and to censor 
 and edit the manuscripts submitted. 
 
 The Art Editor 
 
 The Art Editor must shoulder the responsi- 
 bility of getting out an artistic book, and since 
 it is true, that an Annual is largely judged by 
 the pictures it contains and the artistic ar- 
 rangement of the book, it is easy to appre- 
 ciate the fact that the work of the Art Editor 
 will determine, in no small manner, the success 
 of the Annual. He has a real job on his hands. 
 
 Music and Dramatics Editor 
 
 Music and Dramatics may be handled by 
 one editor if desired, but if there is plenty of 
 help available, the subjects may as well be 
 handled separately. Students selected for 
 these places should, of course, be interested 
 in these arts and have the ability to portray 
 the activities of these important departments 
 in an interesting manner. 
 
Organization 
 
 IS 
 
 The Athletic Editor 
 
 The Athletic Editor need not be a member 
 of any of the teams, in fact it is usually best 
 to have one who is not, as this will prevent 
 the possibility of any individual or team re- 
 ceiving an undue share of publicity. He 
 should be a "real fan" however, and so in- 
 tensely interested and conversant with this 
 phase of school life that he attends all con- 
 tests and can thus write them up at first hand. 
 
 Humor or Joke Editor 
 
 The work of this Editor is to show the 
 lighter side of school life and that is necessari- 
 ly a very important part of the book. "Laugh 
 and the world laughs with you, weep and you 
 weep alone" as the saying goes, is true. He 
 should appoint assistants in all classes to 
 watch for the many funny things that happen. 
 Someone should handle this job who can dis- 
 cern between a good natured "roast" and a 
 personal "slam". 
 
 Representatives of Other Classes 
 
 The other classes should be asked to name 
 representatives who will be responsible for 
 getting their classes into the book. These 
 representatives should be invited to meet with 
 the staff as this will assure them and the 
 classes they represent that the editing class 
 desires the good will and co-operation of the 
 entire school. 
 
 Faculty Adviser 
 
 A wise staff will send a request to the head 
 of the school asking him to appoint a faculty 
 member to act as an adviser, to offer counsel 
 and to pass on copy. There is nothing to lose 
 and everything to gain by this policy. It will 
 prevent ill feeling, suspicion and lack of co- 
 operation on the part of the faculty. It is 
 a check on the insertion of rash material, 
 gives protection to editor and a feeling of 
 confidence in the purpose and success of the 
 work. 
 
 Society Editor 
 
 He or she should be one who is socially in- 
 clined and is likely to attend most of the 
 social events of the year. Prominence should 
 be given to social affairs that have some con- 
 nection with the school, such as class parties, 
 school parties, picnics, dances, hikes, box 
 socials, etc. 
 
 Calendar Editor 
 
 Several pages should be given to this section 
 and the editor should be one who can give it 
 plenty of "pep" and make it "snappy". It 
 is not necessary to chronicle events of each 
 day, but only those things which are really 
 worth while or humorous. Sometimes the 
 Calendar and Humor may be handled by the 
 same editor. 
 
 Snapshot Editor 
 
 One of the most important jobs of all, as 
 the pictures do so much to make the book. 
 Everyone leafs through to see what the pict- 
 ures are like and if these are not good, he 
 forms an adverse opinion. The editor of this 
 department should be a "Kodak Fan" not 
 only taking many himself but securing as 
 many as possible from other students. 
 
 The above outline of the Editorial Staff and 
 its duties will serve to give you a general 
 knowledge of the "production end of the busi- 
 ness". A good Manager or salesman becomes 
 a better manager or salesman as his knowledge 
 of production increases. This is true in any 
 line of business and applies equally as well to 
 the business of publishing an Annual. Having 
 "gone through the Shop" so to speak, let us 
 now look into the Business Manager's office 
 and find of what his staff is composed and 
 what his various duties are. 
 
 THE BUSINESS MANAGER 
 HIS STAFF AND DUTIES 
 
 Responsibilities 
 
 The Business Manager, whether the Institu- 
 tion be a small school or a large university, 
 soon realizes that he has had not only an 
 honor but a real job thrust upon him. 
 
 It involves the responsibility of: 
 
 i. Raising of Funds 
 
 2. Expending of Funds 
 
 3. Accounting of Funds 
 
 4. Soliciting Advertising 
 
i6 
 
 College Annual Business Management 
 
 5. Sale of Books 
 
 6. Distribution of Books 
 
 7. Collection of Money 
 
 8. Making Reports 
 
 Assistants 
 
 Naturally the Business Manager cannot do 
 all this himself. He must have assistants and 
 enough of them so as to be able to produce 
 maximum results. Even with a full staff he 
 will, at such times as when raising subscrip- 
 tions or putting on sales of Annuals, need to 
 call on class members to help out, making his 
 assistants captains of competing groups. 
 
 The Manager should first of all appoint an 
 Assistant Business Manager, one to whom he 
 can delegate routine matter. This Assistant 
 should work closely enough with the Business 
 Manager so that he has a general knowledge 
 of the working of the business office or de- 
 partment. In case of sickness or absence from 
 school for a short length of time this Assistant 
 should be conversant enough with things in 
 general so as to be able to take his chief's 
 place while he is away. 
 
 The Business Manager should then appoint 
 other assistants as follows: 
 
 Advertising Manager 1 A , 
 Who will handle all vi 
 
 vertising 
 
 Circulation Manager 1 Sak and Distribu . 
 Who w.ll take charge tion of Books 
 
 Accountant ) Accounting 
 
 Who will have ■ Collecting 
 
 Charge of Reports 
 
 Purchasing 
 
 In the raising of funds, such as during sub- 
 scription campaigns, sales, etc., all assistants 
 should be willing to give their help, Assistant 
 Editors as well as those of the business office. 
 
 The expending of funds will, of course, 
 largely be determined between the Editor and 
 Business Manager, both of whom should seek 
 the advice of the Faculty Adviser. 
 
 Some Business Managers have appointed one 
 or two more Assistants to work with Organiza- 
 tions and Fraternities. 
 
 A small staff of six or seven works more 
 efficiently than does a larger group. The 
 Manager should weed the staff down to a 
 comparatively small number of assistants and 
 
 try outs who will work conscientiously — which 
 means every day. 
 
 Calls for try outs should be made at the 
 start of the semester, in an endeavor to secure 
 as many workers as possible for the rush of 
 fall work, subscriptions, advertising and rou- 
 tine business. Only during the subscription 
 campaign is a large staff of try outs and volun- 
 teers preferable; throughout the remainder of 
 the year, the small efficient staff is advisable. 
 
 Some successful Managers of the past have 
 selected double the number of Assistants event- 
 ually required. These have competed with 
 each other during a trial period closing at the 
 time of the first advance sale. With this ad- 
 vance sale as a final test, selection was made 
 for the permanent staff. 
 
 Manager's Duties 
 
 Direct Control over Assistant Business Man- 
 agers, tryouts and staff is assumed by the 
 Business Manager. He oversees and directs 
 the general plans of each assistant. He should 
 keep in close touch with every detail, but of 
 course does not actually try to do all the 
 immense amount of routine work. He should 
 remember that possibly some one of his As- 
 sistants will be Business Manager the following 
 year, and that he is training a staff as well 
 as financing an Annual. Individual responsi- 
 bility is a good tonic for every staff member. 
 
 Assistants should make their plans and sub- 
 mit them to the Business Manager. He will 
 either correct them or approve them; the as- 
 sistants thus carrying out the actual work 
 under his direction. 
 
 He should have absolute authority to dis- 
 charge or suspend any tryout or staff member 
 for sufficient reason. 
 
 The success of any organization is largely 
 dependent upon the individual ability of its 
 subordinate members. To successfully pick a 
 staff it is well therefore to give every appli- 
 cant a careful interview with the purpose of 
 drawing out any unusually qualifying ex- 
 perience. 
 
 It is a good plan to keep before the staff 
 a clear outline of their relationship. For this 
 purpose a chart hung in the office, showing 
 very definitely the general plan of organiza- 
 tion and duties of each member, will be found 
 of great value. 
 
Organization 
 
 17 
 
 DUTIES OF ASSISTANTS 
 
 Advertising Manager 
 
 The Advertising Manager should be one who 
 is willing to work hard and is not easily dis- 
 couraged, for he will meet with many cold 
 receptions in his work, but as this source of 
 income is one of the best he must not take 
 "No" for an answer, but exhaust every argu- 
 ment and every plan to sell the space. He 
 may have several assistants and work on a 
 definite campaign. He must solicit both local 
 and foreign advertising. 
 
 Circulation Manager 
 
 This staff officer is responsible for the sale 
 of the books, which is one of the biggest 
 sources of income. He should have several 
 good assistants, as soliciting subscriptions and 
 delivering Annuals is slow and discouraging 
 work at times. 
 
 Accountant 
 
 He will, of course, keep account of all funds 
 received and expended and can also handle 
 collections. He may need assistants for this 
 latter detail. Making of reports also is part 
 of his work and the purchasing may be handled 
 by him. 
 
 USE BUSINESS METHODS 
 
 Right from the start you should adopt up- 
 to-date business methods in handling your 
 staff and work. 
 
 Provision should be made for correspond- 
 ence, a typewriter purchased or rented, if 
 not owned, a supply of stationery, carbon 
 sheets and copy paper, files for bills, letters 
 received and copies of letters sent. 
 
 Correspondence with each firm should be 
 filed in order of consecutive dates, each letter 
 received followed by the carbon copy of the 
 reply, so that when all is ended each letter 
 and each reply will be found systematically 
 filed in regular sequence. 
 
 A daily card calendar should be used for 
 memoranda with items for future attention 
 
 carefully tabulated to turn up for action on 
 the proper date. If a separate card be used 
 for each item (and this system is by all means 
 the best) it can be filed ahead from date to 
 date, with new entries thereon, if impossible 
 to attend to the matter on the first date, and 
 thus the item will not be lost sight of. 
 
 Promises of photographer, engraver, printer 
 and advertisers should be tabulated separately 
 in this manner. No human brain can keep 
 all such items in order without some such as- 
 sistance. There is nothing in all the accounting 
 and filing system quite so practical or so pro- 
 ductive of good results, as the little daily 
 calendar card box. It means saving of time 
 and time is everything. Of course it is worse 
 than useless if not kept strictly up to date 
 and looked into every day. 
 
 These are general suggestions only. 
 
 Illustrations of record forms for advertising, 
 subscriptions, accounting, etc., will be shown 
 in their proper places in this course. 
 
 What we wish to here impress upon you as 
 Business Manager, is the necessity, to say 
 nothing of the fine training, of putting system 
 into your organization at once and keeping it 
 up. 
 
 As a matter of fact it is easier to keep 
 business records accurately and up to date, 
 with a "place for everything, and everything 
 in its place", than to allow correspondence, 
 bills and memoranda to pile up on a desk 
 where they are soon covered with dust, or 
 blown on the floor, or to be thrown hap- 
 hazard into a drawer or box. By having every- 
 thing so filed that you can pick up any certain 
 letter, contract or bill in an instant, much 
 time will actually be saved, to say nothing 
 of the satisfaction which attaches to having 
 a real system. 
 
 From the very first, make it plain to your 
 Assistants that you demand their full co- 
 operation and attention to their jobs. Make 
 it clear that you don't intend to stand for 
 delay, procrastination, temporizing nor ex- 
 cuses. You can do this in a way which will 
 hurt no ones feelings and still put your mes- 
 sage across. Put it up to them. Tell them 
 that you've chosen them because you felt 
 they were the best men for the place and that 
 in all probability you would not need to 
 caution them about lack of co-operation, but 
 stating also that you've all got to pull together 
 for some time and that its just as well to come 
 to a definite understanding at once. 
 
College Annual Business Management 
 
 DEPARTMENTAL CO-OPERATION 
 
 Needless to state, there must be perfect and 
 enthusiastic co-operation between the Editorial 
 and Business departments. Team work counts 
 in the long run. Two good horses are better 
 than one unusually good one for the long pull. 
 If at any time there seems to be friction at 
 any point of the machine, fix it before the 
 whole works stop. Find out where the trouble 
 is, go after it strong, clear it up, and start 
 fresh. Nipping trouble in the bud always 
 saves grubbing it out by the roots later. 
 
 START EARLY 
 
 No Annual can be a success if the work of 
 any one of the staff is delayed until it has to 
 be done in a rush and at the last minute. 
 The financial success of the Annual depends 
 to a great extent on how early the book is 
 delivered for sale. 
 
 There is no real reason why your engraving, 
 photographing and printing contracts should 
 not be placed very early and many good 
 reasons why they should. Particularly should 
 the engraving contract be signed early because 
 the engraver is able to give great assistance 
 in the early part of the work. 
 
 Margin of Safety in Time 
 
 Making a College Annual is like building a 
 house. The architects and contractors devote 
 much time and thought to the work before 
 actual building begins. In the building opera- 
 
 tions flaws are invariably found and delays of 
 one kind and another occur. 
 
 Exactly the same conditions obtain in mak- 
 ing a College Annual, from the time the Staff 
 is organized until the finished book is delivered. 
 
 A margin of safety as to time allowed must 
 be figured in all calculations. If it is intended 
 to put the book on the market, April 20th, the 
 Business Manager should set his date and enter 
 the delivery date in his contract and specifi- 
 cations as April 5th. It is safe to state that 
 two weeks must be allowed for unforseen de- 
 lays of one kind or another in the printing 
 and binding end of the work. There will be 
 delays in the preparation of copy, photographs, 
 drawings, etc., over which the Editor-in-Chief 
 will find he has no control. 
 
 Our advice to the Editor-in-Chief is make 
 your dates very early, and to the Business 
 Manager make your contract for delivery just 
 as early as possible, then hold your Editor-in- 
 Chief right down to his dates. On such a 
 schedule, everyone concerned in making the 
 book can get through with comparative ease, 
 including the engraver and printer who have 
 their own reputation at stake. 
 
 Getting a book out several weeks before 
 school closes nearly always insures the sale of 
 every single copy — but when books do not 
 arrive until after school is over, it is just as 
 certain that many will be left unsold. After 
 the students are scattered it is almost im- 
 possible to sell the books unless subscriptions 
 have been partly paid in advance. The time 
 schedule given in Section No. 1, is an excellent 
 one to follow religiously. 
 
 "Start Early and Avoid the Rush!" 
 
SECTION III 
 REVENUE AND BUDGET 
 
CONTENTS 
 
 Page 
 
 Finances 21 
 
 Sources of Revenue 21 
 
 Sales to Students 21 
 
 College 21 
 
 Advertising 22 
 
 Assessing, Organizations and Individuals 22 
 
 Assessments of Seniors 22 
 
 Assistance from Alumni 22 
 
 Entertainments 22 
 
 The Tax System 22 
 
 Making Up The Budget 23 
 
 Margin of Safety 23 
 
 Making Estimates for Budget 24 
 
 Selling Price of Annual " 24 
 
 Apportioning Expenditures 24 
 
 Preventing Excessive Costs 24 
 
REVENUE and BUDGET 
 
 FINANCES 
 
 Before much is done toward the composition 
 of your Annual, you must have a very good 
 idea of how much money you will be able to 
 raise. You should, therefore, commence as 
 early as possible to plan your financial cam- 
 paign so as to be able to give the Editor-in- 
 Chief a conservative estimate of the amount 
 you will have to spend. 
 
 Do not make the mistake of going ahead 
 and planning a large and expensive book 
 before you know how much money you will 
 have to spend. It will be far better to have 
 some money left in the treasury than to incur 
 a deficit. An Annual should not, of course, 
 be built with the idea of making profit, but 
 a small surplus is certainly better than a 
 deficit, because such a surplus can always be 
 used as the class decides, — to purchase a 
 class gift to the school for instance, — such as 
 a painting, piece of statuary or other perma- 
 nent work of art. 
 
 SOURCES OF REVENUE 
 
 The following will be found to be the chief 
 sources of revenue for the Annual. 
 Sales of Books to Students 
 Sales of Books to College for Distribu- 
 tion among other schools 
 
 3. Advertising Pages 
 
 4. Assessments of Organizations, Fratern- 
 
 ities, Sororities and Various Clubs 
 
 5. Assessment of Seniors 
 
 6. Assistance from Alumni 
 Entertainments 
 Refunds from Photographer 
 Special 
 
 Sales to Students 
 
 Usually the chief source of revenue is from 
 the sale of the book to students. Where there 
 is a strong college spirit, there is no trouble, 
 but a continuous advertising campaign should 
 be carried on so that the students are sure 
 that there is going to be a good book published. 
 
 In many Institutions, each member of the 
 Faculty and each student, regardless of the 
 class, buys a book each year, which volume of 
 sales, together with advertising is sufficient to 
 make it a success. 
 
 However, in other Institutions, where the 
 college spirit is not so strong, the sale of the 
 Annual to the student body is up-hill work. 
 You should try to collect one-half of the price 
 of the Annual at the time a student purchases 
 one, the other half to be paid on delivery. 
 This advance payment is an assurance that 
 the sale will go thru and one-half of the full 
 purchase price is enough to hold his interest. 
 
 Probably the greatest help to increase the 
 sale of the Annual yet devised is the very 
 complete campaign for Advertising the An- 
 nual on the campus, published by the Art 
 Crafts Guild. This includes plates of various 
 sizes for use in dailies and other campus pub- 
 lications, posters in colors, lantern slides, 
 buttons, tags, etc., etc. It is the adaptation 
 of a most modern commercial advertising cam- 
 paign to the sale of annuals and never fails 
 to bring results. 
 
 College as A Source of Revenue 
 
 One of the best advertisements of the Uni- 
 versity, College or High School is its Annual. 
 This book, when distributed to the lower 
 schools of the State, creates a wonderful im- 
 pression upon the younger students. Many a 
 student in High School has been won over to 
 a certain University or College purely on ac- 
 count of the fact that he was impressed by 
 the Annual that was published by that par- 
 ticular School. 
 
 The University of Wisconsin recognizes this 
 fact and purchases several hundred books each 
 year to be distributed in the State. 
 
 The University of Nebraska also sends a 
 copy of its Annual to a great many prominent 
 high schools in Nebraska, and many other 
 Colleges find profit in this course. 
 
 Such advertising is certainly worth having 
 and if the Editor and Business Manager will 
 
College Annual Business Management 
 
 plan for a section pertaining to the University 
 in the first division of the book, he should be 
 able to sell a good sized order to the College. 
 There is nothing new about the merit of 
 such advertising. It is, of course, similar to 
 the advertising of any business. The old say- 
 ing about "the world coming to your door if 
 you build a better mouse trap" is bunk 
 nowadays. No one will come to your house 
 if "you hide your light under a bushel". 
 
 Advertising 
 
 Next to the sale of books to students, the 
 advertising brings in most revenue. In some 
 cases this forms a very large percentage of the 
 income, while in some it has been found diffi- 
 cult to secure much co-operation. A great 
 deal depends, however, upon the way the 
 solicitation is carried on. Local merchants are 
 as a rule, quite liberal in their support of the 
 advertising pages in most Annuals and for mer- 
 chants located right in the town with the 
 school it has been found to be a very profitable 
 proposition. 
 
 Assessing Organizations and Individuals 
 
 Another source of income for Annuals in 
 colleges is the amount received from Athletic 
 Societies, Fraternities, Sororities and various 
 clubs for the pages used for these organiza- 
 tions. Even High Schools can secure a reason- 
 able amount to add to their income from the 
 Athletic Association as a rule, and on College 
 books the amount thus obtained is very sub- 
 stantial. 
 
 The Fraternities, Clubs and various organi- 
 zations in a College, if thoroughly alive and 
 interested in your book, should not only be 
 willing but glad to advance at least half of 
 their assessments in order that a respectable 
 bank account may be started early. 
 
 If you will impress upon these organizations 
 the necessity of your receiving the money early 
 so that you can take advantage of discounts 
 they will undoubtedly be happy to help you. 
 
 All Fraternities and Organizations should be 
 required to help bear the expense of the book 
 by paying for their own photographs, plates, 
 etc. There is certainly no reason why the 
 Annual should be made to bear the expense of 
 individual photographs. Naturally where 
 groups of classes, class games, picnics, athletic 
 
 scenes, etc., are taken, such photographs as 
 well as all others of a general nature, must be 
 included in the regulation Annual expense. 
 But when they concern only certain societies, 
 groups or individuals, then the expense should 
 be borne by the particular party, society or 
 group. Every organization which has a treas- 
 ury should be required to pay for not only 
 their plates but for the space they occupy. 
 The rate charged will vary, of course, with 
 the size and cost of the book, but generally 
 runs from $12.00 per page in High School 
 Annuals up to $35.00 and even higher in Col- 
 lege Publications. 
 
 Assessment of Seniors 
 
 You may find it necessary and advisable to 
 charge each Senior a certain amount for the 
 expense incurred for including his or her pict- 
 ure in the Senior group, and this, where the 
 class is large will add considerably to the in- 
 come. 
 
 Assistance from Alumni 
 
 This source of revenue is hardly touched by 
 many Annual Boards. Nevertheless, help from 
 the Alumni can be considerable if the proposi- 
 tion is put up right. 
 
 In some of the fine old Colleges, where the 
 student body is comparatively small and the 
 Alumni strong and loyal, it would be impos- 
 sible to bring out an Annual without that help. 
 
 Entertainments 
 
 Another source of revenue which can be 
 made considerable is that of entertainments, 
 such as Class Plays, Recitals, Movie Enter- 
 tainments, etc. 
 
 The Tax System 
 
 Some of the larger schools and colleges use 
 what is called the Tax System for raising funds 
 for the Annual. If there are five hundred 
 students in the School and the cost of the 
 Annual is $2,500.00, each student is taxed 
 $5.00. This method makes the required 
 amount certain and in colleges the tax may 
 be charged with the tuition so that the col- 
 lection of the amount is made easy. Of course 
 
Revenue and Budget 
 
 payment of the tax entitles the student to a 
 copy of the work. Under this system, the 
 Business Manager is relieved of all the worry 
 and work attendant to raising of funds. He 
 knows exactly what he can spend and the An- 
 nual must be planned accordingly. 
 
 There is much to say in favor of that system. 
 Under it every student is contributing an equal 
 amount toward the Annual. The criticism may 
 be made that younger students are paying 
 more than their share, but viewed from the 
 standpoint of the several years the student 
 will spend in College it all "comes out in the 
 wash". 
 
 A part tax system may also be used and 
 the balance of the amount raised through ad- 
 vertising, sale of Annuals outside of School, etc. 
 
 Some of the Colleges use the budget system 
 for all student activities and the Annual is 
 part of the entire budget. 
 
 The above sources furnish the revenue for 
 the College Annual. Detailed methods of tap- 
 ping these sources will be discussed in a later 
 section. The Business Manager should con- 
 sider these various sources, decide which he 
 will use and start work as soon as possible 
 to raise the funds. 
 
 MAKING UP THE BUDGET 
 
 There is nothing that so well safeguards the 
 finances of an Annual as a careful and con- 
 servative estimate of all sources of income and 
 expense before the book is started. In most 
 cases of financial failure of Annuals, the 
 primary cause was an unsystematic handling 
 of the budget or a total lack of a budget sys- 
 tem. 
 
 If an Annual has been issued from the 
 Institution in years previous, the Manager 
 should first ascertain from reliable sources how 
 many copies of the book were sold and then a 
 careful canvas of the enrollment in the Insti- 
 tution will give a fair idea as to whether it 
 is safe to count on an increased sale of books 
 for the current year or just the reverse. 
 
 At a High School or even a small College 
 where an Annual is to be issued for the first 
 time, we recommend that a very careful sales 
 campaign be inaugurated to determine exactly 
 how many copies can be counted on as a mini- 
 mum sale before any attempt is made to go 
 ahead with the work. 
 
 The printing contract will most likely be 
 made on the basis of the number of Annuals 
 that can be sold. 
 
 The Manager will then have to estimate 
 how much money he will be able to get from 
 Organizations and Fraternities on their con- 
 tracts and the amount of Advertising which 
 will probably be sold. He should then esti- 
 mate his sure returns for the year outside of 
 subscriptions. 
 
 Following this he should estimate his ex- 
 penses, such as engravings, printing, binding, 
 office expenses, miscellaneous, as freight, cart- 
 age, photographs, work and salaries, being 
 very careful to include every item. 
 
 Of course, in doing this estimating, cost 
 records of previous years will be of great 
 value for reference purposes and guidance. 
 
 Margin of Safety or Reserve Fund 
 
 Always allow for a reasonable margin of 
 safety, or reserve fund. This reserve fund 
 should be approximately fifteen per cent over 
 and above the estimated expenditures. 
 
 The chief thing here is for the Business 
 A-Ianager to be liberal with his liabilities and 
 conservative in estimating his income, fully 
 protecting the business department on the 
 price of the Annual and yet keeping it as low 
 as he possibly can, the lower the price the 
 more copies should be sold. 
 
 Do not overlook this reserve or margin of 
 safety. It's very important. You will find 
 many extras creeping in unless you rule with 
 an iron hand. Permit only the extras that 
 are profitable, such as more pages of adver- 
 tising or more copies for your subscription cam- 
 paign. 
 
 There is not one College in ten whose bill 
 does not include a lot of extras, through no 
 fault or wish of either the engraver or printer. 
 Did anyone ever build a house without extras? 
 It is only natural that some changes in plans 
 occur as the work progresses. Then again, 
 bear in mind that some books subscribed for 
 are not paid for in full, and that even some 
 of the advertising accounts may not be col- 
 lected. 
 
 We cannot emphasize too strongly the import- 
 ance of having a good sized margin of reserve over 
 estimated expenditures. 
 
24 
 
 College Annual Business Management 
 
 Never, in spite of anything should the Manager 
 count on this Margin or Reserve to provide for 
 extras in the book. Nine times out of ten, when 
 everything is paid, there will not be the margin 
 planned. 
 
 MAKING ESTIMATES FOR BUDGET 
 
 To every concern, large or small, an estimate 
 of some kind is indispensable. This estimate 
 may be the result of guess and may later prove 
 inaccurate, but it is better than nothing be- 
 cause it is a base from which to start operations. 
 Here is an average, taken from several aver- 
 age colleges, showing by percentages how the 
 various sources of revenue make up the total. 
 Of course this cannot be taken as true in every 
 College and your revenue may differ in make- 
 up materially from this. However, as stated 
 it is an average and will give you some idea 
 as to percentages. 
 
 Book Sales . . 60% 
 
 Organizations . . 15% 
 
 Advertising . . 18% 
 
 Seniors Fees . . 7% 
 
 100% 
 By making a careful estimate of the number 
 of books you will be able to sell you can 
 come fairly close to the total income. 
 
 This can be done by first finding the per- 
 centage of the total enrollment who have 
 bought books in past years, then taking the 
 same percentage of present enrollment and 
 multiplying by the price of the book. That 
 amount should be approximately sixty per 
 cent of your total revenue. 
 
 cost would be prohibitive, which in turn would 
 mean less sales, and chaos in the financing. 
 It would of course be much better to plan 
 moderately, selling a large number of books 
 at a moderate price. So we say again, let 
 finances govern planning rather than the other 
 way about. 
 
 The only other advice we can give you is 
 to be guided by precedent in your own School. 
 If no Annual has been previously published, 
 write for advice to the Art Crafts Guild, Inc., 
 stating your requirements, amount of revenue 
 that it is possible to raise, kind and size of 
 book you would like to publish, etc. Advice 
 given will have the advantage of being timely, 
 based upon prevalent prices and conditions. 
 
 APPORTIONING EXPENDITURES 
 
 Having made your estimate as to amount 
 you will then make a preliminary estimate as 
 to how it will be spent. The following table 
 will help you, although, like any other estimate, 
 it is subject to more or less revision according 
 to locality and conditions. 
 
 Photography . . 5% 
 
 Engraving . . 35% 
 
 Printing . . . 40% 
 
 Miscellaneous . . 5% 
 
 Reserve . . . 15% 
 
 100% 
 
 For costs of Engraving and Printing, you 
 can take the cost from the last Annual and get 
 percentages of increase or decrease in costs 
 from the Engravers and Printers. 
 
 SELLING PRICE OF BOOK ANNUAL 
 
 The selling price of an Annual is an item 
 that can hardly be given with any accuracy 
 here. Conditions vary so much in different 
 localities, and at different times that there is, 
 of course a great deal of price fluctuation and 
 range. Much also depends on the size of the 
 book, number of copies printed, etc., etc. 
 
 The price should be established pretty much 
 according to the revenue you are able to raise. 
 In other words, the size and makeup of the 
 book should depend on the finances, rather 
 than finances be governed by the book. Your 
 book may be planned so expensively that the 
 
 PREVENTIVE EXCESSIVE COSTS 
 
 It is difficult, when building an Annual not 
 to let temptation get the upper hand and make 
 additions here and there. In fact, experience 
 shows that the Business Manager has more 
 or less trouble in preventing the Editorial Staff 
 from doing this and spending more money 
 than can be raised. 
 
 The Editor and Business Manager must 
 co-operate in this, holding specifications down 
 to a basis on which estimates were made, and 
 not adding to these specifications after con- 
 tracts are signed. Another safe-guard is to 
 purchase strictly under the order system which 
 will be dealt with later. 
 
SECTION IV 
 PLANNING AND MAKING OF CONTRACT 
 
CONTE NTS 
 
 Page 
 
 Planning the Book 27 
 
 Printing Specifications 27 
 
 Black and White 27 
 
 Color 27 
 
 Binding Specifications 28 
 
 Engraving Suggestions 28 
 
 Placing Contracts 29 
 
 Place Your Contracts Early 29 
 
 The Engraving Contract 29 
 
 The Printing Contract 30 
 
 Purchasing Your Own Paper Stock 30 
 
 The Binding Contract 30 
 
 A Lump Publishing Contract 31 
 
 See That Your Contracts are Binding 31 
 
PLANNING and MAKING 
 of CONTRACT 
 
 PLANNING THE BOOK 
 
 With estimates as to income and expendi- 
 tures approximated, the Business Manager 
 should confer with the Editor for the purpose 
 of making plans for the Annual. This should 
 be done very early, in the preceding Spring, if 
 possible. This planning, besides being necessary 
 for the make up of the book, will help to re- 
 adjust estimates and to make them as nearly 
 correct as is possible, thus enabling the Busi- 
 ness Manager to place his contracts at an 
 early date. 
 
 Planning the Book early has the additional 
 advantage of "putting ideas in soak" so to 
 speak. It will allow the Editor and Manager 
 to think their plans over during the Summer 
 months, enabling them to cast about for ways 
 and means of carrying them out. 
 
 Contracts should also be signed in the Spring 
 and this can hardly be done unless the details 
 of the Annual are pretty well thought out. 
 
 It is always well to refer back to former 
 publications of your School, for the purpose 
 of using ideas that are good and making such 
 changes in your book as would seem advisable. 
 
 Of course you will want to do something 
 radically different from your predecessors, 
 you'll want to get out the "best book ever". 
 Do not, however, let your determination to 
 be different get away with good judgment. 
 Always use what's good, even though it has 
 gone before, unless you are certain you can 
 do better. At any rate, you are bound to 
 have more or less ideas of your own which 
 will make your book differ from former ones. 
 
 The following set of specifications for Print- 
 ing and Binding made up by a former Busi- 
 ness Manager of the Illio, the year book of 
 the University of Illinois, will give you an 
 idea as to what details need to be planned 
 with the Editor before going ahead with con- 
 tracts. 
 
 PRINTING SPECIFICATIONS 
 For Black and White Printing 
 No. of copies Minimum 2,500 
 
 No. of pages Minimum 680 pages con- 
 
 sisting of type matter, zincs, halftones and 
 about eighty pages of advertising matter. 
 
 Size 8" x 11" outside measurement 
 
 Composition 8 point linotype together with 
 caps and small caps 
 
 Stock — Enameled 32x44-119 Best grade and 
 quality — specify 
 
 Ink — Best grade and quality 
 
 Border — Border to be printed on all pages in 
 color 
 
 Plates, Copy — To be furnished prepaid to the 
 printer 
 
 Printing — To be done in signatures of 16 pages 
 or 32 pages as specified later. 
 
 Delivery — To be completed four weeks after 
 receipt of last copy 
 
 Price — To be quoted f. o. b. your station 
 In addition give charge for 
 
 1. Additional copies in quantities of 100 
 
 2. Additional pages in forms of 16 pages 
 
 3. Alterations from original copy 
 
 4. Change of color per 16 page form 
 Specifications for Color Printing 
 
 No. of copies Minimum 2,500 
 
 No. of pages Minimum 3 2 pages of feat- 
 
 ure work, consisting of high class plate work 
 
 Inserts as follows: 
 
 5 four-color process plate work 
 5 two-color plate work 
 20 Black and White plate work 
 Size 8" x 11" outside measurement 
 Composition — Small amount of hand compo- 
 sition for titles, etc. 
 Stock — To consist of two Superb Dull Finish 
 (Dill & Collins), white and ivory tint 
 32x44-133 
 Ink — Best grade and quality 
 Plates, Copy — To be furnished prepaid to 
 
 printer 
 Delivery — To be completed four weeks after 
 receipt of last copy 
 
28 
 
 College Annual Business Management 
 
 In Addition give Charge for 
 Additional copies in quantities of ioo 
 Additional pages in forms of 8 pages 
 Alterations from original copy 
 Additional Color 
 
 Specifications for Binding 
 
 Copies — Minimum 4,000 
 
 Size — Trimmed to f^ixioyi inches 
 
 Pages 
 
 a. Body . . 680 Pages 
 
 b. Scene Section . 16 Pages 
 
 c. Beauty Section . 8 Pages 
 
 d. Opening Section . 8 Pages 
 
 e. Inserts (one page) . 30 inserts 
 
 Total 712 Pages 
 
 (a) will be made up in 16 page signa- 
 
 tures with the exception of two 
 8 page forms 
 
 (b) will be a 16 page signature 
 
 (c) will be an 8 page signature 
 
 (d) will be an 8 page signature with 
 
 only six pages bearing print, the 
 other two forming fly leaf 
 
 (e) will be single pages to be tipped in 
 End Sheets will bear printing 
 
 Binding— By folding, gathering and sewing 
 with silk thread on four tapes in 16 and 8 
 page signatures with inserts tipped in in the 
 usual manner, plain edges, rounded, pointed 
 and backed in the usual case book style. 
 
 Headbands — Silk 
 
 Covers— Cased in No. 20 Binders Board cov- 
 ered with best grade imitation black leather, 
 grained and specially embossed. (Submit 
 samples with estimate). 
 
 Stamping— Front Cover and Backbone in 
 blind stamping, genuine i%" gold leaves. 
 Dies to be furnished. 
 
 Ex Libris — Furnished printed on end sheets. 
 
 Packing— Wrapped and sealed singly— packed 
 in wooden boxes. 
 
 Delivery— Complete delivery to be guaranteed 
 within two weeks after receipt of last printed 
 sheets. Partial delivery to be made earlier. 
 
 Terms— Payment3odays from date of invoice. 
 
 Price— (Give price per copy) (Give price for 
 addition or deduction of each insert over the 
 stated number; also for addition or deduc- 
 tion of each 8 or 16 page signature). 
 
 Advertising — Do you wish to take one page 
 advertising at #40.00 per page as is custom- 
 ary? 
 
 Engraving Suggestions 
 
 The Engraving proposition, which includes 
 Art Work is one that will depend entirely on 
 the plan and nature of the layout. This can 
 vary so much in detail that a great deal can- 
 not be said regarding it here. As a matter of 
 fact, it is really the work of the Editor and 
 his Staff to plan the arrangement, artistic feat- 
 ure, etc. The Business Manager, however, 
 should see that the Editorial Staff stays with- 
 in appropriated limits. The percentage of the 
 revenue given to Engraving in Section III is 
 a safe guide for a preliminary estimate. 
 
 Some of the main points to be taken into 
 consideration we give here. 
 
 An Annual will naturally divide itself into 
 certain well denned groups or divisions, de- 
 pending upon the School, and the customs 
 that are and have been observed. The follow- 
 ing seem to be almost indivisible divisions with 
 perhaps a few revisions and changes from 
 year to year. 
 
 1. Introductory Section 
 
 2. The College (especially if you wish finan- 
 
 cial help from that source) 
 
 3. Scene Section 
 
 4. Senior Section 
 
 5. Classes 
 
 6. Events of the year and Snapshot Section 
 
 7. Athletics 
 
 8. Organizations, Music, Drama, Oratory, 
 
 etc. 
 
 9. Fraternities 
 
 10. Women, including all their activities, 
 sororities, etc. 
 
 Necessary Art Work, such as Borders, 
 Initials, Panels, Backgrounds and Decorations 
 should be planned for such of these Book 
 Divisions as you will use. This will include 
 Designs for Cover, Fly Leaves, Ex Libris, 
 Dedication, Frontispiece, Sub Title, Title Page, 
 Introductory Heading, Page Headings, Divis- 
 ion Opening pages, Retouching of Photographs, 
 Grouping of Photographs, etc., etc. All of 
 this is rightly part of the Editorial work and 
 is therefore dealt with in detail in the Instruc- 
 tion Book on Editing. 
 
 As before stated, so much depends on how 
 elaborate you plan your layout that it is im- 
 
Planning and Making of Contract 
 
 possible to set down here even an average 
 Engravers Specification. 
 
 The best method is to make a certain 
 allowance to be spent for art work and engrav- 
 ing and then after deciding upon who your 
 Engraver is to be, have him help you make 
 the best showing for the money. 
 
 The above general specifications for Printing, 
 Binding and Engraving are for a fairly large 
 and elaborate book, as you see. Yours may 
 be larger and more elaborate or less so. 
 
 At any rate these specifications and sug- 
 gestions show the ground which has to be 
 gone over and the points upon which the 
 Business Manager and Editor must decide. 
 
 This planning should, if possible, be done 
 in the Preceding Spring. See Time Schedule 
 in Section I. 
 
 PLACING CONTRACTS 
 
 Sound judgment should be used when de- 
 ciding on placing a contract. Do not place 
 your work with the lowest bidder simply 
 because he is the lowest. Find out why he 
 is lowest and why others are higher. Nobody 
 intends to give away something for nothing. 
 The lowest bidder is in business to make 
 money as well as the highest. Therefore don't 
 think you necessarily have the best of the 
 bargain when you contract for price only. To 
 make your book an artistic success you must 
 have quality, to make it a financial success 
 you must have service and to know that the 
 invoices will be no higher than what you 
 contracted for, you must seek a firm of re- 
 sponsibility and reputation. 
 
 Of course, such a firm will often times be 
 the lowest bidder, when the work is complete 
 altho at a glance their prices might seem higher. 
 If you are having only firms who have a rep- 
 utation bid for your contract, then some one 
 of them necessarily has to be lower than the 
 others, but 
 
 The point we wish to make is that when 
 placing a contract, quality, reputation and serv- 
 ice should be taken into consideration more 
 than price. A book delivered to you too late 
 is worthless at any price. 
 
 Place Your Contracts Early 
 
 There is no real reason why the photog- 
 raphy, printing and engraving contracts should 
 
 not be placed early. There are many good 
 reasons why they should. 
 
 It is very important that the engraver 
 and printer be given reasonable time in which 
 to do their work. You cannot expect an 
 attractive book that will sell readily unless 
 time is given to produce good work. 
 
 Just think of the satisfaction that you and 
 the Editor will have, if two weeks or a month 
 before School is over you can place your feet 
 on your desk, and feel you're all done. Oh 
 Boy! "Its a grand and glorious feeling" that 
 comes but once in a life time. 
 
 Start early and experience it. Don't allow 
 yourself to be running in a hectic circle the 
 last few days because you didn't start early 
 enough. 
 
 Engraving Contract 
 
 The Engraving Contract is the one which 
 should be taken care of first. All engravers 
 of national prominence or repute have a 
 standard scale of prices. Costs of manufactur- 
 ing a standard quality of product are uniform 
 and consequently selling prices on the same 
 material do not vary. 
 
 The selective factor is therefore the service 
 and personal touch which a particular firm is 
 capable of rendering. The importance of this 
 factor cannot be overestimated. The oppor- 
 tunity for any engraver to collect material 
 and experience from managements of year 
 books in the past is unlimited. It is therefore 
 a question as to which is capable of presenting 
 it in the most usable form. Most College 
 Engraving houses are capable of supplying 
 the engravings with very little delay; are, you 
 might say on a par as far as that service is 
 concerned. 
 
 The engraving of College Annuals requires 
 a peculiar knowledge of college conditions 
 and is quite different from ordinary commercial 
 engraving. Many troubles of business man- 
 agers have arisen from attempts of the ordinary 
 engraver to handle a book of which he has 
 no knowledge. 
 
 Always select an engraving firm which has 
 experience and a thorough knowledge of col- 
 lege annual building for the success of your 
 book depends more upon your selection of an 
 engraver than on any one other factor. 
 
 The selection therefore must be based en- 
 tirely on the quality, service and personal help 
 each firm is capable of giving. 
 
3° 
 
 College Annual Business Management 
 
 Of course art work and engravings must be 
 ready before any printing can be done and 
 that is one reason why the engraving contract 
 should be first taken care of. 
 
 Another reason why you should avail your- 
 self of the engraver's service. He will help 
 you plan the book and give you valuable in- 
 formation regarding printers and printing. He 
 may save you costly mistakes. He knows 
 how many pages, how many engravings, how 
 much color work and what kind of printing 
 and binding can be had for a given sum of 
 money. He knows what size page is best 
 suited for different purposes. He knows how 
 photographs should be made to get best print- 
 ing results. The average photographer under- 
 stands the making of portraits, when the 
 portrait is the finished result, but unless he 
 has had experience in making photographs for 
 reproduction he may fail, as far as making good 
 pictures for an Annual is concerned. He 
 had better be guided by the engraver's advice 
 because the engraver is constantly reproducing 
 photographs and knows what will reproduce 
 best. 
 
 So do not fail to avail yourself of the serv- 
 ice the engraver can give you. If you neglect 
 this, you are only borrowing a lot of trouble 
 for yourself that can be easily avoided. 
 
 As before stated, the price of engraving is 
 on a standard scale. Such a scale carrying 
 instructions as to how prices may be com- 
 puted will be furnished you by any standard 
 college engraver. 
 
 The Printing Contract 
 
 You will find considerable variation in the 
 prices of printing. While reputable printers 
 figure approximately on the same basis, there 
 are many details entering into printing, the 
 nature of which are such as to influence price 
 to a great extent. 
 
 It is very essential therefore, that you have 
 your specifications very complete in such lan- 
 guage as to leave no room for misunderstanding 
 before taking bids. 
 
 There is much to be said in favor of giving 
 a local printer the contract, when he has a 
 staff and plant capable of turning out a satis- 
 factory book, because of the convenience the 
 close touch will be to the Editorial Depart- 
 ment while the work is progressing. 
 
 However, service and reliability should be 
 
 considered when choosing a printer and if 
 there is no printer locally whom you can trust 
 with your work, then of course it must be sent 
 away. As a matter of fact, a printer who has 
 an efficient organization, even though it is not 
 in your locality, will give you better service 
 than the local printer with a less efficient or- 
 ganization. There are certain printers who 
 specialize in college annual printing and your 
 engraver will gladly put you in touch with 
 them. 
 
 Purchasing Your Own Paper Stock 
 
 In some cases it may be advantageous to 
 purchase your own paper stock. When so, 
 plenty of time should be allowed for delivery. 
 At the time of this writing about six weeks 
 would be ample. The paper situation is always 
 subject to changes however, so it is best to 
 look into conditions prevalent at the time. 
 
 Selecting paper is a serious matter, for 
 halftones will not print to advantage on 
 "Seconds" or cheap enamel stock. 
 
 One of the most satisfactory and uniformly 
 reliable enamel stocks is Dill & Collins Dia- 
 mond D, which we recommend inserted in 
 your specifications for printing. 
 
 Of course if you will purchase your own 
 paper stock, then it should be so stated in 
 the printing specifications. 
 
 Unless there is considerable financial ad- 
 vantage in purchasing your own paper stock, 
 however, it had best be left to the printer. 
 
 When the printer purchases the stock, that 
 is, when it is part of his contract, then of 
 course he is responsible for its quality, delivery, 
 etc. When you purchase it, however, then you 
 are responsible. If the paper should not be 
 thoroughly dry, but slightly green for instance 
 and shrink during running, thereby affecting 
 register of colors, you could not hold the 
 printer responsible for poor work, because he 
 did not purchase the paper. Neither can he 
 be held responsible if delivery of paper is late. 
 Therefore, as stated, unless there is much 
 material saving of money to be effected by 
 purchasing direct, you'd better let the paper 
 be a part of your printing contract. 
 
 The Binding Contract 
 
 Another part of the work which may or 
 may not be a part of the printing contract is 
 
Planning and Making of Contract 
 
 31 
 
 the binding of the book. Many printers of 
 unquestioned ability and reputation do not do 
 their own binding. Even though their plants 
 are large and equipped to handle all other 
 phases of printing, they sublet their binding 
 to concerns who make a specialty of it. Other 
 printers do their own binding. Even though 
 the printer you select may not do the binding, 
 you may include it in his contract and make 
 him responsible for it. In such case, he no 
 doubt will charge you a profit for his services 
 and for taking the responsibility. To that he's 
 entitled. 
 
 On the other hand, you may let the binding 
 contract separately. In that case, you hold 
 the binder responsible and of course may save 
 some money. The binding of a small book, 
 which will have only soft paper covers can 
 be handled by a printer of any consequence. 
 It is only when the binding is in stiff covers, 
 either leather, cloth or paper that this part 
 of the work becomes a separate consideration. 
 
 The binding of a large book — in the binding 
 is included the cover design, — is that which 
 determines the initial impression of the book. 
 Consequently, the binding should be given a 
 great deal of consideration, choice being made 
 of the best material and workmanship you 
 think you can afford. 
 
 Your engraver or printer will be glad to 
 furnish you with names of responsible binders. 
 He should be capable of completing the work 
 in the best quality of workmanship. He 
 Must Guarantee Delivery. 
 
 A Lump Publishing Contract 
 
 Whether it is better to let the publishing, 
 including printing, paper stock and binding, 
 
 all in one contract is dependent upon locality 
 and current conditions. 
 
 A lump contract will cost somewhat more 
 than subletting printing and binding and pur- 
 chasing paper stock yourself, because the pub- 
 lisher, in taking all the responsibility rightly 
 feels he should be reimbursed for it. 
 
 By subletting the various contracts you as- 
 sume the risk of losses caused by delays in 
 routing and dispatching. 
 
 Generally the question of having the pub- 
 lishing done as a lump contract should arise. 
 If there is a local publisher big enough to 
 handle the job, it is a good plan to give him 
 the whole contract and so relieve yourself of 
 the worry and risk of loss. 
 
 However, if there is no local publisher, there 
 is apt to be too big a difference in price, 
 that is, it will pay you to assume the additional 
 worry and risk. That is not always the case, 
 but generally it is. 
 
 It is to be understood that the engraving 
 is seldom, if ever included in a lump publish- 
 ing contract. Such a contract includes only 
 printing, paper stock and binding. 
 
 See That Your Contracts Are Binding 
 
 When signing contracts be sure that the 
 wording is such that the parties entering 
 into them assume full responsibility for the 
 work they are to perform, both as to quality, 
 delivery and price. It would be well to enlist 
 the co-operation of your Faculty Adviser in 
 this respect, having him go over contracts 
 thoroughly before they are signed. 
 
SECTION V 
 FINANCING THE ANNUAL 
 
CONTENTS 
 
 Page 
 
 Ways and Means of Financing the Annual 35 
 
 Getting the Subscriptions 35 
 
 Subscription Books 37 
 
 Discount for Cash 37 
 
 Beauty Contest ; 37 
 
 Annual Tag Day 38 
 
 The Toll Gate 38 
 
 Assessing Organizations and Individuals 38 
 
 Advertising 39 
 
 Lyceum and Moving Picture Entertainments 39 
 
 School or Class Plays 39 
 
 Carnival or Bazaar 40 
 
 Box Socials 40 
 
 Pie Socials 40 
 
 Concerts and Entertainments 40 
 
 Direct by Mail Plan 40 
 
 Advertise! Advertise! Advertise! 42 
 
FINANCING the ANNUAL 
 
 WAYS AND MEANS 
 OF FINANCING THE ANNUAL 
 
 In a previous Section we brought to your 
 attention various sources of revenue for the 
 financing of the Annual. In this Section 
 these methods of raising money will be dis- 
 cussed in detail. 
 
 In all probability any one school will not 
 use all of these methods, — some will fit this 
 School and others that. It will be up to you 
 as Business Manager to make your choice ac- 
 cording to conditions in your own locality. 
 
 Nor may it be necessary to use all of them. 
 You may be able to raise all the funds you 
 need through sale of books, subscriptions, fees 
 from organizations, etc. The others may come 
 in handy, however, to increase the revenue in 
 a pinch. 
 
 No doubt you will think of other methods 
 as good or even better than the ones here 
 explained. At any rate, the methods here 
 given have all been tried in various Institu- 
 tions and have worked successfully. Some of 
 them, such as the subscription campaign, need 
 modification according to the size of your 
 School, but the idea remains the same. 
 
 Getting The Subscriptions 
 
 (Subscriptions meaning the same as Ad- 
 vance Sales) 
 
 Obtaining subscriptions from a large percent- 
 age of the students in any institution of 
 learning is the big problem that presents 
 itself to the Business Manager of an Annual 
 each year. 
 
 Various plans have been tried for arousing 
 enthusiasm, and more or less satisfactory 
 results have been obtained therefrom. 
 
 Of course, the first thing that any long- 
 headed Business Manager will do when start- 
 ing his sales campaign, is to get publicity 
 from every available source in the School or 
 College. If daily papers are published, or a 
 weekly or monthly magazine, be sure and se- 
 cure all the possible space you can from the 
 editors. Close co-operation between the pub- 
 
 lication boards of all papers and magazines, 
 together with the annual boards, is very de- 
 sirable, for in the end you are all working 
 for the same goal and when we help each other 
 we help ourselves. 
 
 If it is necessary to pay for space in the 
 various publications, it is best to do so and be 
 as careful of your advertising copy, as you 
 would if paying for real space in large national 
 publications. 
 
 When you advertise your annual, it is best 
 to talk real facts about what you are planning 
 to do in the book. If you plan an unusual 
 Beauty Section or View Section, or some 
 Feature Section which has not been used 
 heretofore in the Annual, play them up to 
 the greatest possible extent. You might also 
 play up any contest which you plan, and above 
 all things, give considerable attention to the 
 Athletic Section which you will, of course 
 cover as fully as possible. Another point to 
 bring forth in the advertising of the annual 
 is the space which will be given to Fraternities 
 and local events, both in the Dramatic and 
 Social lines. 
 
 Next to the advertising, which you can give 
 your Annual, a big factor (and probably the 
 largest factor of all) is the personal solicita- 
 tion which you must do among the students. 
 Many methods have been devised for coaxing 
 the dollars out of the pockets of the various 
 students into the cash drawer of the Annual 
 Board, but probably the most successful is 
 thru using the fairer sex. It is difficult indeed 
 for the male student to refuse a subscription 
 to the Annual when solicited by an attractive 
 lady, and the interests and efforts of the 
 ladies can be secured thru various means. 
 
 Where the university is large, it is necessary 
 to have a great many solicitors, and the num- 
 ber diminishes in accordance with the size of 
 the school down to a small high school, where 
 the entire class is supposed to back the propo- 
 sition with its efforts. In the large universities, 
 various voting competitions are often used in 
 connection with the solicitation of subscrip- 
 tions, and in practically all such cases, a 
 certain percentage of the total price of the 
 book must be paid at the time the subscrip- 
 tion is signed. 
 
36 
 
 College Annual Business Management 
 
 Various boards have fixed different percent- 
 ages for the advance subscription but it is 
 generally conceded that the larger the percent- 
 age of the advanced subscriptions obtained, 
 the better position the Annual Manager is in 
 to expect the completion of this payment. 
 Generally the students are more abundantly 
 supplied with funds during the early part of 
 the year than they are at the wind-up, and if 
 a student has only paid a small percentage of 
 a subscription on a book, it is possible that 
 at the end of the year, if his finances were 
 low and it was a question of choosing between 
 paying the balance of this subscription or 
 spending the money for some other purpose, 
 he might choose the latter. 
 
 We recommend that at least 50% of the 
 final price of the book should be collected with 
 the subscription blank, and more whenever 
 possible, but be sure and treat everyone alike. 
 Either collect 50% from everyone or some 
 other percentage, but make it universally the 
 same everywhere. It is sometimes customary 
 to allow a certain cash discount in case the 
 student pays the entire amount when he sub- 
 scribes early in the year. 
 
 In some colleges, competitions have been 
 held, allowing a certain number of votes with 
 each subscription with an extra percentage or 
 number where the subscription is paid in full. 
 These votes oftentimes are applied in various 
 manners. Sometimes they vote for the pretti- 
 est girl in college or perhaps the most popular 
 one, or some other accomplishment is used as 
 a criterion and in such cases, of course, the 
 sororities can be depended upon to back some 
 certain member with all of the efforts avail- 
 able. 
 
 We suggest that in contests of this kind, 
 (which have undoubtedly proved very effect- 
 ive), it is better to vote for the most popular 
 girl in college than it is to vote for the pretti- 
 est girl in college. A voting contest of this 
 kind is bound to develop into a popularity 
 proposition or result in the winner being chosen 
 because of some extra hard work put in by 
 her admirers. This does not necessarily mean 
 that the choice from such a contest will be 
 the prettiest girl. 
 
 For the above reason, we suggest a popu- 
 larity contest with votes as coupons, because 
 a tremendous amount of enthusiasm and com- 
 petition can be worked up in the institutions 
 thru proper encouragement and advertising. 
 It is even advisable to place the names of the 
 various contestants in very large letters on 
 
 a bulletin board on the campus somewhere 
 and change the positions each night as the 
 votes are counted; also show the vote condi- 
 tion in the various publications where you ad- 
 vertise. 
 
 We have known of the use of paid solicitors 
 on a commission basis both for soliciting ad- 
 vertising and subscriptions, but this rarely, if 
 ever, works out satisfactorily, for it is impos- 
 sible to obtain the college spirit and the 
 necessary enthusiasm in such a manner. 
 
 To sum the whole proposition up, the suc- 
 cess of selling subscriptions and advertising 
 can be traced back to just two words: "Hard 
 Work". 
 
 Here is what Mr. Boyd H. Logan, Business 
 Manager of the 1921 Michiganensian has to 
 say regarding the Subscription Campaign. 
 
 "The first step in the subscription campaign 
 is to get the staff of the business department 
 well organized, to decide upon the method of 
 procedure, and to secure a large corps of 
 volunteer workers. The business staff itself 
 will be too small to handle all the necessary 
 stands (in a large school), or booths where 
 subscriptions are taken, — hence the need of 
 volunteers. Staff members should act more 
 as team-captains, keeping the subscription or- 
 ganization running smoothly. 
 
 "At Michigan we place stands at every 
 favorable place on the campus, and have 
 someone taking subscriptions during the time 
 classes are held, that is from 8 a. m. to 5 or 
 6 p. m. The Michiganensian has tags printed 
 so that when a student has bought a book, 
 he is given a tag to wear until after the cam- 
 paign is over. In this way no person who 
 wears a tag is tackled by the salesman twice; 
 while students without tags are caught at every 
 opportunity. 
 
 "Length of the sales campaign will differ 
 under various circumstances and at various 
 colleges and universities. The plan which has 
 worked out best on the 'Ensian' is to set aside 
 a week — and only a week — late in October or 
 early in November as the limit for public sub- 
 scriptions. After the week is up, subscriptions 
 are taken only at the business office of the 
 year book. 
 
 "A successful subscription campaign needs 
 publicity. The School paper should be sub- 
 sidized to some extent to print as much 
 "news" as possible about the Campaign, the 
 information buyers will seek, the plans of the 
 Editors of the Annual, and so on. Bulletin 
 
Financing the Annual 
 
 37 
 
 boards can be utilized for posters, and the co- 
 operation of merchants can be obtained for 
 advertising of one form or another. Every 
 possible appeal, — school spirit, class spirit, 
 should be used thus making every student 
 desire a copy of the year-book above all pos- 
 sessions. 
 
 "A representative of the Annual can be sent 
 to every fraternity and sorority house, club 
 and league house to speak at meal-time. The 
 houses will permit him to say a few words 
 and sell subscriptions right on the spot. It 
 also pays to give subscription books to some 
 representative of every fraternity or sorority 
 in order that sales may be made in that way. 
 The larger the school the more complicated 
 the subscription campaign necessarily becomes. 
 It will be found that women solicitors often 
 succeed much better on the campus than do 
 the men. 
 
 Subscription Books 
 
 "The Michiganensian has subscription books 
 made, perforated in the center, each side 
 being the same, so that they can be signed by 
 the purchaser of the book, the receipt torn 
 out and the stub kept as a means of office 
 record. The blanks must have consecutive 
 numbers for the purpose of recording and 
 distributing purposes. On the blank there 
 should be provision for both part and full 
 payment. 
 
 Discount for Cash 
 
 "We believe there should be some induce- 
 ment made for the student to pay in full, 
 consequently we reduce the price 50 cents for 
 a paid up subscription. Those who do not 
 pay in full upon subscribing are compelled to 
 pay enough down (preferably at least one- 
 half) to insure their interest in obtaining the 
 book upon time of publication when they will 
 pay the remainder. 
 
 The Beauty Contest 
 
 The successful college Annual, to become a 
 byword on the tongue of every possible pur- 
 chaser, must be popularized. To accomplish 
 this, it must needs have efficient and sufficient 
 publicity. 
 
 To gain this necessary publicity, College 
 Annuals the country over have adopted sev- 
 eral methods of ensnaring the public fancy, 
 one of the most successful of which is the so 
 called "Beauty Section". 
 
 Such a section, when properly used becomes 
 one of the most productive advertising feat- 
 ures that an Annual can employ. Mr. Noble 
 K. Jones, a former successful manager of the 
 University of Minnesota Annual has the fol- 
 lowing to say regarding the Beauty Section. 
 
 "At the outset, it was decided that a slogan 
 or catchword should be devised which would 
 supplant the official title, the "1916 Gopher", 
 and which would place this particular Gopher 
 first in the minds of everyone. The success 
 of this slogan — "Everybody's Gopher" — can 
 be measured by the fact that the entire student 
 and faculty bodies, as well as the Twin City 
 newspapers and friends of the University spon- 
 taneously spoke of "Everybody's Gopher"; 
 seldom of "1916 Gopher". 
 
 "After the slogan had taken hold, the 
 "Beauty Section" was sprung. Here again, 
 a name that would stick was needed. "Vanity 
 Fair" — the term applied — stuck so tight that 
 it is still used by those referring not only to 
 this particular section but also generally for 
 all similar ones. 
 
 "With the announcement of this innovation 
 at Minnesota, came the rules governing the 
 contest. 
 
 "Only those women could become candidates 
 whose names were petitioned by a definite 
 number of signers. Interest was at once 
 aroused in the signers who felt personally 
 responsible for having landed a candidate. 
 
 "The university daily was constantly primed 
 with articles regarding these fair contestants. 
 The Editors of a clever funny-column nomin- 
 ated a dark horse whom they called "Elaine". 
 She became the talk of the Campus and the 
 subject of innumerable conjectures as to her 
 real identity. 
 
 "The Twin City papers were solicited and 
 thoroughly interested in featuring Vanity Fair, 
 with the result that the big Minneapolis and 
 St. Paul newspapers devoted whole pages on 
 several occasions to these Vanity Fair favorites. 
 
 "This splendid publicity reached the half 
 million of people of the immediate vicinity of 
 the University everywhere and especially 
 friends of the contestants had their eyes 
 focused on the result of this Vanity Fair con- 
 
38 
 
 College Annual Business Management 
 
 test. Think of the valuable publicity, — and 
 free, too. 
 
 "The rule further stated that only eight of 
 the score or more contestants would be given 
 places in Vanity Fair and that only those 
 who actually purchased a copy of "Every- 
 body's Gopher" would be entitled to a vote 
 (the back of each subscription blank offered 
 a place for registering the vote). 
 
 "The sororities having a number in the con- 
 test and friends of other contestants were 
 urged to sell books to obtain votes for their 
 favorites. A selling corps of the most winning 
 girls was stationed in every building. Their 
 pleas could hardly be resisted. On the eve 
 of the selling campaign all papers appeared 
 with broadsides of pictures of the candidates 
 including one of Elaine masked in a veil. 
 
 "The sales results indicated more truly than 
 anything else, the efficiency and sufficiency of 
 this publicity. The high water mark of vol- 
 umes sold reached 28% higher than that of 
 any previous year. 
 
 "To Vanity Fair and the easy, attractive 
 publicity it naturally afforded must be given 
 the credit for this material success." 
 
 Annual Tag Day 
 
 A very profitable plan for raising money is 
 the "Tag Day" plan, as it is all profit. Most 
 people are familiar with this plan, as it is 
 often used. 
 
 Have tags printed which will denote the 
 cause for which the money is being raised, 
 and sell them to those in attendance at the 
 athletic meet, fair or other gathering where 
 there is sure to be a crowd. Many towns 
 have Street Fairs or Carnivals where there is 
 a large attendance for several days. 
 
 The tags are pinned on all those who make 
 a donation from one cent up and if there are 
 many girls tagging, a very large amount of 
 money can be secured in a short time. 
 
 Even if there are no special events which 
 call out large crowds, you can set aside a 
 certain day as "Tag Day" and send repre- 
 sentatives among the business men and to the 
 homes in the community as well as among the 
 students. 
 
 The Toll Gate 
 
 Further contributions may be secured by 
 letting girls stretch wide strips of ribbon (class 
 
 colors) across one of the main streets or one 
 or more of the main roads to the game or 
 fair grounds and thus hold up automobiles and 
 pedestrians until they contribute something to 
 the Annual. Tags may then be tied. 
 
 A tag day brings wonderful results. The 
 tag should read somewhat as follows: 
 
 I am loyal to College 
 
 I have subscribed for the 
 
 (Annual) 
 
 These cards may be printed in black type 
 on white paper and by enlisting the aid of 
 some of the prominent lady students and giv- 
 ing tag day sufficient publicity in advance, 
 you should be able to make the day a winner. 
 
 Assessing Organizations and Individuals 
 
 Another method used by many schools is 
 to assess the classes and other organizations 
 for the cost of the pictures and engravings in 
 their departments. The amount of the assess- 
 ment may be paid out of the treasury of the 
 organization or by the individuals themselves. 
 When the organizations are notified of their 
 share in the engraving expense early in the 
 year, they can provide for it in the member- 
 ship fee or by having special events where 
 admission is charged, which will furnish the 
 required amount. Rather than have their 
 pictures left out of the Annual, these societies 
 will be willing to pay the small assessment. 
 
 The athletic activities are usually the most 
 remunerative and that department of the 
 School should pay for its share in the book 
 from its treasury. 
 
 There is no reason why the Annual should 
 be made to bear the burden of individual 
 photographs, especially when the pictures of 
 some students appear several times in the book. 
 They will be glad to pay for their own pop- 
 ularity. 
 
 Individual photographs are bought from the 
 photographer by the individuals at a price 
 varying from 75 cents to $1.50 per picture, 
 with a slight additional charge for extra prints. 
 (Extra prints are necessary when a picture ap- 
 pears in several different places in the book.) 
 
 In most Colleges, a fixed amount per page 
 is charged to each organization to cover not 
 only the engraving expense, but also paper 
 and printing. The amount varies from $10.00 
 per page upward. 
 
Financing the Annual 
 
 39 
 
 Advertising 
 
 The revenue to be derived from local and 
 foreign advertisers can be made considerable 
 provided it is solicited in the right way. 
 Interesting advertisers in the pages of your 
 Annual is a phase of financing entirely apart 
 from other methods. It is important enough 
 to go into very much in detail and therefore 
 will be dealt with in Section Six. 
 
 Lyceum and Moving Picture 
 Entertainments 
 
 Many schools have successfully promoted 
 lyceum courses and moving picture entertain- 
 ments. The school auditorium is used for the 
 entertainments, thus reducing the cost of pro- 
 ducing the numbers. An intensive "season 
 ticket" selling campaign in the early part of 
 the school year — one week should be time 
 enough — will usually be all the work along 
 this line that will be required. The price 
 charged for season tickets would naturally 
 depend upon the cost of the course or movie 
 entertainments, but in most cases is placed 
 at about #1.50 or $2.00. 
 
 It would hardly be advisable to offer both 
 lyceum and movie entertainments. If your 
 School owns a moving picture machine, you 
 will find it easy to secure a series of six or 
 more high grade films of the great classics — 
 pictures that your local picture theatres sel- 
 dom present. 
 
 You will find the public in general, as well 
 as the student body, anxious to patronize 
 such pictures, and will have little trouble in 
 selling tickets. 
 
 If no machine is available, it is often pos- 
 sible to rent or charter a moving picture 
 theatre for one night a month, securing an 
 especially attractive film and giving it the full- 
 est possible publicity. 
 
 Another system of conducting a movie en- 
 tertainment is as follows: 
 
 You might have the Manager of some pict- 
 ure theatre secure for you a good picture which 
 would be a drawing card to all and one which 
 is somewhat educational in its nature, or some 
 good modern novel. 
 
 Make arrangements with him to give the 
 staff a percentage of the receipts on the day 
 providing you advertise the show and help sell 
 the tickets. Of course the students will pat- 
 
 ronize the show that day because they are to 
 profit from it. 
 
 If the picture is one that may be recom- 
 mended by the English Department, credit 
 might be given to those students attending, 
 to take the place of some outside reading or 
 book review. This would encourage attend- 
 ance on the part of the students. 
 
 This is fine advertising for the theatre, as 
 it secures the patronage of the students and 
 their parents. 
 
 The show should be extensively advertised 
 on the bulletin boards, both of the theatre 
 and the school, also on the screen itself. 
 Hand bills may be printed and scattered 
 broadcast. The printer might be persuaded 
 to donate these as his share in the book. Let 
 the students sell the tickets just as for the 
 class plays. The students might also sell and 
 take tickets at the door, act as ushers, furnish 
 the music or give an entertainment in con- 
 nection with the picture. 
 
 Arrangements might be made with the man- 
 ager of the theatre to use this plan once a 
 month and season tickets could be sold cover- 
 ing the entire series. 
 
 The lyceum course is handled in much the 
 same way as the first method given of con- 
 ducting a movie entertainment. The bureau 
 will furnish you with window display cards, 
 folders, cuts for newspaper, advertising, etc. 
 
 In presenting either a lyceum course orpict- 
 ure plays, you will be rendering a two-fold 
 service, to the community in bringing to it 
 clean, wholesome amusement, and to the 
 School in stimulating the interest in education- 
 al and inspirational entertainment and in help- 
 ing make possible a good Annual. 
 
 School or Class Play 
 
 In most communities school or class plays 
 are well attended and several may be given 
 during the year. These plays are not only 
 good experience for those taking part in them, 
 but they are very profitable financially. 
 
 At least one play during the year may be 
 given for the benefit of the Annual. This 
 play should be well advertised and the purpose 
 for which the money is to be used should be 
 generally known. 
 
 As the Annual is a school publication, let 
 every student participate in the sale of tickets 
 
4o 
 
 College Annual Business Management 
 
 and in this way the whole community will be 
 solicited. 
 
 An additional sum may be added to the 
 receipts by having some members of the class 
 appear in costume between acts and announce 
 the purpose of the plan and the needs of the 
 Annual and then let a collection be taken so 
 that those who wish to give further help may 
 do so. 
 
 can see them. Often the contest gets hot be- 
 tween some of the men who want their friends 
 to receive the most votes, and they spend 
 freely to bring about that result. A time limit 
 must be set and the contest closed at a definite 
 time. 
 
 A box of candy or some other prize may be 
 given to the lady receiving the most votes. 
 
 Carnival or Bazaar 
 
 A carnival or bazaar may be held in the 
 gymnasium or in some large hall, and many 
 original and interesting stunts can be carried 
 out. Booths may be built, where home made 
 candies, baked stuff, jellies and jams, fancy 
 work and many other articles donated by the 
 community, can be sold. Side shows with all 
 the thrills of a real circus can be staged by 
 local talent. Refreshment stands, fortune tell- 
 ing booths, raffles, guessing games, fishing 
 pond, and many other stunts may be used 
 for getting money. Each organization in the 
 School might be responsible for one booth or 
 stand and in this way everyone will help. 
 
 Box Socials 
 
 Box Socials are also very profitable, as 
 everything is donated. The girls of the School 
 and community fix up a lunch for two, in a 
 box or basket, and on a piece of paper inside 
 the box place their name. The boxes or bas- 
 kets are then placed on a table and auctioned 
 off to the highest bidder. The men buy the 
 boxes and eat with the girl whose name is 
 inside. 
 
 The boxes may be decorated in many 
 pleasing ways, with colored tissue paper to 
 make them attractive. 
 
 Sometimes the men know whose box they 
 are bidding on, and will bid very high in order 
 to be certain of getting it. Others, knowing 
 this to be the case, will bid against them in 
 order to make them pay high for the privilege 
 of eating with their lady friends. 
 
 While all are eating, someone can start a 
 popular lady contest, selling votes for one cent 
 each. Solicitors should be out among the 
 crowd receiving nominations and votes as 
 well as the money. The names are called out 
 with the number of votes for each lady, and 
 these are placed on a blackboard where all 
 
 Pie Social 
 
 The Pie Social is similar to the Box Social 
 as the pies are auctioned off to the highest 
 bidder. The men who buy the pies eat them 
 with the ladies whose names are hidden under 
 them. You can make an outdoor picnic out 
 of the social and have games of various kinds 
 for entertainment. 
 
 Concerts and Entertainments 
 
 In schools where there is a band, orchestra, 
 glee club or quartet, a concert may be given 
 for the benefit of the Annual. Readings, dia- 
 logues, etc., may also be given to make the 
 entertainment more interesting. 
 
 Other forms of entertainments which may 
 be given for the benefit of the Annual are 
 Lawn Fetes, Races, Athletic Games, Ice Cream 
 Socials, Dances, Oyster Suppers, Debates, etc., 
 but wherever you have a crowd, use some 
 stunt to raise money for the Annual. 
 
 The Direct by Mail Plan 
 
 Direct by mail advertising is one of the 
 most powerful sales forces in the modern busi- 
 ness world. 
 
 Marshall Field & Co., Sears Roebuck & Co., 
 Montgomery Ward, Bellas Hess and Company 
 are only a few outstanding examples of the 
 thousands of firms all over the country who 
 do tremendous business selling Direct by Mail. 
 
 The same principles can be applied to selling 
 College Annuals by the progressive Business 
 Manager. In fact it has and is being used 
 everywhere with marked success. 
 
 We give here three letters which have been 
 used successfully by several past managers, in 
 every case with marked increase of Annual 
 sales. These letters have been sent to the 
 student body about a month apart, the first 
 one about February 15th. The letters you 
 
Financing the Annual 
 
 41 
 
 will notice are planned, first to arouse interest 
 in the student and second, to make him feel 
 that his suggestions will be welcomed by the 
 Staff, making him one of them, in a way, and 
 third to convince him that he must place his 
 order early if he is to receive a copy of the 
 Annual. 
 
 Letter No. 1 
 "Blazing the Trail" 
 
 When a certain merchant in Philadelphia, 
 many years ago, announced that his Institu- 
 tion would refund money upon request of any 
 customer for any article purchased at his store 
 that was not satisfactory, he was immediately 
 besieged by his competitors, who implored him 
 not to smash tradition. 
 
 Later on, when he began to use full page 
 advertisements featuring the One Price Plan, 
 his idea was scoffed at by the other business 
 houses. 
 
 They thought that he was insane to tell the 
 customer the truth, but Wanamaker knew no 
 tradition. He simply built his business along 
 honorable lines — originality — placing all his 
 cards on the table and being frank with his 
 customers, and because of "Blazing the Trail" 
 along such lines, it earned for him a reputation 
 as "The greatest merchant that ever lived," 
 as well as built up for him a fortune estimated 
 at Ten Millions of Dollars. 
 
 For many years it has been the custom at 
 
 our University to keep the work of the— 
 
 (annual) among the limited number known as 
 the Staff. 
 
 These twelve people met practically every 
 month to "Build the Big Book" and while 
 this plan has been in vogue and will continue 
 for the coming year, we are anxious to make 
 this year's publication, a Record One and need 
 more than the council of twelve. We need 
 practically everyone at this University. 
 
 You have undoubtedly seen the 
 
 (annual) in the past. You know its good 
 points and its bad features. 
 
 We enclose for you a card and ask you to 
 kindly return it. Please give us your ideas — 
 w r here you would better it. Your suggestions 
 will be sincerely appreciated. 
 
 The 1920 ■ (annual) is YOUR 
 
 BOOK as much as it is ours. Can we rely 
 upon your loyalty to the School and ask you 
 to kindly let us have this information, which 
 we want very much by return mail? 
 
 If this annual is a better book, it will be 
 because of your efforts and suggestions. 
 
 Your pen is handy — just fill the enclosed 
 card, but do it quickly, and help us out. 
 
 We need your assistance. 
 
 Sincerely yours, 
 
 The reason for coming out frankly and stat- 
 ing the case as is done in this letter is to en- 
 courage the student body to help you win. 
 
 The underclassmen who receive the letter 
 are honored. They feel good to think that 
 a member of the Junior or Senior class thinks 
 enough of their opinions and ideas to want 
 them, and consequently become boosters for 
 the book as well as purchasers. 
 
 Letter No. 2 we have called "Twelve Heads 
 are Better than One, and Five Thousand are 
 better than twelve." This letter is intended 
 for a School where there are five thousand 
 students and twelve members on the staff. 
 You can change the numbers, of course, to 
 fit your own case. 
 
 "Twelve Heads Are Better Than One, 
 
 and Five Thousand Are Better 
 
 Than Twelve" 
 
 I know that you will be glad to hear that in 
 response to our letter urging the co-operation 
 of the Student Body and Faculty, we were 
 literally "snowed under" with replies, and 
 some of the suggestions received were certain- 
 ly great. 
 
 The Loyalty of our College is surely fine. 
 It is going to make the work on our publica- 
 tion much lighter, and enable us to mold a 
 book that will surpass any previous issue be- 
 cause of this whole-hearted co-operation. 
 
 One idea which was advanced by a prom- 
 inent member of the Faculty revolutionized 
 the opening of the book. 
 
 It will take a hackneyed old section and 
 develop it into a Brilliant Feature — all as a 
 result of a single suggestion. 
 
 Another suggestion for a special section in 
 the publication was so original and novel that 
 it made a hit with everyone on the Staff. It 
 will make the book stand head and shoulders 
 over any other college annual in America. 
 
 It sharpens and stimulates our enthusiasm 
 to know that everyone at the "U" is back 
 of us. 
 
 Now, if you have any good ideas, don't 
 keep them up your sleeve — pass them along, 
 
42 
 
 College Annual Business Management 
 
 because you know that twelve heads are better 
 than one, and five thousand are better than 
 twelve. 
 
 We are waiting, 
 
 Cordially yours, 
 
 This second letter is a strong one. The 
 Loyalty feature drives home a message to the 
 student that, after all, he owes it to his Col- 
 lege to help you make the year-book a success. 
 
 The third paragraph of the letter, where we 
 call attention to the help that was advanced 
 by the prominent member of the Faculty, will 
 make the student wonder who this is and what 
 the idea was that he advanced. 
 
 The heading of the third letter "We Made a 
 Serious Mistake" will arouse the student to 
 purchase a copy while there is still an oppor- 
 tunity to get one. 
 
 "We Made a Serious Mistake" 
 
 The only trouble with my position as Busi- 
 ness Manager of the (annual) is 
 that it is a one-year job. 
 
 One of the mistakes we made was ordering 
 only a limited number of annuals on account 
 of the increased cost of paper, ink, leather, 
 type and engravings. 
 
 There won't be enough of these books to 
 meet the demand because this annual will go 
 like "Wild Fire". 
 
 I received a letter today from Mr. 
 of the College Engraving Company, who is an 
 authority on a work of this kind. Listen to 
 what he says: 
 
 You are to be congratulated upon the 
 splendid material that you have in your 
 book. The beauty of this annual will ap- 
 peal to everyone who is interested in a 
 college annual of Quality. 
 
 The Color Harmony, the rich, dazzling 
 designs, will place your book at the 'Top 
 of the Heap' among college publications." 
 
 It will be interesting to you to hear that 
 the manager of a large eastern University An- 
 nual was in our office and saw the plan of 
 your book, remarked as follows: 
 
 "There is the cleverest constructed publi- 
 cation of the kind in America. You certainly 
 
 made a mistake when you didn't order five 
 hundred extra copies." 
 
 What these two men have said convinces 
 me that we should have taken a chance and 
 ordered an extra number of annuals, but it 
 is too late now. 
 
 As a matter of protection to yourself, I am 
 urging you to obtain your copy of the annual 
 as quickly as possible. 
 
 Therefore, don't delay a single day in getting 
 in touch with me so that I can reserve a copy 
 of the publication for you. 
 
 We know there will be a large number of 
 disappointed students at our School because of 
 their inability to obtain a copy of this beautiful 
 book. 
 
 My telephone number is 885. The best plan 
 it to take action NOW while you are thinking 
 about it. 
 
 Lift the receiver off the hook and I will be 
 at the other end of the line listening — ready 
 to enter your order for an annual. 
 Sincerely yours, 
 
 You should continually drive home to every 
 student the popularity of the book and the 
 necessity of ordering early because there is 
 only a limited number and that you will be 
 powerless to supply their order, unless they 
 purchase on the day of the sale or place 
 their order in advance. 
 
 On top of this statement, there is inserted 
 in the next to the last paragraph, in the 
 third letter, the telephone number. This is 
 of course purely for psychological effect, to 
 hurry the order. 
 
 These letters have done the business. You 
 may want to change them here and there to 
 fit your particular case, but in the main they 
 are well planned. 
 
 Try the Direct by Mail Plan. It has 
 worked for others and will work for you. 
 
 Mr. Russell Burchard, Manager of the 
 "Salamagundi" Colgate University has this to 
 say: 
 
 Advertise! Advertise! Advertise! 
 
 "This slogan helped me increase my sales 
 materially. 
 
Financing the Annual 43 
 
 "Run articles in the college newspaper fre- letters. I obtained 150 Alumni subscriptions 
 
 quently. Keep your work and plans before thru one circular letter, 
 the student body. Tell enough to arouse only ,, _ , . ... ... 
 
 their curiosity. When your contracts are let, . . Don l wait untl1 the subscription campaign 
 
 give out a descriptive account of the firms and be S in , s ' to . sta , rt y° u u r V^^Y work It pays 
 
 experts employed. \° advertise _ all the time with the College 
 
 f. T . r , . , , ... . . Annual as with everything else. It may be 
 
 Inspire confidence in the ability of these that col , tradition must be upse t, but clean 
 
 firms to put out a Best Ever book. If you resuks are better than dus met hods." 
 have any special artists working, tell the 
 
 student body about the quality of the work. Make full use of the Advertising and Sales 
 
 Play up always to their interest. Campaign of the Art Crafts Guild. They will 
 
 "Get your Alumni interested thru circular furnish complete supplies. 
 
SECTION VI 
 SELLING ADVERTISING SPACE 
 
CONTENTS 
 
 Page 
 
 The Value of College Annual Advertising 47 
 
 Amount of Advertising in the Annual 48 
 
 Prices of Annual Advertising 48 
 
 The Advertising Contract 48 
 
 Kinds of Advertising 48 
 
 Foreign Advertising 48 
 
 Who Constitute Foreign Advertisers 49 
 
 How to Solicit 49 
 
 Solicit Persistently 50 
 
 Those Who Sell to the College 50 
 
 Local Advertising 51 
 
 Back up the Local Advertiser 51 
 
 Advertiser's Bulletin 51 
 
 A Plan that has Made Good 51 
 
 Writing Copy as an Aid 53 
 
 Furnishing Illustrations as an Aid 54 
 
 Soliciting Small Space 54 
 
 The Advertising Dummy 54 
 
 Summary 54 
 
 Helpful Hints to the Ad Solicitor 57 
 
 Enthusiasm 57 
 
 Determination 57 
 
 Confidence 58 
 
 Preparation 58 
 
 Prospecting 58 
 
 Interviewing the Prospect 58 
 
 Creating Desire 58 
 
 Answering Objections 59 
 
 Getting the Order 59 
 
SELLING 
 ADVERTISING SPACE 
 
 THE VALUE OF 
 COLLEGE ANNUAL ADVERTISING 
 
 Mr. Arthur B. Griffith, Oberlin College, says: 
 
 "There was a time when advertisers in Col- 
 lege Annuals considered their ads merely as 
 gifts of so much money to the Annual Board. 
 This condition doubtless still exists in many 
 places. It implies two things, a wrong attitude 
 of the advertiser toward his advertising and 
 wrong methods employed by the Annual Man- 
 ager in selling his advertising space. It may 
 be hard to eliminate the first of these but there 
 is no excuse for the second. 
 
 "Advertising is the means the business man 
 must employ to keep his business before the 
 eye of the public. This is particularly true in 
 a college community where a considerable por- 
 tion of the buying population is constantly 
 changing. In such a community also there 
 are those stores which receive only a small 
 amount of trade from students and those which 
 do the major portion of their business with 
 students. 
 
 "The Business Manager should concentrate 
 on the latter and make it plain that he desires 
 advertising only from those who deal mainly 
 with students or those who profit much from 
 their trade. Many objections will, of course, 
 always be offered, but once the Business Man- 
 ager grasps the facts about advertising, its 
 necessity, the nature of the community from 
 which the advertising is sought, and the 
 various local conditions, he is in a fair way 
 toward making a success of his advertising 
 section. 
 
 Many Business Managers too, are apt to 
 take the detrimental attitude that they are, 
 to a large extent, asking a merchant for a 
 donation toward the school, inferring that the 
 advertisement has no value to the merchant. 
 To be sure, this is and often has been the case 
 in many schools, but it should not be, pro- 
 vided the right merchants are solicited for ad- 
 vertisements. 
 
 Have you ever stopped to consider the buy- 
 
 ing power of the average student body in a 
 high school, college or university? 
 
 Just to illustrate, suppose there is a body 
 of about four hundred young men in a town 
 of, say 15,000 to 25,000 population which can 
 be induced to favor one or two certain clothiers 
 therein. Then consider any one of the num- 
 erous items such a number of young men are 
 likely to buy in the course of a year, for in- 
 stance a hat. It would be a rather conservative 
 estimate to say that each student would spend 
 $5.00 a year for hats — that is, $2,000.00 per 
 year for four hundred students. 
 
 Now what would the average wide awake 
 merchant pay to get or keep that business or 
 half of it, or even one quarter of it. Surely, 
 he would pay the cost of a page advertisement 
 in an Annual because it would be worth more. 
 
 Then there are a great many other items 
 of wearing apparel about which the same ar- 
 gument is true. 
 
 It holds true also, of course, in the case of 
 girls and milliners or in the case of the butcher 
 or grocer although possibly to less extent; at 
 least returns from the latter's advertisements 
 would be more indirect. 
 
 Which brings out the fact that advertising 
 should be solicited chiefly from those mer- 
 chants who really will profit from the patron- 
 age of students. 
 
 If this is done the advertising solicitor can 
 approach the merchant with confidence know- 
 ing that he is putting up a good business 
 proposition. He will have faith in the "goods" 
 he is selling which in turn will give him faith 
 in himself. 
 
 The poorest salesman is he who attempts 
 to go out and sell something which, in his 
 own heart, he thinks more or less counterfeit 
 or valueless. On the other hand, if you are 
 offering the business man a real service, ask- 
 ing him to invest his money in advertising 
 that will bring returns, you can go out with 
 the assurance that you are offering him a real 
 service, a service, of which, if he can be made 
 to see and understand, he will be only too 
 glad to avail himself. 
 
4 8 
 
 College Annual Business Management 
 
 AMOUNT OF ADVERTISING 
 
 IN THE ANNUAL 
 
 Naturally this differs. No limit can be 
 placed as to the minimum or maximum num- 
 ber of pages of advertising an Annual should 
 carry. In some communities where the mer- 
 chant depends largely upon student trade, or 
 where advertising is fairly easy to sell, it is 
 a temptation to get the advertising section 
 of the Annual too heavy, the chief reason 
 being that it furnishes a good part of the 
 revenue with which to finance the book. 
 
 In other places, Business Managers, are glad 
 to get the few advertisements they can. 
 
 It is then, a case of choosing between whim 
 and necessity, — the school features of the book 
 should not be sacrificed in order to accommo- 
 date too much advertising, yet enough of the 
 latter should be sold to furnish a substantial 
 part of the revenue. 
 
 If you can sell enough to raise from 15% 
 to 20% of your revenue you are doing well. 
 
 Generally speaking, the advertising section 
 should be approximately from 1-7 to 1-8 of 
 the entire book. In other words, if your book 
 has five hundred pages the advertising section 
 could take up from sixty to seventy pages 
 of these five hundred. 
 
 This estimate is made from an average 
 taken from a number of College Annuals, 
 but, as before stated, no hard and fast rules 
 can be laid down regarding this. Much will 
 depend on local conditions. However, you 
 may be guided somewhat by the averages 
 given. 
 
 PRICES OF ANNUAL ADVERTISING 
 
 Here again it is difficult to give any definite 
 rules. Prices for advertising space must be 
 based entirely upon what the Business Man- 
 ager feels he can ask after taking into con- 
 sideration local conditions and what has been 
 charged by previous boards of his college. 
 
 It is wise for the Business Manager to place 
 the rates just as high as possible and yet keep 
 the good will of the local business men, other- 
 wise he may make it difficult for his successors 
 to secure the co-operation of perennial year 
 book advertisers. 
 
 Rates per page differ in different books and 
 localities. They run from $10.00 in small 
 
 books to as high as $100.00 and even higher 
 in some of the larger publications. 
 
 In a book of about 450 pages the rates 
 would run about as follows: 
 
 One full page $50.00 
 
 One half page 35 .00 
 
 One quarter page 25.00 
 
 One eighth page 15 .00 
 
 This again is an average taken from a num- 
 ber of books. 
 
 Notice that the rates for smaller space are 
 not reduced proportionately to the size of the 
 ad. They should not be, of course, from an 
 advertising standpoint. 
 
 The proportionate decrease in price as the 
 space increases acts as an inducement to the 
 merchant to buy larger space. 
 
 Sometimes, with an advertisement of one- 
 half page or more the merchant is given a 
 complimentary copy of the book. This is an- 
 other inducement to take larger space. 
 
 The Advertising Contract 
 
 The Advertising Contract must be a valid 
 legal contract binding upon both parties. See 
 Section VII for form of contract. 
 
 KINDS OF ADVERTISING 
 
 Advertisers who may be solicited to buy 
 space in the Annual are of two kinds: 
 Foreign 
 Local 
 
 Foreign Advertisers are those who are 
 located at a distance from the School, but 
 who may benefit in an indirect way from 
 advertising in the Annual. 
 
 By Local Advertisers is meant merchants 
 in the immediate vicinity. 
 
 Foreign Advertising 
 
 The new Business Manager generally takes 
 a rosy view of the opportunities that are 
 before him in the foreign advertising field. 
 
 He wonders why previous Managers have 
 not secured full page spreads from such con- 
 cerns as Goodrich Tires, Automobile Ad- 
 vertisers, Hart, Schaffner and Marx, Cream 
 of Wheat, Gold Medal Flour, Ivory Soap 
 
Selling Advertising Space 
 
 49 
 
 and a host of others who continually spend 
 large sums of money advertising their products. 
 
 The advertising that appears regularly in 
 the national magazines undoubtedly looks 
 good but he does not realize how difficult 
 it is to get an order from a national advertiser, 
 because he does not understand on what 
 basis such advertising is placed. 
 
 He is not aware of the countless trips that 
 representatives of national publications have 
 made to these concerns, of the remarkable 
 research work that their merchandising ex- 
 perts are doing in order to place before the 
 advertising manager definite data as to the 
 value of their publications for advertising 
 his product. 
 
 A great many letters of College Annual 
 Managers soliciting space from these large 
 concerns never reach the advertising manager, 
 but find their way into the waste basket 
 because they sing the same song, "advertise 
 in our Annual and you will receive good re- 
 sults," a refrain which has no weight because 
 heard so often and because not backed up 
 with facts to prove its truth. 
 
 After a great deal of time is spent, and 
 considerable money invested in postage, numer- 
 ous letters, stenographic work, etc., the 
 manager wakes up to the fact that he has 
 been "shooting into the air" and commences 
 to wonder why these large concerns have 
 not purchased space in the book. 
 
 Most of the National Advertisers of today 
 place their advertising on the basis of two 
 points which are: 
 
 Type of people the magazine reaches 
 Size of its circulation (compared with 
 its rate) 
 
 The Saturday Evening Post, for instance, 
 is a wonderful advertising medium because 
 it reaches all of the middle and better classes 
 of people and its circulation (number of copies 
 of issue sold) reaches into the millions. 
 
 Everything in the advertising field today 
 has to be proven. The advertising manager 
 will not, as a rule, place business on guess 
 work. A magazine must make good or it 
 will not get a "repeat order." 
 
 Who Constitute Foreign Advertisers 
 
 The national advertiser (if he is a manu- 
 facturer, as is usually the case) realizes now- 
 adays, however, that his goods are not sold 
 
 merely because he has placed them on the 
 dealer's (retailer's) shelves. They are not 
 sold before they are moved off the dealer's 
 shelves and have reached the ultimate con- 
 sumer. It does no good to overstock a dealer. 
 
 Knowing this, the manufacturer does what 
 he can to back the dealer up, help him sell 
 his (the manufacturer's) goods. He does 
 this by keeping before the public his product, 
 by means of advertising. This advertising 
 may take the form of ads in national magazines 
 or in other various ways, such as local news- 
 paper advertising, folders, car cards, posters, 
 window cards and hangers, circulars, etc., etc. 
 Many manufacturers use all these means to 
 help the local dealers sell his goods. 
 
 Oftentimes, he furnishes the dealer these 
 circulars, cards and other media free of charge, 
 sometimes the dealers share the cost. The 
 manufacturer may, for instance, furnish the 
 cuts, or electros for a newspaper ad and the 
 local dealer pay for the space. 
 
 How to Solicit the Foreign Advertiser 
 
 At any rate the best appeal you can make 
 to these large concerns (which constitute the 
 foreign advertising prospects for the Annual) 
 is to help the dealer in your locality to sell 
 goods. 
 
 When the traveling salesman, representing 
 a manufacturer calls in your locality, he 
 makes notes of the value of the advertising 
 that is being done locally and reports thereon 
 to his house. 
 
 The Advertising Manager for the manu- 
 facturer is vitally interested in this report. 
 He is familiar with the name of every merchant 
 who carries their product, and it is his job 
 to help this merchant increase sales, because 
 increased sales for the local merchants mean 
 increased sales for the manufacturer. 
 
 Now what does all this mean to the College 
 Annual Business Manager? 
 
 It means just this: Before any soliciting 
 of foreign advertising is done, some research 
 work should be carried on in his locality 
 with a view of ascertaining what large con- 
 cerns may be approached for advertising, 
 in other words, to find out what manufacturers 
 sell their products through local dealers. 
 
 For instance, the John Jones & Company 
 who sells gents furnishings may stock Hart, 
 Schaffner & Marx Suits, Hole Proof Hosiery, 
 
So 
 
 College Annual Business Management 
 
 Cheny Ties, Arrow Collars, Boston Garters, 
 Stetson Hats, Manhattan Shirts, B. V. D's, 
 Fownes Gloves, Hannon Shoes, etc. 
 
 By making the rounds of local stores you 
 can gather a big list, not only from clothing 
 stores, but from other, — sporting goods dealers, 
 — drug stores (for toilet preparations, cameras, 
 etc., etc.) 
 
 In this way you can make up a list of con- 
 cerns who sell through local dealers and who 
 can be approached in a business-like way 
 on a straight business proposition, — to help 
 local dealers sell more of their goods. 
 
 Here is a sample of letter written with 
 the idea of bringing this home to him. 
 
 Mr. Advertising Manager (His Name) 
 Name of Manufacturer, 
 Address 
 
 My dear Mr. 
 
 You are of course interested in helping 
 John Jones & Company of our city sell more 
 of your fine suits and should therefor in- 
 vestigate the value of placing a full page ad 
 in the best advertising medium in (city) 
 
 This medium is the (Annual) and 
 
 here is what makes it so good. 
 
 We have in this college three thousand 
 live young men between the ages of 18 and 
 24 practically all of whom will purchase one 
 or more suits during the fall, winter and 
 spring. 
 
 The writer knows of the high standard 
 of your suits. However, all of our students 
 should know it. The young men of this 
 college^ like to dress well, and furthermore 
 they have money to spend and are ready 
 to spend it when they are convinced that 
 there is something new and good on the 
 market. 
 
 When they see an advertisement in our 
 Annual they know that the product is backed 
 up by the Manager of this publication and 
 his Board. 
 
 We have only pages left, and you 
 
 can't do better to help John Jones & Co. 
 increase their sales and make of our students 
 good boosters for yourself, than to sign the 
 enclosed advertising contract and return it 
 to me. 
 
 Immediately upon receipt of this contract, 
 I will call on John Jones & Co. and tell them 
 
 that you are backing them up with local 
 advertising through our Annual. 
 
 I know this will please them as it will help 
 them increase their sales. 
 
 Yours sincerely, 
 Name 
 
 Business Manager. 
 
 This letter may of course be modified to 
 fit circumstances but covers the idea to be 
 followed. 
 
 Solicit Persistently 
 
 One letter is not enough. You must follow 
 it up with two, three or four others. Make 
 them interesting. Put some new sales idea 
 into each one. One letter, for instance, may 
 tell of how you are going to back up your 
 advertisers by placing their names on a bulletin 
 board and by having the students actually 
 patronize the advertisers (This phase will 
 be taken up later in this section). 
 
 Letters like these will reach the advertising 
 manager of a large concern and get his interest, 
 when one merely stating that he should ad- 
 vertise in your Annual because he will get 
 results will never reach his desk. Letters 
 like the one shown will interest him because 
 he will at once see you understand part of 
 his problem, that of helping the dealer sell 
 his goods. 
 
 Those Who Sell to the College 
 
 There are other foreign concerns who sell 
 their goods to the college such as book pub- 
 lishers or dealers, sporting goods dealer, 
 dealers in art materials, school supplies, etc. 
 who can be gone after on another basis en- 
 tirely. If they are doing business with your 
 school they will in all probability be pleased 
 to purchase advertising space in your Annual. 
 It may be to their interest to do so. This 
 need not necessarily be thrown at them, nor 
 should they be threatened with dire con- 
 sequences if they do not purchase space. 
 The chances are they realize why they should 
 buy space without being threatened. Merely 
 calling to their attention in a polite business- 
 like way how the college has patronized them 
 in the past will, in all probability be sufficient. 
 Follow them up, however. 
 
Selling Advertising Space 
 
 5i 
 
 Local Advertising 
 
 The local merchants who are solicited should 
 as before stated, be those who can really 
 profit by advertising in the Annual. 
 
 In the opening paragraphs of this Section 
 it was shown how merchants can profit. 
 
 Here we want to bring to your attention 
 how you can prove to him that it will pay. 
 
 Back up the Advertiser 
 
 To place the soliciting of advertisements 
 on a real business basis, it is essential, in 
 the first place, to organize the buying power 
 of the student body, so that you can go out 
 and truthfully make statements to the effect 
 that the merchants who buy advertising space 
 will receive student patronage. 
 
 To back up advertising and make it effective, 
 you must also work to create sentiment in 
 favor of trading with merchants who take 
 advertising space in the Annual, else you 
 will be soliciting support under false pretenses. 
 Inasmuch as the Annual is primarily a 
 senior class affair, appeal to them in class 
 meeting to make it possible for you to back 
 up the claims you intend to make to the 
 merchants, that the Annual advertising will 
 control the buying power of this class at 
 least, by patronizing the advertisers in pre- 
 ference to those who will not advertise, when- 
 ever that is possible. Have a resolution passed 
 to the effect that: 
 
 We, the class of , realizing and recog- 
 
 nizing that the advertisements in the Annual 
 are necessary to its financial success, con- 
 sider it a duty and a matter of class honor 
 to try to make an investment therein a 
 paying proposition for those who, in that 
 manner, indicate their good will toward 
 the class and school: 
 
 And hereby resolve to give every pre- 
 ference to those merchants who have sub- 
 scribed for space in the Annual. 
 
 And hereby direct the Business Manager 
 of the Annual to keep a list of these mer- 
 chants posted in a conspicious place. 
 
 Advertiser's Bulletin 
 
 In posting such a list, arrange to have 
 one that is readable and attractive. To 
 accomplish this end, arrange the list by busi- 
 
 ness, putting each advertiser under every 
 heading where he has goods to sell, and any 
 stunt or series of stunts you can work up 
 to keep this list pleasantly before the school 
 will make the advertising in the Annual 
 actually productive of business for the firms 
 who have taken the advertising space. 
 
 This bulletin can contain the names of 
 both local and foreign advertisers. 
 
 When you go to a merchant with a real 
 plan like this for backing him up, or call 
 the attention of the foreign advertiser to it 
 by letter, he will be quick to see the actual 
 value to him. You've got a good business 
 proposition to talk to him about and do not 
 need to beg him to purchase space merely 
 because you tell him it will pay. Backing 
 him up and telling him about it will prove 
 that it can be made to pay. 
 
 A Plan that has Made Good 
 
 Recently the advertising manager of one 
 of the largest annuals in the country happened 
 to be a young man who had had some ad- 
 vertising experience in the commercial field 
 and from his experience he evolved a plan 
 which proved extremely successful in securing 
 a large amount of advertising for his annual 
 that year. 
 
 The idea of this advertising manager was 
 to demonstrate to the various advertisers 
 that the advertising they placed in his annual 
 was not a mere matter of courtesy but a 
 bona fide, profitable transaction from which 
 they derived actual benefit. 
 
 This advertising manager explained his 
 entire scheme to the various prospects when 
 he solicited them and as he was enthusiastic 
 over the plan himself, and had something 
 of considerable value, the advertiser was not 
 slow to recognize the benefit to be derived 
 therefrom and take advantage of it. 
 
 The plan was this: In the Central Univer- 
 sity Building, where notices and bulletins 
 are constantly posted, it was agreed that 
 the board managing this annual should place 
 and keep constantly posted, a list of the 
 firms who had contracted for advertising 
 space in the annual. Then it was to be an- 
 nounced and advertised throughout the univer- 
 sity that students purchasing merchandise 
 from the advertisers listed would be given 
 a substantial rebate in the purchase of their 
 annual, depending upon the amount of cash 
 
52 
 
 College Annual Business Management 
 
 purchase slips turned in to the advertising 
 manager. 
 
 Of course, if the university student, John 
 Doe, is going to buy a pair of shoes, a hat 
 or a suit, to say nothing of ties, handkerchiefs, 
 books, fountain pen and numberless other 
 articles necessary to college life, he ordinarily 
 would just as soon purchase these articles 
 from one firm as another, and if the student 
 is going to derive some personal benefit from 
 purchasing articles from some particular series 
 of stores or manufacturers, it is quite natural 
 that he should buy from those sources, all 
 things being equal. 
 
 As fast as the various students accumulated 
 any reasonable number of cash slips from 
 the stores of the advertisers, these slips were 
 turned in to the annual board to the person 
 designated and due credit was given to the 
 student turning them in. Upon receipt of 
 these slips and after the credit had been 
 properly posted to the name of the student, 
 the slips were assorted according to the names 
 of the stores where articles were purchased, 
 and the advertising manager for the annual 
 took great pleasure in making two or three 
 trips during the year to these various stores 
 and laying upon the desk of the proprietors 
 a large number of slips or receipted bills, 
 showing how much the advertising in this 
 particular annual had produced for his clients 
 in the way of business. 
 
 The principal objection advanced by most 
 firms solicited for advertising in college annuals 
 is that the volume does not appear on the 
 campus with the ads printed therein until 
 about the end of the college year when the 
 time for deriving any possible benefit from 
 these ads has passed. This is very true, but, 
 you can see from the use of the bulletin board 
 as suggested above that the advertiser really 
 gets a double amount of advertising and has 
 the added advantage of the co-operation of 
 the advertising department of the annual 
 which, of course, is anxious to actually secure 
 business for his clients in the advertising 
 department to make the book a success this 
 year, and also promote good will on the part 
 of the advertisers for the staff of the coming 
 year. 
 
 Some method of this kind, if worked con- 
 scientiously for several years in rotation at 
 a university or a high school, ought certainly 
 to develop a knowledge of the value of this 
 advertising among the merchants of the locality 
 so that very little difficulty would be en- 
 
 countered in soliciting advertising and selling 
 space in the annual for future years. 
 
 The question for the advertising manager 
 to determine in conference with the business 
 manager, in case this scheme of soliciting 
 is utilized, is just what percentage should be 
 allowed on an annual and how much the 
 board can afford to donate in this manner. 
 It is possible that some books might be given 
 away entirely without charge if the percentages 
 are allowed to run in that manner, but it 
 would also be possible to allow a rebate on 
 the purchase price of the annual only up 
 to 50% of the selling price of the book, or 
 some other figure to be determined by the 
 Board. 
 
 It is easy to demonstrate from the above 
 method that actual results are derived from 
 such advertising and that it is profitable 
 in all cases. In such a plan, as in all business, 
 the success depends entirely upon the energy 
 and enthusiasm of the annual board and the 
 advertising manager, and without careful co- 
 operation and the proper sorting and crediting 
 of the cash slips, much dissatisfaction might 
 arise. 
 
 Any up-to-date firm is willing to advertise 
 if it can be shown clearly that they get results 
 from such an expenditure and here is a plan 
 whereby positive results can be shown and 
 tabulated, for it is a simple matter to post 
 these cash slips in a little book before returning 
 them to the various dealers and then you 
 will be able to show him at the end of the year 
 the exact total amount of business he has 
 secured from the students thru his adver- 
 tising and such a record can be passed on 
 to the annual board or advertising manager 
 who succeeds you next year. This will be 
 of great benefit to them and the benefit will 
 be accumulative for the plan could be carried 
 on from year to year to the very considerable 
 advantage of the finances of the book. 
 
 I am inclined to believe that with a plan 
 of this kind properly worked, the advertising 
 managers of the various firms could be de- 
 pended upon to pay their bills before the 
 last thing at the end of the season. As things 
 go now, the advertising accounts are some 
 of the last to be collected and hardly any 
 advertiser is willing to pay his bill until he 
 has been shown a completed copy of the 
 book with the advertisement printed therein. 
 
 All advertisers and manufacturers are more 
 anxious to see the direct results in the way 
 of sales than they are to see their name printed 
 
Selling Advertising Space 
 
 53 
 
 in pretty type or pictures in a book, and if 
 they have already been shown the results 
 of the ad, it is fair to assume that most of 
 them would pay the greater part, if not all, 
 of their advertising bill earlier in the season, 
 which in turn would allow the annual manager 
 to take advantage of each discount which 
 he cannot secure in many cases if they wait 
 until all of the books are bound, to collect 
 their advertising. 
 
 This rather novel suggestion of an adver- 
 tising campaign appeared to the writer to 
 be applicable to any high school or college 
 in the country, and as it met with great success 
 in the instance quoted, we are glad to hand 
 the information on to the various annual 
 managers and editors who will read this 
 course. 
 
 calling on Tom, asking him to take an ad 
 with no other agreement and with nothing 
 to spur you on but that Dick and Harry 
 just turned you down. 
 
 Leg work means a good deal and has won 
 many a battle but usually it was a case of 
 legs directed by brains, — there was a plan 
 before the march. Concentrate your fire 
 where it will be most effective. 
 
 In a recent Annual I saw an ad which 
 read as follows: 
 
 " Franklin Stimson & Co., 5th Ave., New York, 
 Men's Shops: Clothing, Shoes, Furnishings 
 for Gentlemen." 
 
 Anything startling about that? Anything 
 uncommon, anything to attract your attention, 
 let alone get your interest? No, it took no 
 wizard of an ad writer to get that up. 
 
 Writing Copy as an Aid 
 
 If there is some one on the staff who seems 
 to have the ability to write clever "catch 
 phrases," "headings" or "copy" for ad- 
 vertisements, his ability should be made use 
 of to the fullest extent. 
 
 Of course foreign advertisers will have 
 their ads prepared by their own advertising 
 departments. 
 
 However, presenting a cleverly arranged 
 and written advertisement to a local merchant 
 at the time he is solicited will go a long way 
 toward winning him over. 
 
 If he has advertised in previous Annuals 
 published by your School, you may be able 
 to show him how his ad could be improved. 
 
 If he has not advertised in the Annual 
 previously an attractive ad will get his interest. 
 
 In any case, you will find this one way 
 to win his confidence. The very fact that 
 you have taken the pains to put in some 
 time in getting up an ad for him will be a 
 point in your favor. Then, if you really 
 have a good ad, the get up and copy showing 
 that you have put some thought into studying 
 his business will break the ice in many a 
 case, where the sledding would otherwise be 
 hard. 
 
 Of course, getting up layouts for ads means 
 research work, but such ads can be made 
 more effective than by leg work. By careful 
 choice of merchants to be solicited in the 
 first place and careful thought before seeing 
 these will show better results than merely 
 
 Here is another one. 
 
 "Docstader & Sandberg 
 
 Chicago 
 
 Catering to the Clothing 
 
 Requisites of College Men" 
 
 The above is a little better than the first 
 one, but not a live one by any means. Com- 
 pare it with the following: 
 
 You will wear a Jerrems Suit twice 
 as long as ordinary clothes because 
 you will enjoy its comfortable fit 
 and good style. 
 
 Jerrem, — Tailors 
 Address 
 
 The fellow who wrote that put some "reason 
 why" into his copy, — a little thought which 
 no doubt went twice as far and stuck twice 
 as long as the mere announcement of business 
 and address. 
 
 Copywriting is, of course, a profession that 
 can't be learned in a day or a month either. 
 The expert has usually taken years to gain 
 his expertness. However, some are more 
 gifted along this line than others and as 
 before stated, if there is any one on the staff 
 or among the students who would, in the 
 Business Manager's estimation, do this sort 
 of thing well, he could employ his time very 
 profitably at it. Possibly some one on the 
 Editor's Staff will fit in. 
 
 Much can be gained by watching recent ads 
 in newspapers and magazines. Ads therein 
 will many times furnish inspiration for copy 
 
54 
 
 College Annual Business Management 
 
 to fit a particular prospect for Annual Adver- 
 tising. Of course direct copying should not 
 be resorted to as infringement of copyright 
 might result, but the ads in current news- 
 papers and periodicals may furnish inspiration 
 to the young student who has been assigned 
 the task of getting up ads for advertisers in 
 the Annual. 
 
 Furnishing Illustrations as an Aid 
 
 Your Staff Artists may render a great service 
 in the solicitation of advertising by making 
 drawings of a quick, snappy character to il- 
 lustrate ads of local merchants. The merchant 
 should of course pay for the engraving, but 
 offering to furnish a picture to illustrate his 
 ad without charge is an added inducement 
 which sometimes will get his signature on the 
 dotted line. 
 
 Soliciting Small Space 
 
 Most business men are usually glad to assist 
 in making the School Annual a success, and 
 if you go after it right you will meet with a 
 generous response in soliciting small space ads. 
 If after soliciting the merchants who can 
 profit by using larger ads, there is still some 
 space left, divide these pages into cards and 
 solicit doctors, lawyers and other professional 
 men. You can have as many as twenty or 
 more cards to a page and should have little 
 trouble in disposing of several pages of ad- 
 ditional space in this manner. Charging $1.00 
 to $2.00 per card would net you a good re- 
 turn for such space. 
 
 THE ADVERTISING DUMMY 
 
 After all copy is in, an advertising dummy 
 is made up under the direction of the adver- 
 tising assistant. Engravings which are to 
 accompany the advertisements are numbered 
 consecutively and thus made up in the ad- 
 vertising dummy. 
 
 Since it is easier to sell advertising when 
 the merchants are told that some art or humor 
 will be distributed throughout the advertising 
 section, endeavor to employ a few cartoons 
 or pictures. 
 
 The first page of the dummy should be an 
 Advertising Section heading. For the next few 
 pages it is well to use full page ads, all larger 
 
 advertisements before the quarter and eighth 
 page ads. Caution should be employed in not 
 placing the advertisements of like businesses 
 adjacent to each other. 
 
 Copy secured from advertisers is pasted in 
 the dummy in the order that it is to be run, 
 the number of cuts being recorded on the 
 copy. An advertising index is made for the 
 last page of the Section. 
 
 When the advertising dummy is completed 
 each page is cut out, placed in a separate 
 envelope and sent to the printers along with 
 the necessary engravings. When the two 
 proofs of each page come back from the printers 
 each advertiser is sent the proof for his ad- 
 vertisement with the request to correct, ap- 
 prove, and return it at once. After all proofs 
 have been returned from the advertisers an- 
 other dummy is made up, and this time the 
 page proofs pasted in on each page. Great 
 care is exercised in order that no mistakes 
 may appear on this copy. An advertiser may 
 not pay if his advertisement is not correctly 
 handled. 
 
 Corrected proofs are sent to the printers. 
 If there are mistakes on the next proofs re- 
 ceived from the printers, they are corrected 
 by the Business Manager and again returned 
 until the advertising section is absolutely cor- 
 rect in typography. 
 
 Some books follow the custom of numbering 
 the pages of the advertising section with 
 Roman numerals to differentiate it from the 
 rest of the book. 
 
 SUMMARY 
 
 To summarize this discussion of the solicita- 
 tion of advertising, we herewith give an ac- 
 count of the advertising campaign as it was 
 carried on by Mr. Poole, Business Manager 
 of the 1921 Illio, the year book of the Uni- 
 versity of Illinois. 
 
 "During vacation I continued to think over 
 and to develop plans for the coming year." 
 
 "I realized that during the months of No- 
 vember, December, January and February, we 
 would be called upon to solicit about 85 pages 
 of advertising. I further realized that such 
 a campaign could not be carried out in an 
 efficient manner and to a successful conclusion 
 without being carefully planned beforehand. 
 
 "It was my belief then and it has since 
 been found to be true that advertising in a 
 
Selling Advertising Space 
 
 55 
 
 college year book appeals strongly to but a 
 comparatively limited number. But I be- 
 lieve that this number, which included firms 
 dealing in men's and women's furnishings, 
 sporting goods, and other allied articles, with 
 the firms interested in the universities, was 
 large enough to take care of the advertising 
 space which we would require. It was my 
 opinion that the advertising pages should never 
 make up more than one-eighth of the book. 
 
 "I therefore roughly formulated a plan for 
 carrying out such an advertising campaign 
 and began to work up some of the detail. 
 I outlined: 
 
 1. A letter to the current advertisers cal- 
 culated to bring about the renewal of 
 their advertisement. 
 
 2. A general sales letter designed to con- 
 vince prospective yearbook advertisers 
 of the superiority of this particular book. 
 
 3. A series of follow-up letters for the use 
 of assistants in keeping after the foreign 
 prospects. 
 
 4. A classified list of local prospects. 
 
 "This detail, worked out beforehand, I be- 
 lieved would give momentum at the start of 
 the campaign. 
 
 "During the latter part of November, and 
 at one of the weekly meetings of the staff, 
 I laid before them my plan for conducting 
 our advertising campaign. Foreign soliciting 
 was to receive first consideration. Attention 
 to local advertising would not be given until 
 later. The outline which I laid before them 
 was as follows: 
 
 "Foreign: 
 
 1. The mailing out of the renewal form 
 
 letter to the current advertisers. 
 
 2. The working up of a foreign prospect 
 
 list by each assistant. 
 
 3. The making of a trip to Chicago by 
 
 the Sophomore Business Assistants 
 under the supervision of the Business 
 Manager; The purpose being to in- 
 struct them in the manner of solicit- 
 ing at meetings held each day at 
 lunch time. 
 
 4. The making of additional trips during 
 
 Christmas vacation by each assistant, 
 individually. 
 
 5. The following up of hopeful prospects 
 secured on these trips by sales letters. 
 
 "Local: 
 
 1. This campaign was to be begun as early 
 
 as possible. 
 
 2. Soliciting to be done entirely by per- 
 
 sonal interview. 
 
 "Reports were to be given at meetings held 
 each week; additional instruction was to be 
 given then. 
 
 "In soliciting this advertising, no agencies 
 were used. Further, no commissions were 
 paid to the staff. Compensations were made 
 in the form of a bonus given at the end of 
 the year. 
 
 "The entire eighty pages with an additional 
 12 pages were filled by the middle of February. 
 At that time the make-up of this section was 
 begun. Copy and cuts for the section had 
 been collected to some extent by this date. 
 This was now placed in charge of one man, 
 and rushed thru to the collection for the 
 entire section. 
 
 "In laying out the section, care was taken 
 to keep the grouping balanced with regard to 
 the frequency in which the cuts and roasts 
 appeared. Attention was also paid to the 
 character of the copy in order that the better 
 set-up copy did not appear bunched. In mak- 
 ing the copy ready for the printer, the copy 
 for a whole page was placed in an envelope 
 and the layout marked thereon. This envelope 
 was numbered to correspond to the particular 
 page. A record of the copy and cuts which 
 were numbered was kept in a book. After 
 the entire section was completed, care was 
 taken to return all cuts to the owners and to 
 have them acknowledge their receipt. This 
 insured no ill feeling." 
 
 Nov. 29, 1919 
 
 Att. Advertising Manager 
 
 Gentlemen: 
 
 You are probably now placing your adver- 
 tising appropriation for the coming year. We 
 ask you to consider again our worthy medium. 
 
 The "Illio", the official yearbook of the 
 University of Illinois, will be of greatly in- 
 creased value in placing your products before 
 college men and their families. The enclosed 
 
56 
 
 College Annual Business Management 
 
 circular which outlines the increased circula- 
 tion, the added features, and other information 
 will substantiate this statement. 
 
 Realizing that the war is over and that 
 times are again becoming normal, our staff 
 is working like Trojans to give the 7,500 
 students and other interested parties some- 
 thing beyond comparison in college annuals, 
 to portray worthily the greatness of our Uni- 
 versity and its men by recording its events 
 and their activities. We will not disappoint 
 them — but further, we will give you this in- 
 creased value to your advertising at the old 
 rate. The enclosed circular will give you this 
 rate and will tell you why your advertisement 
 cannot remain unseen. 
 
 We believe that you will realize the value 
 of our space even more than you have in the 
 past; for this reason we are enclosing our con- 
 tract. We trust that you will return this 
 contract filled out at your earliest moment 
 that we may reserve the most advantageous 
 space for you. 
 
 Very truly yours, 
 The 1921 Illio, 
 Business Manager 
 
 The 1921 Illio 
 
 THE 1921 ILLIO will be the first post- 
 war ILLIO; it will be the Victory Home- 
 coming number. Not only will the circulation 
 of 4,000 be greater than that of any previous 
 annual of any university, but the book itself 
 will be greatly expanded; its 774 pages will 
 contain many new and charming features; 
 its 31 inserts in colors will be works of art. 
 The book will be printed upon Warren's 
 Enameled Paper Stock, which will be varied 
 by three finishes. The book will be bound 
 in a handsome leather binding. 
 
 The Advertising Section 
 
 The Advertising section will contain the 
 fun of the book. Among its 80 pages will 
 be liberally interspersed jokes and personal 
 accounts, a feature which makes this section 
 of the book so popular with the student-body, 
 and also insures your ad of being read. Na- 
 tional advertisers have contracted for 50 
 percent of this space. 
 
 The above is a specimen of one of the letters 
 sent out to solicit foreign advertising. 
 
 THE CONNECTING LINK 
 
 between YOU and your CUSTOMER is 
 
 The 1921 Illio 
 
 an advertising medium 
 
 Why? 
 
 Because THE ILLIO is the official yearbook 
 of the University of Illinois, the largest and 
 most progressive of all the middle-western 
 universities. 
 
 Because it is read and dearly prized by the 
 many Illini; Illini who account among their 
 numbers: 
 
 An Alumni of over 40,000 
 A Student Body of 7,500 
 A Faculty of over 1,000 
 A College Community of 35,000 
 Illini, who come from the colleges of 
 
 Commerce Chemistry Literature, Arts 
 
 and Sciences 
 Engineering Medicine Law 
 Ceremics Dentistry Music 
 Agriculture Pharmacy Education 
 the Colleges of the University of Illinois. 
 
 Advertising Rates 
 
 Our advertising rates are the lowest of any 
 yearbook of its class: 
 
 Full page #40.00 
 
 Half page 20.00 
 
 Quarter page n. 00 
 
 Copy must be in our hands by March 1, 
 1921. 
 The Illio is distributed May 1, 1921. 
 The reverse of this page is a dummy Illio 
 page; you may lay out your ad upon this 
 page. The size of the type page is five inches 
 by eight inches deep. 
 
 The "Pull" of our Advertising 
 
 The Pull of our advertising is recognized 
 by the "big advertisers." 
 
 The Illio circulates all over the state and 
 country. An Illio reader represents your 
 best class of prospective customers. It may 
 be truly said that the Illio is "A Familiar 
 Friend to the Many Illini." 
 
 The above shows the circular, setting forth 
 rates, etc., referred to in the letter on the 
 
Selling Advertising Space 
 
 57 
 
 preceding page. This circular accompanied 
 all letters. 
 
 HELPFUL HINTS 
 TO THE AD SOLICITOR 
 
 Practically all the success or failure of the 
 advertising section of an annual is due to 
 the efforts of the advertising manager and 
 his corps of solicitors who work under the 
 Business Manager. While you can call on 
 the School and class spirit to support the 
 subscription list, it is a regular salesman's 
 job to go out and solicit advertising and 
 secure bona fide contracts and money there- 
 for. Charges for advertising in various annuals 
 run anywhere from $10.00 per page to over 
 $100.00 per page, depending on the standing 
 of the book and its subscription list, together 
 with the ability of the salesman to present 
 the proposition properly. 
 
 The assistant business manager who has 
 charge of advertising must be the most able 
 man on the staff, one who really knows his 
 business and is willing to work hard. 
 
 Every member of the staff must work on 
 local advertising, for efforts must be made 
 to sell every local prospect. The Business 
 Manager should divide the business district 
 into sections, assigning one member of the 
 staff to sell each section. Selling yearbook 
 advertising is a matter of patience and per- 
 severance — mostly the latter. If a merchant 
 does not buy the first time another salesman 
 should be assigned to sell him. A woman 
 member of the staff may have success where 
 men have failed. 
 
 Continue your efforts to take in advertising 
 until all the space is sold or until time to 
 send the copy to the printers. 
 
 The Business Manager should, together 
 with the member of his staff who is to have 
 charge of advertising solicitation, carefully 
 go over the "territory" to determine upon 
 every possible prospect who can profit by 
 use of space in the Annual. 
 
 Between them they should prepare a sales 
 talk or "canvas" to be used by the salesman. 
 
 The men should be drilled in the use of 
 this, so as to make their talk in a natural, 
 interesting and enthusiastic way and not 
 repeat it mechanically. 
 
 A sales talk is useful chiefly as a means 
 
 by which a salesman may bring a prospect 
 back to the subject when he has "wandered 
 off the track." 
 
 A good salesman will use his sales talk 
 differently according to the nature and char- 
 acter of each prospect he is interviewing. 
 
 The salesman should understand this and 
 the purpose or reason for a prepared sales 
 talk. 
 
 Enthusiasm 
 
 The advertising solicitor must be full of 
 enthusiasm about the value of the Annual 
 as an advertising medium. This enthusiasm 
 must not be allowed to run down for one 
 cannot arouse feeling in others if it is not 
 present in one self. Clean, honest enthusiasm 
 will often succeed where a dry recital of facts 
 is time wasted. 
 
 The Business and Advertising Managers 
 should enthuse their assistants about the 
 Annual space and should see that they thor- 
 oughly understand the value of it. They 
 should go over with them the points about 
 foreign and local advertising which have been 
 discussed in this Section and do everything 
 in their power to make them understand the 
 value of the "goods" (advertising space) they 
 are to sell. 
 
 Selling space is often discouraging work. 
 When the "force" has been out for a day 
 some of them are bound to come back down- 
 hearted because of lack of success. It is 
 then that the Business and Advertising 
 Managers must put new "pep" and life 
 into them, the same as any sales manager 
 has to do to keep his men "keyed up." 
 
 Determination 
 
 Determination is a great factor in the 
 success of an advertising solicitor. He must 
 be able to take a rebuff without being offended 
 and without losing heart. This will be hard 
 to do at first, but like everything else becomes 
 easier with "practice." After a while he 
 will grow thick skinned and a rebuff will 
 only thicken his skin still more and make 
 him more determined than ever to land the 
 next prospect he calls on. 
 
58 
 
 College Annual Business Management 
 
 Confidence 
 
 Confidence in one's self and in the value 
 of the space is another great factor in success. 
 If the solicitor knows his space is of value 
 he will approach the prospect with confidence 
 and this confidence will be evident both in 
 the way he carries himself and in the way 
 he presents his proposition. 
 
 Preparation 
 
 Kindness is one of the attributes of a good 
 salesman. Live the Golden Rule in small 
 things. 
 
 Always be courteous. Always be friendly. 
 If you would make friends you must be a 
 friend. A friendly attitude on your part 
 begets friendliness from the other fellow. 
 
 Dress well, but not foppishly. The salesman 
 should be "perfectly" dressed. Extremes 
 of style are imperfect. Perfect dress will 
 not attract undue attention to the clothes. 
 
 Carry your head well, as if you have con- 
 fidence in yourself and your goods. 
 
 Be cheerful habitually. 
 
 Be non-selfish, — Act non-selfishly. 
 
 Keep your hands in good clean condition. 
 
 You are selling a "Service" to the merchant. 
 Keep in mind that good service to those in 
 your territory is up to you. 
 
 Use a definite sales talk. Do not repeat 
 this talk in a parrott-like way but say it as 
 if you meant it. 
 
 Every prospect will differ. Therefor in 
 all probability, you will not give your sales- 
 talk alike to any two men. 
 
 The chief reason for a prepared sales talk 
 is that you can continually bring a prospect 
 back to the "point in your story where you 
 left off , " after he has interposed some thought 
 or objection or has thrown you off the track 
 of the sale by suggestions irrelevant to the 
 subject in hand. 
 
 Prospecting 
 
 The salesman's "territory" is his field of 
 endeavor. 
 
 Analyze it so as to get most out of it. 
 
 Be sure and find all the prospects in it 
 who can profitably use Annual space. 
 
 Tabulate all information regarding your 
 territory which is of any value, such as dates 
 to call back on a prospect, etc. Keep this 
 tabulation in ready form. 
 
 Learn the prospect's name in advance 
 wherever possible. Try to determine some 
 main facts about his business. The more 
 intelligently you can talk regarding his busi- 
 ness the better are your chances for selling 
 him space. 
 
 Interviewing the Prospect 
 
 Use a card. A personal card is usually 
 better than a business card. If possible, get 
 a letter of introduction to the prospect from 
 some mutual friend. 
 
 Be mentally alert. 
 
 Use your Imagination. 
 
 Have confidence. Show it in a quiet dig- 
 nified way. 
 
 Appeal to the prospect's "senses." 
 
 The sense of sight may be appealed to by 
 calling attention to the fine appearance of 
 the book, or previous annual, its size, shape, 
 print, pictures, etc. 
 
 The tactile sense may be appealed to by 
 calling attention to paper quality and binding. 
 
 Prospect may be given idea of worth of 
 book by its weight. 
 
 Beauty, harmony, etc. can be used to 
 appeal to color sense. 
 
 Appeal to the prospects business "sense" 
 by showing him how space in your Annual 
 will produce results for him and what your 
 School is doing in the way of backing up 
 his ad so that results may be certain. 
 
 Don't get into an argument. 
 
 Creating Desire 
 
 In order to desire space in the Annual 
 the prospect must: 
 
 Recognize that he lacks something. 
 
 That your space may fill this lack. 
 
 His imagination must picture conditions 
 if he possessed what he lacks. 
 
 Do all you can to produce these feelings 
 in the prospect. 
 
 The prospect must have confidence in you 
 before he will buy. 
 
Selling Advertising Space 
 
 59 
 
 Answering Objections 
 
 Be ready to answer objections on the part 
 of the prospect with facts as to why these 
 objections are all founded. Know your goods 
 (how the space will benefit him) and you 
 will be able to do this. 
 
 If you can, in your sales talk answer ob- 
 jections which he may bring up, before he 
 has the opportunity of doing so, you are 
 that much ahead. The prospect respects 
 you, — thinks you know what you are talking 
 about. 
 
 You will be able to do this more readily 
 after you have interviewed a few prospects 
 and tabulated their objections. 
 
 Make note of objections — write them down 
 after the interview — with the idea of finding 
 answers to them to be used on the next pros- 
 pect bringing them up. 
 
 You will find that there will be only a 
 few real objections and that these will be 
 brought up by practically every prospect. 
 
 Be prepared to incorporate answers to 
 these into your sales talk so as to forestall 
 the objection. 
 
 Getting the Order 
 
 Do not talk yourself into an order and then 
 talk yourself out of it again. 
 
 Try to know the psychological moment 
 for getting the prospect's "yes." This is 
 very difficult but you will acquire the ability 
 to a great extent through practice and ob- 
 servation in actual interviews. 
 
 The greatest factor in influencing a pros- 
 pect to say yes, is not additional data or 
 information regarding the value of the space 
 but — a careful weighing of the "fors" and 
 "againsts"in such a way that the "againsts" 
 when contrasted with the "fors" will seem 
 outweighed and insignificant. 
 
 The majority of salesmen are never able 
 to close orders because they just keep right 
 on persuading until they talk themselves out 
 of a sale. The balancing or weighing an 
 idea is a new step of interest to the prospect 
 and should be done when the prospect is 
 at a point when he is just about ready to 
 say yes or is on the fence. 
 
 The prospect will do this weighing in his 
 own mind, in fact, is constantly doing it or 
 trying to do it when the salesman is talking 
 to him. 
 
 If he does it himself he will do it to suit 
 himself. 
 
 If the salesman does it for him it is done 
 to suit the salesman. 
 
SECTION VII 
 BUSINESS METHODS AND SPECIMEN FORMS 
 
CONTENTS 
 
 Page 
 
 Importance of Using Business methods 63 
 
 Double Purpose 63 
 
 Banking 63 
 
 Pass Book 63 
 
 Check Book 63 
 
 Accounting 64 
 
 The Cash Book 65 
 
 The Ledger File 65 
 
 Check Books and Stubs 66 
 
 Subscription Blank File 66 
 
 Book for Petty Cash Expense 67 
 
 Bill File 67 
 
 Filing System 67 
 
 Correspondence 67 
 
 Advertising Contracts 67 
 
 Subscriptions 67 
 
 Packages Sent Out 6j 
 
 Billing 67 
 
 Making Remittances 68 
 
 Checking Engravers Bills 68 
 
 Collections 68 
 
 Subscriptions 68 
 
 Senior Fees 68 
 
 Organization Accounts 68 
 
 Advertising 68 
 
 Delinquents 69 
 
 Purchasing 69 
 
 Supply Records 69 
 
 Monthly Reports 70 
 
 Final Report 70 
 
 Distributing the Books 71 
 
 Specimen of Forms, Contracts, etc 72 to 92 
 
BUSINESS METHODS and 
 SPECIMEN FORMS 
 
 IMPORTANCE OF USING BUSINESS 
 METHODS 
 
 No business, not even a College Annual 
 is safe without accurately kept accounts. 
 
 The publication of an Annual involves 
 the Collection and Expenditure of a con- 
 siderable sum of money, all of which must 
 pass through the hands of the Business Man- 
 ager. He is the representative and the agent 
 of the class in conducting this business enter- 
 prise, and, as in any other business concern 
 should be held strictly responsible for every 
 penny. 
 
 Double Purpose 
 
 However, the keeping of accounts is not 
 only for the purpose of showing what moneys 
 have been received and for what spent. Pro- 
 gressive business men of today realize that 
 accounts have another function aside from 
 merely accounting; a function just as important 
 if not more so than showing collections and 
 disbursements. That function is to show the 
 Manager where the business is heading. Ac- 
 curately kept accounts are used by the manage- 
 ment of up-to-date business offices as charts 
 indicating the course of the ship in the busi- 
 ness sea. The Manager who understands 
 their use can foretell when to expand, when 
 to retrench, when to increase speed, or slow 
 up. You can use your accounts for the same 
 purpose. 
 
 To be sure there are records to be kept, — 
 records of subscriptions, cash receipts and 
 payments, advertising contracts, contract and 
 transactions with engravers, photographers, 
 printers and binders and a hundred and one 
 other things. These transactions must be 
 kept as a matter of record. 
 
 But — with your accounts up to date, you 
 can also tell, by frequent comparisons and 
 summaries whether your receipts are coming 
 up to estimate or not. If you are falling 
 behind on any items, your accounts will 
 tell you where, and an effort can be made 
 
 to catch up. By comparing the records of 
 expenses with estimates you can stop any 
 excess before it is too late and prevent prob- 
 able financial failure. 
 
 So you see there is a double purpose in 
 keeping accurate accounts. First, to give 
 an account of your stewardship and second 
 to at all times show you "where you are at." 
 
 BANKING 
 
 Pass Book or Bank Book 
 
 Go to your banker and tell him you are 
 the Business Manager of the Annual and 
 wish to open an account. 
 
 Bank Book 
 
 He will give you a bank book in which 
 will be entered all your deposits as you 
 make them from day to day. This book is 
 your receipt for money deposited, so never 
 make a deposit without taking your book. 
 If you should forget your book sometime, 
 you will make out a duplicate deposit slip 
 which the teller will sign and return to you. 
 You can then have him enter from this slip 
 into your book next time a deposit is made. 
 
 Check Book 
 
 Your banker will also give you a check 
 book. One with one hundred checks will be 
 large enough for most schools. If not, however, 
 ask him for another when the first one is 
 used up. 
 
 If you have never done business with a 
 bank before and do not understand the system 
 of checking, etc., ask your banker to explain 
 it to you. He will be glad to give you all 
 necessary information. Each check you will 
 note has its "stub." The check is torn out 
 and issued, — the stub retained. Each check 
 must bear a number, date, name of party 
 to whom you make the check, and amount, 
 and be signed by the Business Manager. 
 
64 
 
 College Annual Business Management 
 
 The stub should carry the same data ex- 
 cept signature. 
 
 When signing checks it is best to sign first 
 the name of the Annual, then your own name 
 as Business Manager. 
 
 Checks given out by various banks will 
 differ slightly in detail but the general char- 
 acteristics are the same as shown on page 
 eighteen of this Section. 
 
 The checks and the corresponding stub 
 should be numbered. That is the first thing 
 to do with the check book. The first check 
 and its stub should both be numbered one, 
 the next check and its stub should both be 
 numbered two and so on in sequence until 
 every check and stub has its proper number. 
 
 On stub number one should be entered, 
 in its proper place, the amount of your de- 
 posit as shown in your bank book. 
 
 When check number one is issued, sub- 
 tract the amount from the amount on deposit 
 and carry the balance forward to stub number 
 two. As future deposits are made and checks 
 issued, follow the same system. 
 
 Be very accurate in getting the amounts, 
 additions and subtractions correct, other- 
 wise there may occur an embarrassing mistake 
 and you may issue a check for a larger amount 
 than that which is on deposit in the bank 
 and the check will be returned to the party 
 you gave it to, marked "Insufficient Funds." 
 
 The first of every month the bank gives 
 to each of its depositors a "statement." This 
 statement shows the balance in the bank 
 from the preceding month, the number and 
 amounts of the checks drawn during the 
 month and the balance in bank at the end 
 of the current month. With it are returned 
 the cancelled or paid checks which you have 
 issued during the month. 
 
 Make it a point to call at the bank for your 
 statement the first of each month and com- 
 pare the bank's statement with the stubs 
 and balance as you have them in your own 
 book. 
 
 Note carefully if all the checks you have 
 made out have been returned and paid in 
 order that your balance may agree with that 
 shown by the bank. 
 
 When you issue a check it has to be endorsed 
 (signed on the back) by the person receiving 
 it before the bank will honor (pay) it, so the 
 check becomes a receipt. 
 
 Keep all Cancelled Checks. 
 
 Keep all Check Stubs or Check Books even 
 after you have used the books up. 
 
 Do not pay out any cash. Every cent 
 received should be deposited and no accounts, 
 especially small ones, should be paid except 
 by check. Daily bank deposits should be 
 made. 
 
 The Business Manager and his staff will 
 have certain small expenses, such as postage, 
 telegrams, express charges, carfare, etc., and 
 these he should enter in a small book. To 
 cover them he should draw himself a check, 
 keeping the small amount of cash in a cash 
 box to be used as needed. The check so 
 drawn should be marked what it is made 
 out for as should also the stub. 
 
 All careful bookkeepers fill out the stub 
 first, before filling out the check. This pre- 
 vents a common mistake of filling out the 
 check and tearing it out with the stub left 
 blank and no record of what the check was 
 made for or to whom given, when later the 
 error is discovered. 
 
 It is well to write on each stub and on the 
 bottom of the check a few words indicating 
 what the check was issued for. 
 
 Too much care cannot be used in writing 
 checks and keeping your check book entries 
 straight and accurate. 
 
 ACCOUNTING 
 
 If there is a member of your staff who 
 knows how to keep a regular set of books, 
 give him the job. Or if you know of any one 
 in the college who is competent to keep books, 
 put him on your staff and give him the job. 
 
 It is impossible in this short course to in- 
 struct you in the accepted methods of modern 
 bookkeeping. However a complicated set 
 of books is entirely unnecessary in the manage- 
 ment of the Annual. 
 
 The system which we will explain here, 
 while if you understand it, will not make 
 you an expert Accountant, yet will be ade- 
 quate to keep your accounts straight. 
 
 The system is the simplest one we know 
 of and yet very practical. It goes without 
 saying the simpler the system the easier it 
 will be to understand and keep up, particularly 
 for the young Manager who knows nothing 
 of Accounting. 
 
Business Methods and Specimen Forms 
 
 65 
 
 You will need to keep the following Ac- 
 counts: 
 
 1. Cash Book 
 
 2. Ledger Card File (and Ledger, if you 
 
 wish) 
 
 3. Check Book and Stubs 
 
 4. Subscription Blank File 
 
 5. Memorandum Book for Cash Expense 
 
 6. Bill File 
 
 The Cash Book 
 
 The Cash Book is for the purpose of recording 
 all moneys received or expended. 
 
 A sample page from the Cash Book will 
 be found on page nineteen of this Section. 
 Turn to it. 
 
 All money received is entered under " re- 
 ceived" (debit side). 
 
 All money paid out is entered under "paid 
 out" (credit side). 
 
 Notice that your first item is the Bank 
 Balance as at November second. 
 
 The second item is money received from 
 Jones & Co. Both of these items have been 
 placed under the received column because 
 they are money either on hand (bank balance) 
 or coming in. 
 
 The third item is one of money paid out 
 to Brown & Co. for typewriter rent and is 
 therefore placed in the "paid out" column. 
 This was paid by check as designated by 
 CK-i immediately before the item. The 
 check number placed here should corres- 
 pond with the number on the check given 
 to Brown and Company as shown by the 
 stub in the check book. 
 
 The fourth item is money received from 
 the Sigma Delta Chi Fraternity. 
 
 The fifth is a lump sum received from sub- 
 scriptions numbered 155 to 301. Those are 
 the serial numbers on the pads of subscription 
 blanks. You might have several such entries 
 to make each day. 
 
 The sixth and seventh items are moneys 
 paid out by check to Brown & Company and 
 Engraving Company. 
 
 The eighth is money received from a Class 
 Play. 
 
 The ninth is money paid out for postage. 
 
 The tenth item is a check paid out to the 
 Business Manager which he cashed. He 
 
 placed the cash in the cash box and will draw 
 on it as he or other members of the staff 
 need money for expenses. He will keep 
 account of their small expenditures in his 
 Memorandum Book for Cash Expense. 
 
 Note that there is one column showing 
 from whom money was received or to whom 
 paid out, another showing what the money 
 was for. After the page is full, total the 
 column as shown. 
 
 A new page should be used each month. 
 If your expenses are small, one page probably 
 will do for a month. If not, use as many 
 pages as necessary but if so be sure and carry 
 the totals at the bottom of the filled page 
 to the top of the next page. 
 
 This is necessary because at the end of 
 the month you will total your columns to 
 determine receipts and expenditures and unless 
 totals are carried forward from preceding 
 page (if more than one page is used for the 
 month) you may forget to add preceding 
 pages to the last one. 
 
 Of course, if only one page is used for the 
 month, then the totals at the bottom of the 
 page should not be carried forward to next 
 months page. 
 
 However, whether you use one or more 
 pages always head the month ivith the bank 
 balance. This balance you will find on your 
 monthly statement given out by the bank. 
 
 Cash books containing pages like the one 
 shown can be purchased from any business 
 stationer. 
 
 THE LEDGER CARD FILE 
 
 The Ledger Card (specimen of which is 
 shown on page twenty of this Section) if 
 used for recording transactions with those having 
 accounts with your Annual. By having ac- 
 counts we mean such parties, firms or organiza- 
 tions who purchase from you and promise to 
 pay on a certain day but do not pay cash when 
 the transaction is made. 
 
 You will have accounts with: 
 
 Each advertiser 
 
 Senior Class 
 
 Each Organization 
 
 Each Fraternity. 
 
 Ledger cards like the one shown on page 
 twenty can be purchased from any business 
 stationer. 
 
66 
 
 College Annual Business Management 
 
 There should be a card made out for each 
 account. 
 
 The cards should be kept in a file in alpha- 
 betical order. Be sure they are in alphabetical 
 order at all times and that all cards are placed 
 back in the file after being referred to. 
 
 There is only one disadvantage in a ledger 
 card file and that is the possibility of cards 
 being taken out of the file and misplaced. 
 When that happens you lose track of the 
 status of the account. 
 
 In order to avoid this (and if you wish) 
 we would advise keeping a ledger book, the 
 pages of which are ruled in the same way 
 as the card. In this ledger should be copied 
 the accounts from the cards. In fact the 
 accounts in the ledger should be exactly 
 like the cards. When you make an entry 
 on your card, it should also be copied into 
 the ledger. Consequently, if you lose a card, 
 you can make out a duplicate from the ledger. 
 The cards, however, are handier to refer to 
 and should be kept. 
 
 By turning to the ledger account card you 
 will see that the Account is with John Jones 
 & Company who has purchased on February 
 twenty-first one page of advertising in the 
 Annual for which he will pay you $25.00. 
 Consequently you debit his account with that 
 amount as is done on the left hand side of 
 the card. Always put down the date and 
 what the account is for. 
 
 On the right hand of the card is the credit 
 column in which you will give John Jones 
 and Company credit for everything he pays 
 you and the date on which he pays. Observe 
 that on February 21st (the day he purchased 
 the space) he paid $12.50, — on March 1st — 
 he paid an additional $5.00, and on March 
 15th he paid the balance $7.50. He has then 
 paid his account, and you draw a line below 
 the payments, and total them. You also 
 draw a line at the left in the debit column 
 and place the amount below as shown. 
 
 Until he has paid in full his account is an 
 "open account." When he has paid in full 
 his account is a "closed account." 
 
 Consequently your card file should have 
 two alphabetical indexes, one for open ac- 
 counts, one for closed accounts. 
 
 As long as an account is open keep it in 
 the open account file. When paid up, place 
 it in the closed account file. 
 
 Check Book and Stubs 
 
 This has already been discussed under 
 "Banking." We caution you again, however, 
 to keep your stubs and cancelled checks, 
 filing them by numbers. 
 
 Subscription Blank File 
 
 You would have too many ledger account 
 cards if you were to treat each subscription 
 as an account. Also there would be too many 
 entries to make into the cash book if each 
 subscription were to be entered therein singly. 
 
 Therefore you open a file for subscription 
 and sale of books. 
 
 By turning to the specimen subscription 
 blank shown on page twenty-seven of this 
 Section you will see that it is made up of 
 three parts. The left acts as a stub, the center 
 is for filing in your Subscription Blank File, 
 and the right is given as a receipt to the 
 purchaser. 
 
 Now by filing these center sections of the 
 blank in a file alphabetically you have two 
 checks on the subscriptions and sales. You 
 have an alphabetical file formed by the center 
 section and your stubs in the book give you a 
 numerical file. This is sufficient so that you 
 will not need to make out a ledger card with 
 each purchase of a book. 
 
 However, the moneys taken in either by 
 subscriptions or sales of books should be 
 entered in the cash book as is shown by the 
 specimen cash book page. Notice under 
 November 4th there is recorded "Subscriptions 
 155 to 301 — #292.00. Recording the numbers 
 of the subscriptions in the cash book together 
 with the amount gives you still another record 
 of subscription and sales. 
 
 You may have to make several such entries 
 some days as various members of your staff 
 or others helping in the subscription campaign, 
 turn in their books or parts of them, each 
 having separate runs of numbers. 
 
 As the subscriptions are turned in the 
 center sections of the blanks should also 
 be turned in together with the stubs, for 
 filing, so that in case any salesman does not 
 sell books for all the blanks in his subscription 
 book, he may yet keep his book and you 
 will keep your accounts straight. 
 
 A record should be kept of who receives each 
 subscription blank book and he or she should 
 
Business Methods and Specimen Forms 
 
 6 7 
 
 be made to turn it in at a certain time. All 
 blanks sold, however, should be turned in every 
 day. This is important. 
 
 Book for Petty Cash Expense 
 
 In this should be kept an account of small 
 expenditures made by the staff. Date, amount, 
 to whom given, and what spent for is all 
 that is necessary. For instance: 
 Jimmy Kelly 
 Nov. I Car fare and [ $1.25 
 Lunch 
 
 Bill File 
 
 By filing all your unpaid bills in one file 
 and paid bills in another, you can do without 
 opening accounts with firms from whom you 
 purchase. 
 
 You should try and pay all your monthly 
 bills by the 10th of the month after purchase. 
 This will allow you to take discounts, usually. 
 
 At any rate, keep your unpaid bills in one 
 file and your paid ones in another, because 
 in making up your monthly report it will 
 be necessary to refer to unpaid bills and you 
 will, of course, keep your paid bills as re- 
 ceipts for safety's sake. 
 
 By keeping the aforestated accounts strictly 
 up to date at all times you will be able to 
 lay your hands on any detail you wish. 
 
 FILING SYSTEM 
 
 We have called to your attention previously 
 in this course the necessity of keeping all 
 correspondence, contracts, etc. in systematic 
 order so that you can at any time lay your 
 hands on any data you wish. 
 
 Your correspondence can all be filed in 
 the ordinary letter file. Correspondence should 
 be filed alphabetically with a folder or jacket 
 made out for each letter of the alphabet, 
 each folder to hold letters addressed to parties 
 whose names begin with that letter. Each 
 folder should be tabbed with a letter at the 
 top for easy references. Such folders can 
 be purchased from any stationer, or no doubt 
 you can get them from the supply room of 
 your School. 
 
 Each letter and its reply should be filed 
 consecutively by date, and clipped together 
 
 that way, so that you can run thru all the 
 correspondence with a certain party in regular 
 sequence, that is, without having to shift 
 all letters in order to make sense. 
 
 Make carbon copies of all your letters and 
 file the carbon in its place, next to the letter 
 it answers, if any. 
 
 Advertising Contracts 
 
 For the Advertising Contracts, a file supple- 
 mented by ledger account cards should be 
 kept. The card file is for the purpose of 
 entering data regarding contracts should any 
 be necessary, as well as for filing the con- 
 tracts. This file should be kept in alphabetical 
 order. 
 
 Another book for the purpose of recording 
 who on the staff sold the various contracts 
 may be kept. This book is optional, as such 
 notations can be made directly on the con- 
 tract. A book, however, will give you a 
 quick summary by names of solicitors and 
 may be useful when "pepping" up the sales- 
 men. 
 
 Subscriptions or Advance Sale Reserva- 
 tions 
 
 These should be kept in another card file 
 record. The stubs of the coupon books may 
 form a second check. The card file should 
 be kept in alphabetical order while the coupon 
 book will, of course, give the serial order 
 number. Thus all reservations will be classi- 
 fied two ways. 
 
 Packages Sent Out 
 
 A gum label numbered to correspond to 
 a stub will give a check on all packages sent 
 out. This stub should carry date, contents, 
 to whom sent and how shipped. 
 
 BILLING 
 
 The Annual should have a regular state- 
 ment or bill form to be sent out to those 
 with whom it carries accounts. This bill 
 or invoice should be made out like the one 
 shown on page twenty-two of this Section. 
 Statements should be sent out regularly. 
 When part has been paid this should be stated 
 on the bill together with balance due. 
 
68 
 
 College Annual Business Management 
 
 Making Remittances 
 
 Usually the cancelled check (returned check, 
 countersigned by party to whom it was made) 
 is sufficient receipt and therefor should be 
 kept filed. 
 
 However, if you desire receipts, the invoice 
 (bills) should be included with your check 
 when payment is made. 
 
 All invoices have a number. Therefor if 
 invoices are not returned together with your 
 check when payment is made, you should 
 always give the respective numbers of the 
 various invoices covered by your check. This, 
 so that the party receiving your check will 
 know what the remittance is for. 
 
 CHECKING ENGRAVER'S BILLS 
 
 When a consignment of drawings or photo- 
 graphs reaches the engraver, he divides it 
 into groups according to the engraving pro- 
 cess it is to go through. Photographs for 
 halftones with the same style of finish or 
 same reduction, for instance, are grouped in 
 one shop order. Copy requiring art work 
 will receive another shop order, while color 
 work is handled in a still different way. Each 
 shop order is given an identifying number 
 and is carried through the various engraving 
 departments and kept intact until the work 
 is completed, invoiced and delivered to the 
 Annual. 
 
 It is evident, therefore, that in most cases 
 it is impossible for an engraver to complete 
 and bill out his work in the same job lots 
 as you send them to him. 
 
 This need not lead to any confusion, how- 
 ever, as invoices are usually accompanied 
 by an identifying proof of each plate completed 
 and charged therein. You can therefor check 
 the prices on the bill by measuring the proofs 
 and referring to the engraver's scale. When 
 checking up the prices by the proof, bear 
 in mind that on all four sides of a half tone 
 there is a beveled edge one eighth of an inch 
 wide to permit of the metal being tacked 
 to the wood base, so that every halftone 
 actually measures one-quarter of an inch 
 larger each way than the proof indicates. 
 
 If an error is found, return the bill at once 
 with notations attached, giving engraving 
 number, charge on the bill and the scale 
 price. 
 
 If bill is found correct, 0. K. it and file 
 ready for payment. 
 
 COLLECTIONS 
 
 No business is ever a success financially 
 unless close attention is paid to collecting, 
 and it is up to the Business Manager to push 
 this part of the work. 
 
 Subscriptions 
 
 Collect all subscriptions in advance — at least 
 half the book price at time of subscription, 
 the balance on or before delivery of the book — 
 Never Afterward. A model subscription blank 
 is shown on page twenty-seven of this Section. 
 
 Senior Fees 
 
 Place the dead-line for insertion of Senior 
 pictures about December first. Make out 
 questionnaires for the Seniors to fill out. These 
 questionnaires can be turned in to the Editorial 
 Department, the coupon torn off and given 
 with the fee to the bookkeeper. This will 
 prove a satisfactory check on money paid 
 by Seniors as these coupons can be filed away. 
 See pages thirty-two and thirty-three of this 
 Section for model questionnaire. 
 
 Organization Accounts 
 
 The same policy can be followed with 
 organizations. Accounts may be opened with 
 social organizations which will allow them 
 to make payments when convenient. A 
 questionnaire should also be sent to these 
 organizations. See page thirty-four of this 
 Section for model questionnaire. 
 
 Make it a point, however, to collect all 
 club, fraternity and other assessments as 
 early in the year as possible. Bear in mind 
 that oftentimes "the early bird gets the worm," 
 particularly when there aren't enough worms 
 to go around. 
 
 Advertising 
 
 Your advertising contracts call for payment 
 when proof of insertion is made, or in other 
 words, when proof is submitted showing the 
 advertisement is set up and ready to be printed. 
 If you get your contracts signed early and 
 copy in the hands of the printer he can print 
 the advertising Section weeks in advance 
 of the body of the book. 
 
Business Methods and Specimen Forms 
 
 69 
 
 By running a few extra sheets of such ad- 
 vance printing of the advertising section the 
 printer is able to send the Business Manager 
 one or two perfect prints of each advertise- 
 ment, so that he can collect in advance of 
 the appearance of the completed book. There 
 is no extra cost attached to this and you can 
 collect your advertising accounts, get the 
 money in the bank and have this part of the 
 work out of the way before the books are 
 delivered. 
 
 If you follow the plan for backing up the 
 local advertisers which was explained in the 
 preceding section you should have no trouble 
 in collecting the advertising accounts in ad- 
 vance. As before stated, the merchant is 
 more interested in getting sales from his ad- 
 vertising than in seeing his ad in print and 
 if he realizes that you are helping him make 
 sales he will undoubtedly help you out. 
 
 A form letter to foreign advertisers will 
 no doubt accomplish like results, if accom- 
 panied by proof of insertion (the printed 
 proof) even though not yet bound into the 
 completed book. See page twenty-nine of 
 this Section for model advertising contract 
 form. 
 
 Delinquents 
 
 All delinquent accounts of whatever nature 
 must be kept after persistently. That is one of 
 the important parts of a good collection system. 
 
 A good collection man, will, of course, 
 collect his money without getting the de- 
 linquent "sore,"— that's the trick. A letter 
 or solicitor should be firm and business like 
 but not aggravating or insulting. 
 
 Many students are tried by collection men 
 in an endeavor to wake up the delinquent 
 by something out of the ordinary. I remember 
 a collection letter with a great big pin stuck 
 right through the middle of it, and requesting 
 the delinquent to make out a check and mail 
 it at once pinned to the letter. 
 
 Another one I remember is a piece of red 
 string enclosed with the request that the 
 delinquent tie it around his finger so as not 
 to forget payment. 
 
 PURCHASING 
 
 A necessary part of a business organization 
 is an efficient purchasing system. 
 
 If the Annual is a large one involving a 
 big sum of money, it is well to add to the 
 staff a member who will have charge of buying. 
 He should make a study of markets of supplies, 
 check all purchase orders and be in close 
 touch with the accounting department in 
 checking all accounts payable. 
 
 Before the Editor or any member of either 
 staff can buy or order anything he must 
 have a purchase order signed by the purchasing 
 agent and 0. K.'d by the Business Manager. 
 
 The purchase order, a model form of which 
 is shown on page twenty-three of this section 
 should be made out in duplicate. The first 
 copy must be given to the merchant and 
 the duplicate, estimated as to price, marked 
 with this estimate. 
 
 In this way the Business Manager has 
 absolute check and control over the expendi- 
 tures and knows at all times where he stands. 
 Every order of engraving sent in by the Editor 
 must be accompanied by a signed purchase 
 order. This order price is estimated from 
 the chart accompanying the engraving con- 
 tract the Manager knowing just how the en- 
 graving is running. It is a very satisfactory 
 and necessary check on engraving as well 
 as other expenditures. 
 
 Any order, however, such as the printing 
 and binding — a contract made direct by the 
 Business Manager — does not require a pur- 
 chase order. 
 
 Supply Records 
 
 The purchasing agent should also have 
 a system for checking supplies on hand. This 
 record should be kept by a card index system, 
 the cards so kept that the amounts on hand 
 together with their values can be figured at 
 any time for inventory purposes. A model 
 form is shown on page twenty-five of this 
 Section. 
 
 All new supplies should be entered on a 
 card, one card being used for each kind of 
 supplies, one for letterheads, one for envelopes, 
 etc., etc. 
 
 The value of each item should be placed 
 at the right, then the average amount used 
 per week or month and then the balance 
 on hand. 
 
 All supplies should be drawn from the 
 Supply Department by requisition a model 
 form of which is shown on page twenty-four 
 
7o 
 
 College Annual Business Management 
 
 of this Section, the requisition signed by 
 the department head, either Editor or Business 
 Manager. 
 
 Entry should be made on the supply record 
 card as soon as supplies are drawn, the amount 
 deducted from the former stock on hand 
 so as to ascertain the balance. 
 
 This balance serves two purposes. 
 
 i. To let you know the value of stock on 
 hand at any time. 
 
 2. To let you know when to purchase 
 
 additional supplies. 
 
 3. This is done by figuring the average 
 
 used per week into the balance re- 
 maining. Of course it will take a 
 short period for you to ascertain 
 the average used. That cannot be 
 done until the system has been 
 working a few weeks. 
 When the Annual is not of the largest, 
 the accounting, purchasing and supply systems 
 can all be handled by the same man. 
 
 At any rate it is well to start out that way. 
 If one staff member cannot handle it all, 
 then additional help can be added, as in any 
 other business enterprise. 
 
 MONTHLY REPORTS 
 
 The first of each month the Business man- 
 ager should prepare a statement or report 
 showing how the business was conducted 
 during the preceding month. 
 
 In making these reports use will be made 
 of the data drawn from the accounts. 
 
 Page twenty-one of this Section illustrates 
 a model form of report which will show the 
 net assets and the gain or loss from the month's 
 business. 
 
 The two upper sections you will see are 
 given to the cash business for the month and 
 are made up from the entries in the Cash 
 Book. 
 
 In the Debit section you enter money re- 
 ceived during the month. First the cash 
 on hand and in bank as on the first day of 
 the month. 
 
 Then money received from sales, subscrip- 
 tions, advertising organizations and miscel- 
 laneous is entered opposite those subdivisions, 
 as well as any bad checks which have been 
 made good. 
 
 Under Credits you enter moneys which 
 you have paid out, to engraver, printer, for 
 sales and distribution, payroll, office supplies, 
 payments to board and miscellaneous, as 
 well as bad checks you have received. 
 
 The difference between the sum of the 
 Debits and Credits will show how the business 
 has gone for the month. // the Debits are 
 greater than the Credits you have gained. If 
 the Credits are greater than the Debits you 
 have lost. A loss should be shown in red ink. 
 
 The two lower sections are given to the 
 account business for the month. In making 
 up the debits and credits here it will be neces- 
 sary that you refer to the ledger cards and 
 your bill files. 
 
 Under debits the first item is the balance 
 on accounts receivable for last month, which 
 means that for the April statement you would 
 enter the unpaid balances of the accounts 
 receivable at the first of April. These would 
 be such accounts as advertising contracts, 
 contracts with Fraternities, Organizations, etc. 
 Below this opposite new accounts receivable 
 entered would be placed the new contracts 
 made during April. 
 
 Under credits the first item is the balance 
 on accounts payable or in other words the 
 unpaid bills on hand at the first of April. 
 Your new accounts payable entered would 
 be the bills received during April. Accounts 
 receivable paid would be the amounts paid 
 you on account by advertiser, fraternities 
 or whoever you have account ledger cards 
 with. 
 
 Discounts and credit adjustments would 
 be for instance those owing you, taking their 
 discount when paying their bills. Also other 
 credit adjustments resulting in loss to you. 
 Bad accounts, — those which you know you 
 won't collect are also placed here. 
 
 The difference between the credits and 
 debits will be the net book account balance. 
 The debits should be larger than the credits 
 to show any worth. 
 
 The sum of the Net Cash Balance and the 
 Net Book Balance will give you your total net 
 assets. 
 
 FINAL REPORT 
 
 After the books have been printed, paid 
 for and delivered, a final report should be 
 submitted showing the status of the enter- 
 prise. 
 
Business Methods and Specimen Forms 
 
 71 
 
 In making up this report you can use a form 
 very similiar to the Cash Account Section 
 of the monthly report. The item of Bad 
 Accounts charged off should be added to the 
 Credits section and the subscription item 
 left out of the Debit section because in the 
 final report all subscription should have been 
 turned into sales. 
 
 This report should of course carry totals 
 for the entire enterprise and consequently 
 you will add the item sums of each month, 
 with the exception of cash on hand and in 
 bank, which will only be the actual amount 
 which is on hand or in bank, and not the 
 sum of those items for the several months you 
 have been doing business. 
 
 Otherwise the sums may be added. For 
 instance, if you have kept your books reg- 
 ularly the sum of the "sales" made each 
 month will make the total for the year. 
 
 There will be no subscriptions, because 
 as stated before there will be sales and sub- 
 scriptions no longer. Therefore a careful 
 reckoning should be made to find the exact 
 amount of money taken in from book sales. 
 Your cash book should give you this total. 
 
 And so on down the column. 
 
 Subtracting the total credits from the total 
 Debits should give you the exact status of 
 affairs, a net cash gain or loss. 
 
 In an ideal closing of books the net cash 
 balance should be nothing, but in "real life" 
 it never works out that way. You'll either 
 be a little to the good or a little to the bad. 
 
 DISTRIBUTING THE BOOKS 
 
 Do not make the mistake of delivering 
 any books whatsoever, even to those who 
 have bought in advance, until all your books 
 have arrived. Make all the distribution at 
 one time. 
 
 The time to push the sale of an Annual 
 is when every one is talking about it and 
 asking the other fellow, "Where's your copy?" 
 If you put out one consignment of the books 
 before all copies have been received, you will 
 note that the impetus has all been taken 
 out of the sale and it will be hard to sell the 
 remaining copies because nearly everyone will 
 have seen some one else's copy, perhaps read 
 
 it through, and will have lost that keen interest 
 and anticipation with which the Annual is 
 always greeted on its first appearance. It 
 is just another instance of a very common 
 trait that makes us all want something new 
 while it is new and lose interest in it after 
 it becomes a few days old. 
 
 On the day the Annual is to be distributed, 
 it is a very good idea to have the Editor or 
 some popular Faculty member review the 
 book at chapel and have the final sale and 
 delivery begin immediately afterwards. 
 
 See the news editor of the local paper and 
 get him to give you a write up for your annual. 
 This will serve to advise the Alumni and 
 others interested in the book that it is on 
 sale, and will usually result in many calls 
 for copies. 
 
 Never sell any left over copies at reduced 
 rates. Such practice will only hurt the sale 
 of next years Annual. 
 
 The final distribution of books is quite 
 a problem in a large College. To place thou- 
 sands of books accurately in the hands of 
 their owners with minimum inconvenience and 
 loss is a task. 
 
 One successful Business Manager of a large 
 Annual has the following to say regarding 
 his method of distribution. 
 
 "To accomplish this distribution, I worked 
 on the assumption that a constantly moving 
 line would bring the desired results without 
 much dissatisfaction or discomfort. Three 
 stops would be necessary: 
 
 1. To receive the advance reservation card 
 
 2. To make payment 
 
 3. To receive the book. 
 
 "This arrangement I thought would prove 
 satisfactory. But to avoid as much delay 
 as possible I had all reservation files gone 
 over several times to insure that every card 
 was in its proper alphabetical place. Provision 
 was made for sufficient file clerks to keep 
 the line constantly moving. 
 
 "A complaint desk was established to take 
 care of all mix-ups and to make necessary 
 adjustments. 
 
 "This arrangement proved to be very 
 satisfactory in distributing the books. As 
 a means of success it might be stated that 
 there was not a single reservation receipt 
 presented whose corresponding card could not 
 be found and the book delivered. 
 
72 College Annual Business Management 
 
 "There were no adjustments made which "Many details make perfection, but per- 
 
 were not satisfactory to the purchaser, or fection is no detail." 
 that represented a loss to the management." 
 
 The above graphic description of a successful SPECIM ENS OF FORMS 
 
 distribution of books brings out very clearly CONTRACTS ETC 
 the fact that the Business Manager who 
 
 conducted it had used business methods all The Art Crafts Guild can furnish all of 
 
 through the year and that on the day of final the forms shown in following pages — write 
 
 reckoning this systematic habit showed results, your engraver for prices. 
 
Business Methods and Specimen Forms 
 
 73 
 
 By 
 
 DEPOSITED IN 
 
 NAME OF BANK 
 
 Name of Annual 
 
 
 
 Date 
 
 10 
 
 CURRENCY 
 
 Dollars 
 
 Cents 
 
 S 17 
 
 35 
 
 CHECKS 
 
 Enter Checks Singly 
 
 
 90 
 
 15 
 
 ' 
 
 35 
 
 $108 
 
 85 
 
 | 
 
 
 
 Sample of slip to be made out when depositing money in bank. 
 Slips will be found at bank. Forms vary somewhat, each bank 
 having a form peculiar to itself, but the slip shown above has 
 the general characteristics. 
 
 You make out the slip, — the teller enters this total in your bank 
 book from the slip and retains the slip, giving you the bank 
 book. 
 
74 
 
 College Annual Business Management 
 
 No. 1 
 
 Date October 15th 
 
 
 $100.00 
 
 To 
 
 1922 
 
 Engraving House 
 
 
 
 For 
 
 Cuts 5-9-13 
 
 
 
 
 BAL. BROT. FOR 
 
 Dollars 
 
 Cents 
 
 300 
 
 00 
 
 AM'T DEP 
 
 150 
 
 00 
 
 TOTAL 
 AM'T THIS CHECK 
 
 
 450 
 
 00 
 
 
 100 
 
 00 
 
 BALANCE • 
 
 350 
 
 00 
 
 
 
 STUB 
 
 
 
 NAME OF BANK 
 
 Pay to the 
 
 Order of Engraver's Name 
 
 No. 1 
 
 Minneapolis, Minn. Oct. 15, 1922. 
 
 S100.00 
 
 One Hundred and t°A 
 
 DOLLARS 
 
 
 
 Name of Annual 
 
 J. Adams, Business Manager. 
 
 The above shows a properly made out check and its stub. 
 
 Always add deposits and subtract amount of check to balance as shown on the stub. 
 
Business Methods and Specimen Forms 75 
 
 
 CASH BOOK 
 
 Date 
 
 
 
 
 Received 
 
 Paid Out 
 
 Nov. 
 
 2 
 
 Bank 
 
 Balance 
 
 $200.00 
 
 
 Nov. 
 
 2 
 
 Jones & Co. 
 
 Part Pay. Adv. 
 
 15.00 
 
 
 Nov. 
 
 3 
 
 Ck. 1— Brown & Co. 
 
 Typewriter rent 
 
 
 4.00 
 
 Nov. 
 
 4 
 
 Sigma Delta Chi 
 
 Fraternity Space 
 
 60.00 
 
 
 Nov. 
 
 4 
 
 Subscriptions 
 
 155 to 301 
 
 292.00 
 
 
 Nov. 
 
 5 
 
 Ck. 2— Brown & Co. 
 
 Letterheads 
 
 
 50.00 
 
 Nov. 
 
 6 
 
 Ck. 3 — Engraving Co 
 
 Cuts 1 to 10 
 
 
 53.00 
 
 Nov. 
 
 7 
 
 Class Play 
 
 
 65.00 
 
 
 Nov. 
 
 7 
 
 Postage 
 
 
 
 3.00 
 
 Nov. 
 
 8 
 
 Ck. 4— Bus. Mgr. 
 
 Petty Cash Expense 
 
 
 5.00 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 $1132.00 
 
 $115.00 
 
7 6 
 
 College Annual Business Management 
 
 Ledger Account Card 
 John Jones & Co., Haberdasher, Minneapolis, Minn. 
 
 Date 
 
 
 Item 
 
 Debits 
 
 Date 
 
 Feb. 
 Mar. 
 Mar. 
 
 
 Item 
 
 Credits 
 
 Feb, 
 
 21 
 
 To 1 full page Advt. 
 
 $25.00 
 
 21 
 1 
 
 IS 
 
 By Cash 
 
 By Cash 
 
 $12.50 
 5.00 
 
 
 By Check 
 
 7.50 
 
 
 
 
 
 S25.00 
 
 $25.00 
 
Business Methods and Specimen Forms 77 
 
 
 I 
 
 APR 
 
 H, 
 
 CASH ACCOUNT 
 
 DEBITS 
 
 DEBITS. Cash on Hand and in Bank 
 
 
 
 Sales 
 
 
 
 Subscriptions 
 
 
 
 Advertising 
 
 
 
 Organizations 
 
 
 
 Bad Checks Made Good 
 
 
 
 Miscellaneous 
 
 
 
 TOTAL DEBITS 
 
 
 
 CREDITS. Printing 
 
 
 
 Engraving 
 
 
 
 Sales and Distribution 
 
 
 
 Pay Roll 
 
 
 
 Office 
 
 
 
 Payments to Board 
 
 
 
 Bad Checks Charged Out 
 
 
 
 Miscellaneous 
 
 
 
 TOTAL CREDITS 
 
 
 
 NET CASH BALANCE 
 
 
 
 BOOK ACCOUNTS 
 
 
 
 DEBITS. Balance Accounts Receivable from last month 
 
 
 
 New Accounts Receivable Entered 
 
 
 
 Accounts Payable Paid 
 
 
 
 TOTAL DEBITS 
 
 
 
 CREDITS. Balance Accounts Payable from last month 
 
 
 
 New Accounts Payable Entered 
 
 
 
 Accounts Receivable Paid 
 
 
 
 Discounts and Credit Adjustments 
 
 
 
 Bad Accounts Charged Off 
 
 
 
 TOTAL CREDITS 
 
 
 
 NET BOOK ACCOUNT BALANCE 
 
 
 
 TOTAL NET ASSETS 
 
 
 
 MONTHS GAIN OR LOSS 
 
 
 Specimen form of Monthly Statement or report 
 
78 
 
 College Annual Business Management 
 
 
 STATEMENT 
 fOTTY) DatP 
 
 
 192 
 
 
 
 
 
 In Account with 
 
 THE (YEAR) (ANNUAL) 
 
 ADDRESS 
 
 
 
 DATE 
 
 ITEM 
 
 CHARGE 
 
 CREDIT 
 
 BALANCE 
 
 
 BALANCE FORWARD 
 
 
 
 
 Sample Statement which will fit needs of Annual. 
 
Business Methods and Specimen Forms 
 
 79 
 
 PURCHASE ORDER NO. 
 
 THE (YEAR) (ANNUAL) 
 
 ADDRESS PRICE 
 
 FIRM 
 
 ADDRESS 
 
 
 1. All bills must show an 
 order number for every 
 item 
 
 2. Send bills immediately 
 after order is filled 
 
 3. Charge this order to 
 us in the name and 
 with the address and 
 order number shown at 
 top 
 
 Please furnish the following: 
 
 Purchasing Agent 
 
 Business Manager 
 
 The above shows a model form of purchase order. There are other forms on the market 
 which can be purchased from any business stationer, and which will do just as well as this 
 form. 
 
 Each purchase order however should be made in duplicate. The firm from whom you buy 
 retains the original. You file the duplicate. 
 
College Annual Business Management 
 
 REQUISITION FOR SUPPLIES 
 THE (YEAR) (ANNUAL) 
 
 FOR DEPT. 
 
 STOREKEEPER — Please furnish the following supplies: 
 
 Date 
 
 NO. OF PIECES 
 
 DESCRIPTION OF MATERIAL 
 
 Signed by 
 
 O. K. by 
 
 Sample requisition blank to be turned in to the stores department for supplies. 
 
 The person requisitioning the material should sign at the bottom left, and the requisition 
 should be 0. K'd by the head of the department by which the material will be used. 
 
Business Methods and Specimen Forms 
 
 SUPPLY RECORD 
 
 (YEAR) (ANNUAL) 
 
 Nature 
 
 of 
 Supply 
 
 From Whom 
 Purchased 
 
 o 
 (J 
 
 ■o 
 a> 
 
 a> 
 _> 
 
 Q 
 
 O 
 
 1 § 
 
 = .2 
 
 O ■« 
 
 11 
 
 o* 
 
 o 
 
 3 
 
 Q 
 
 •o 
 
 3-M 
 a> « 
 to * 
 <u 5 
 3 & 
 
 i 
 
 
 O 
 
 "S 
 
 
 5000 Letterheads 
 
 Brown & Co. 
 
 $200.00 
 
 9-18 
 
 1000 
 
 9-20 
 
 1000 
 
 4000 
 
 $160.00 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 The above is a sample Supply Record Card to be used by purchasing department. 
 
82 
 
 College Annual Business Management 
 
 (Month) (Day) 
 
 Memorandum 
 
 10:30 
 A. M. 
 
 2:30 
 P.M. 
 
 Appointment with photographer to discuss contract. 
 
 Appointment with Editor to plan Art construction of 
 book. 
 
 Appointment with President of College to take up matter 
 of purchasing books for advertising college. 
 
 Model Memorandum Card. A card should be made out for each 
 day and filed consecutively in the month. Each appointment 
 made should be written on the card. 
 
 If an appointment is changed for a date ahead write it on the 
 card for that day. If business at a certain appointment is not 
 finished and another appointment is necessary, record it under 
 its proper date. 
 
 By going over the file every day you will always be reminded 
 of the appointments ahead of you. When a card is out of date 
 discard it. 
 
Business Methods and Specimen Forms 
 
 83 
 
 .9-2 
 
 I S 
 
 2. "3 
 Q pq 
 
 S3 
 
 S 
 
 « &. Q m 
 
 Specimen of subscription blank, made up in books of 50 to 100. The right hand section 
 forms a receipt and is given the subscriber. The center section is put in a file, the slips filed 
 alphabetically. The left hand section or stub is left in the book and acts as a numerical file. 
 
§4 College Annual Business Management 
 
 POST CARD 
 
 One 
 
 Cent 
 Stamp 
 here 
 
 Mr. John Smith 
 
 Business Manager (Annual) 
 
 University of ( ) 
 
 Town, State. 
 
 
 Alumni 
 (Name 
 
 Subscription 
 to the 
 of Annual) 
 
 
 
 To the Business Manager. 
 
 
 
 
 
 You may enter my subscription for one 
 upon delivery, post paid, 
 
 copy of the above book for which I 
 
 agree 
 
 to pay 
 
 
 
 - - 
 
 DOLLARS 
 
 Date 19 
 
 
 Signed 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Front and reverse side of self addressed post card sent with form letter soliciting 
 subscription to Annual from Alumni. 
 
Business Methods and Specimen Forms 
 
 $5 
 
 Your Name 
 Business Manager 
 Editor's Name 
 Editor 
 
 THE (YEAR) (ANNUAL) 
 
 ADVERTISING RATES 
 
 Page (Size) 
 
 y 2 Page 
 
 Senior Annual and 
 Year Book of the 
 (Name of School) 
 
 \i Page 
 
 1-8 Page 
 
 
 Terms. Cash on demand 
 upon proof of insertion 
 
 Address 
 
 Contract fob Advertising 
 
 Date.. 
 
 192.. 
 
 To the Business Manager. 
 
 You are hereby authorized to insert in the (year) (Annual) 
 
 advertisement copy to occupy page space. For this 
 
 I agree to pay cash on demand upon proof of insertion. 
 
 The (Annual) agrees to furnish a free copy of the book only with an 
 advertisement of one-half page or more. 
 
 Remarks 
 
 If copy is not in on time, we reserve the right to prepare and insert ad- 
 vertisement. 
 
 Accepted for the Annual. 
 
 Signed 
 
 (Name of Advertiser) 
 
 The above is a model advertising contract. It should be made in duplicate. The 
 advertiser retains one copy and the other is for filing in your office. 
 
College Annual Business Management 
 
 Your Name 
 Business Manager 
 Editor's Name 
 Editor 
 
 Address 
 Phone 
 
 THE (YEAR) (ANNUAL) 
 
 Senior Annual and Year Book of the 
 (name of School) 
 
 FRATERNITY CONTRACT 
 
 (Name of town) (Date) 19. 
 
 To the Business Manager: 
 
 You are hereby authorized to insert in the (Year) (Annual) pages for the 
 
 use of the Fraternity; to contain the following. Fill in here such items as Fraternity Crest, 
 list of members, Chapter picture, etc., etc 
 
 For this we agree to pay dollars for space occupied and in addition, 
 
 the actual cost to the (Name of Annual) of the engravings. Payment on this contract is to be 
 
 due (date) and all the copy including picture of active Chapter to be submitted 
 
 by (date) 
 
 Accepted (Name) 
 
 (Fraternity Name) Fraternity. 
 
 Business Mgr. 
 
 By.. 
 
 To insure space this contract should be filled out and returned at once. 
 
 Model contract form for Fraternities. 
 
Business Methods and Specimen Forms 
 
 87 
 
 Date 
 
 (Name of Organization) Agrees to pay for page of 
 
 organization space in the (year) (Annual) at rate of 
 
 per page; organization to arrange for all engravings with the (Annual). 
 
 We agree to have all copy in the hand of the (Annual) by (date) and to 
 
 pay for same by (date) The (Annual) retains the right to reject all copy, 
 
 if payment is not made at that time. 
 
 (Name). 
 
 Treasurer of Organization 
 
 (Address) 
 
 Phone 
 
 (Name). 
 
 President of Organization 
 
 (Address) 
 
 Phone 
 
 The above shows a model form of organization Contract. 
 
College Annual Business Management 
 
 RESERVATION IN THE SENIOR SECTION CASES 
 
 Seniors: Read the Following Carefully Before Filling Blanks. 
 
 1. This questionnaire should be filled out and returned to THE (Annual) office, (Address), immediately 
 after you have the sitting made for your Senior photograph. It absolutely must contain, in the 
 space provided below, the name of your photographer in order that the (Annual) can know from 
 whom to collect your picture. 
 
 2. The sum of one and one-half dollars (S1.50), charges for insertion of the photograph in the Senior 
 section, must accompany this sheet. The questionnaire will not be accepted unless the money ac- 
 companies it. Make your check payable to THE (Annual). 
 
 3. Local photographers have already been notified that all pictures for THE (Annual) must be strictly 
 according to these specifications; face from eyebrow to bottom of chin to be one inch; background 
 to be white. The engraver demands that he be furnished with black-and-white print, finished ac- 
 cording to the glossy, "squeegie," or ferro-type method. THE (Annual) will not accept any print 
 for reproduction which does not fulfill these specifications. 
 
 4. As soon as the photographer has given you your proofs, designate the one you desire for THE (Annual), 
 and print of the same will be collected by THE (Annual) staff. 
 
 If your picture is taken by an out-of-town photographer, you must be responsible for our getting 
 the print on time and according to specifications. 
 
 5. Either mail or bring this in person to the (Annual) office before December first, or you can be given 
 no representation in the Senior section. This blank represents the only obligation which will be 
 taken by THE (Annual) management. 
 
 6. Separate cuts will be required for each active group in which the Senior appears. Extra pictures 
 should be ordered at the time the pictures are taken. 
 
 SENIOR EDITOR. 
 
 FILL OUT THESE BLANKS CAREFULLY 
 (Typewritten or printed copy) 
 
 1. Name in full 
 
 Last Name First Name Middle Name 
 
 2. Social fraternities 
 
 3. Honorary fraternities 
 
 4. Home address _ 
 
 Town or City State 
 
 5. College and course in University :. 
 
 6. Membership in other University organizations 
 
 7. Athletic activities (designate by year thus, (1), (2), etc). 
 
 8. Publications 
 
 9. Managerships 
 
Business Methods and Specimen Forms 
 
 10. Committees.. 
 
 11. Class offices (designate year thus, (1), (2), etc.) 
 
 12. Miscellaneous (any other college activities). 
 
 13. Military record and other war activities.. 
 
 14. Photographer . 
 
 December first is the last date! Have your picture taken NOW! 
 (Do not fill out anything below this line). 
 
 RECORD FOR RECOPY CHECK 
 
 Questionnaire received Date 
 
 By By 
 
 Photograph received 
 
 FOR BUSINESS STAFF 
 
 Name 
 
 Address 
 
 Rec'd by 
 
 Date 
 
 PICTURE OR PORTRAIT? 
 
 To portray your character faithfully is as important as your scholastic record. We make faithful portraits. 
 Our mechanical equipment is the best known to photographic art. Sittings by appointment any time — 
 day or evening — no flashlights. 
 
 Our professional ability has stood the test of years of catering to the most exacting clientele. 
 
 (Photographer) (Address) 
 
 This and the preceding page show the questionnaire which can be multigraphed and sent 
 to the Senior Class. 
 
90 College Annual Business Management 
 
 Fill this out carefully and then return it to the (Year Annual) office, (address), before December 1, 1919: 
 No material for the Organizations section can be accepted after that date. 
 
 TYPEWRITTEN COPY 
 
 1. Number of pages you wish to reserve in (Annual) Photographer.. 
 
 2. Name of organization 
 
 3. Where founded Date 
 
 4. Number of active chapters Number of Alumni chapters 
 
 5. Name of chapter Date established at (State) 
 
 Resident Members 
 
 Members in The Faculty 
 
 Honorary Members 
 
 Members in The University 
 
 GRADUATES 
 
 SENIORS 
 
 JUNIORS 
 
 SOPHOMORES 
 
 FRESHMEN 
 
 Names of members as they appear in group photo 
 
 Name of organization 
 
 In case you have not received proofs of your group photo when the questionnaire is returned, tear this 
 off and fill in as soon as possible and return to The (Year Annual), (Address). 
 
 Top row: 
 2nd row: 
 3rd row: 
 Front row: 
 
 NOTICE! 
 
 The best equipped studio for groups is 
 
 (Name of Photographer) 
 
 Main 3015 (Address) 
 
 More room, more light and better equipment, than elsewhere. 
 
 No group to big for us to handle. 
 
 The above is a sample questionnaire which can be multigraphed and sent to organizations. 
 

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