“I have given it a good deal of thought,” said Sanford. “But I would hardly dignify it by calling it a problem. It is perfectly simple. It is purely a matter of taking the right attitude toward it. So many newspaper proprietors regard it merely as a problem in addition. Now it should be considered rather as a matter of multiplication. Instead of trying to add ten to your figures, why not multiply by ten? The result is so much more satisfactory.”
This sounded so plausible that Mr. Birdlip felt ashamed to ask how it was to be done.
“Will you have a cigar, sir?” asked Sanford, handing out the only one with a band on it. Mr. Birdlip accepted it, and looked as though he were about to ask a question. Sanford went on rapidly.
“Speaking of circulation,” he said, “when I am consulted I am always surprised to note that newspaper proprietors are so prone to view the matter merely as a question of distribution; of—well, of merchandising,” he added, as his eye fell upon that word in his copy of System. “Indeed it rests upon quite another basis. The essence of merchandising” (he repeated the word with relish, noting its soothing effect on his employer) “is what?”
He made a dramatic pause, and Mr. Birdlip, carried away, wondered what indeed was the essence.
“The essence of merchandising,” said Sanford (he smote the arm of his chair, and leaned forward in emphasis), “and by merchandising I mean of course in the modern sense, merchandising on a big scale, is nothing but Confidence. Confidence, an impalpable thing, a state of mind. Now, sir, what is it that upbuilds circulation? It is Public Confidence. The assurance on the part of the public that the newspaper is reliable. It is a secret and inviolable conviction on the part of the reader that the integrity and enterprise of the paper are beyond cavil, in other words, unimpeachable. In order to create the Will-to-Purchase on the part of the prospect, in order to beget that desirable state of mind, there must be a state of mind in the paper itself. Note that word Mind. Now what is the Mind of the paper? I always ask every newspaper owner who consults me, what is the Mind of his paper?”
Without waiting for Mr. Birdlip to be embarrassed by his inability to answer this question, the ecstatic Sanford continued:
“The Mind of the paper is, of course, the Editorial Department. How subtle, how delicate, how momentous, is that function of commenting on the great affairs of the world! As I said in an address to a Rotary club recently, of what use to have all the mechanical perfections ever invented unless your editors are the right men? Walter Whitman, the efficiency engineer, said: 'Produce great persons: the rest follows.' That is the kind of production that counts most. Get great personalities for your editors, and watch the circulation rise. Of course the right kind of editors must be very highly paid.”
This was a strange doctrine to Mr. Birdlip, who never read the editorial page of his own paper, and secretly wondered how the editors found so much to write about.
“The great error that so many newspaper owners make,” said Sanford, sonorously, “is to think of their product as they would of any other article of commerce which is turned out day by day, in standardized units, from a factory. A newspaper is not standardized. It is born anew every issue. It is not a manufacturing routine that puts it together: it is a human organism, built up out of human brains. Every unit is different. It depends not primarily on machinery but on human personalities. I cannot understand why it is that newspaper owners yearn for the finest and most modern presses, and yet are often content to staff their journals with second-rate men.”