to a common carrier at his door the products which he has to sell, and in return receive those which he needs to purchase, possesses a decided economic advantage.

Factors of Location Governing Demand.-Poultry products of a perishable nature will stand shipment better and over much greater distances than many agricultural products, such as milk, for example. Fair rates can be obtained either by express or freight, and in general good handling is given them. In spite of this, however, it is desirable to keep in close proximity to the market, depending somewhat on the type of market. When shipping to large centres of consumption, the wholesale market is usually employed, and eggs can be shipped great distances with the same degree of success. Where, however, the small local or retail market is used, the poultryman must be relatively near the same in order to reduce his cost of shipping and to make more frequent and prompt distribution.

Distance from Market is an Economic Factor. As locations are selected near large points of consumption, the price of land will invariably be higher, and there comes a point where the price of land versus the cost of transportation is a determining factor in the selection.

REVIEW.

1. When choosing a poultry farm, what two viewpoints should be considered?

2. What conditions should be studied when viewing the farm as a home? 3. Why is social equality so essential in a rural community?

4. Discuss the personality of neighbors.

5. What are some of the leading rural social organizations?

6. What constitutes ideal educational facilities in rural communities?

7. Enumerate desirable factors for the proper moral development of a community.

8. How is the farm a business investment?

9. Describe an ideal soil for poultry farming.

10. What type of country is best for poultry farming?

11. What are the essentials for proper water drainage?

12. Discuss air drainage as affecting temperature and moisture.

13. What is the advantage of natural vegetation?

14. Give, in the order of their efficiency, the possible sources of water supply. 15. How will the size and shape of the land affect the laying out of the poultry plant?

16. Enumerate and describe the three systems of laying out the plant.

17. Describe an ideal arrangement of the buildings.

18. What is the value of an attractive place?

19. What is the importance of proper facilities for communication and transportation?

20. How is distance from market an economic factor?

CHAPTER III.

MAKING A SUCCESSFUL START.

A Modest Beginning. With every business enterprise, a successful beginning that is, organizing and planning the character and scope of the work to be followed-is of the utmost importance. Ultimate success will depend largely on the method of making the start. A modest beginning is likely to bring good results in much quicker time than a start on a larger scale. The tendency too often is for the beginner to lay a foundation beyond his experience. Many mistakes and great disappointments can be avoided by taking a little longer time for development and to allow the business to rest on safe and sure principles. Such a course is better than to begin with the handicap of too much stock and too little experience.

Mistakes are made by those who have had years of experience, as well as by the amateur. Many instances might be cited wherein poultry keepers, even with years of experience, have taken false steps in the way of increasing their plants, in changing their methods, or in reorganization. Such examples tend to prove the advisability of a modest start, followed by normal development each year until the maximum efficiency of the plant is reached. This point will vary with different poultry keepers and in different locations even under the same methods of management. So many factors are to be considered that it will be impossible to foretell the exact extent to which a business can be safely developed until careful trials and comparisons have been made.

Importance of Personality. Both experience and training are essential; but another factor which overreaches either of them in the matter of insuring success is the personality of the poultryman himself. In other words, he must be sure of himself first. He must submit to a careful self-examination and analyze his own feelings and manner of living and thinking in order to know whether he is suited to his chosen work. The first requisite is to have a personal liking for the business; and if his ancestors have been lovers of the work and have succeeded in it, so much the better. If this analysis shows factors which would tend to hinder him, the step should by all means be avoided. There is perhaps no

other business which requires more unremitting attention to de tails and conscientious thought and action than poultry keeping. The following qualities are to be looked for in a successful poultryman:

The first requisite is that of sound common sense. Many instances will arise where no previous action or condition can guide, and where quick, correct decisions will mean the avoidance of disaster.

He must also be capable of planning well and carefully so as to figure probable success and failure very minutely.

Not only must he plan well, but he must be capable of carrying them out, for one without the other means nothing.

He should be methodical, so as to develop a careful system in all the details of the work.

He must be alert, capable of seeing an opportunity when it offers. These qualities should be combined with business knowledge, more especially in the marketing end of the enterprise. He should have steadfastness of purpose,—that is, he should not be changeable. This is important in the poultry business, because there are so many varying beliefs and systems in the different operations of hatching and rearing. If the poultry keeper is not sure of his own method, he will succeed at none.

Lastly, he must be capable of concentrating his time and attention on the work. He must have system in all the details; and he must carry their essentials constantly in mind, as in this way only can he be sure that nothing is neglected.

Learning the Poultry Business.-A person desiring to learn the poultry business to-day has many advantages which formerly could not be realized. Among the greatest of these are the results of accumulated experience. The opportunities for knowledge available to the average amateur who wishes to become versed in the details and requirements of poultry keeping may be grouped under one of the following heads: (1) Farm experience, (2) practical work at large poultry plants, (3) personal observation, (4) reading of papers and books, (5) scientific and practical training in college or school.

For the poultryman to realize a combination of all these opportunities would be very desirable. At least two of them should always go together,—namely, the actual farm or poultry experience and as much scientific and systematic training as possible.

A young man who has had the advantage of being brought

up on a farm has the training which gives him a general idea of the subject in a practical way. If he desires to pursue poultry keeping on an extensive scale, he should spend at least one season at some large commercial plant, so that he may become familiar with the planning and execution of the work under the right conditions. If he intends to devote some time to a scientific study of the subject, it is advisable to acquire the practical experience first, as he will thus get more out of the advanced training.

To any poultry keeper, whether old or young, experienced or inexperienced, the poultry press offers a fine field for the study and expression of ideas and teachings. The reasons for this are brought about by the constantly changing conditions. No matter in which of the various ways he acquires his experience and training, if he is able to apply the factor of personal observation and to deduce therefrom correct principles, the learner is well on the road to success.

Land, Labor, and Capital.-Success in any branch of agriculture is dependent largely on the proper adjustment of three economic factors,-land, labor, and capital. The poultryman's capital may be considered as either fixed or circulating.

Fixed capital is the term applied to investment in permanent equipment, as land, buildings, teams, appliances, tools, and machinery things which are constantly used in production.

Circulating capital is limited to that which is consumed in the process of production, and which is being used up and replaced by material of the same kind, or which having been returned is being reinvested. It is this form of capital which is constantly changing, each time coming back with increase, provided the business is conducted at a profit.

The Poultryman's Capital.-The following classification may serve to illustrate:

1. Fixed capital or permanent investment:

(a) Land: Natural value plus all permanent improvements, such as roads, fences, wells, drains, and orchards.

(b) Buildings: Dwelling; farm buildings, as barn; poultry buildings, as henhouses, feed houses, and incubator cellar; building equipment which is a permanent part of the building, or fixtures.

(c) Equipment: Team; implements for working the land; incubators and brooders; fowls which are used in production-excluding young birds and birds grown for meat only.

2. Circulating capital:

Feed, seeds, and miscellaneous supplies; market eggs or live poultry growing or unsold; money on hand which is required to pay labor and carry on the business.

The proper adjustment of capital depends largely on the type of poultry farm, the character of the market, and the personality of the poultryman himself. In working out the problem of adjustment it must always be remembered that production is limited by the minimum of any one of three factors. With a small area of land, production cannot be large, no matter how much capital and labor one may have at his disposal. With a scarcity of suitable labor a large investment in land and equipment means little. Likewise an abundance of land and labor without suitable buildings and equipment will bring poor results.

In deciding on the proportion of the original fund to invest as fixed capital and that to be kept for running the plant, no absolute rule can be laid down; but it must be remembered that many failures are caused by an overcapitalization at the start. One-half in fixed capital is perhaps a safe rule for the beginner, leaving one-half for the running expenses of the enterprise. This should be kept constantly on the move, and each time it should come back with increase. After the business has become well established, it may be found profitable to increase the fixed capital so as to make a larger production possible, and it can be more safely done at that time.

As the business increases in size and efficiency the proportionate investment in circulating capital will grow as a natural consequence, carrying with it greater profits.

Land is a special form of capital. It is a natural agent, limited in extent. A considerable area of land is to be desired for the best results on a poultry farm. If sufficient land is available, it will be possible to give the birds an abundance of room for range and in that way keep the ground clean and free from disease and general disorders. There is little danger of having too much land. If there is an abundance of land, the farm can be so planned that a large proportion, if not the entire supply, of grain can be grown at home. The feed bill is the poultryman's greatest expense and calls for a large reserve in circulating capital. With the increasing prices for cereal feed, the more of it that can be grown at home the better.

A mistake too often made is that of hiring and developing a large business on land which is not owned by the poultryman. This arrangement is almost sure to be unfortunate. The erection of buildings on hired land is always a direct loss, if they are of a permanent nature. They become a part of the property and can