poultry is limited and the chance for the growth of the business small.

The Duck Business.

The duck business is the most highly commercialized at the present time of any branch of the poultry business. The duck is the oldest domestic bird and was hatched by artificial incubation in China, when our ancestors were gnawing raw bones in the caves of Europe. The duck is the most domestic of birds and will thrive under more machine-like methods and without that touch of nature and of the owner's kindly interest so necessary to the welfare of the fowls of the gallinaceous order. The green duck business is about twenty years old and has become an established business in every sense of the word. The largest plants now produce about one hundred thousand ducks per annum. The profits at present are not large even for the most successful plants, because the demand is limited and the production has reached such a point that cost of production and selling price bear a definite relation as in all established businesses. The green duck business is not an easy one for the novice because the margin between cost (chiefly food cost) and selling price is low, and unless the new man can reduce the cost of production or raise his selling price in some way, he will have no advantage over the old and successful firms.

Squab Business Overdone.

The business of producing pigeon squabs resembles the duck business in the sense that it has been reduced to a successful system. The production of squabs has grown until the demand is satisfied and the price has fallen to just that figure that will continue to bring in a sufficient number of squabs from the plants which are already established, or which continue to be established by those who do not stop to investigate the relation between the cost of production and the prevailing prices.

Turkeys Not a Commercial Success.

In the case of turkeys, we find exactly opposite conditions. The price of turkeys has risen with the price of chickens and eggs, until one would think that there would be great money in the business, and there is, for the motherly farm wife who has the knack of bringing the little turks through the danger of delicate babyhood. But just as the duck is more domesticated than the chicken, so the turkey, which yet closely resembles its wild ancestor, is less domestic and has as yet failed to surrender to the ways of commercial reasoning, the chief factor of which is artificial brooding.

The presence of a disease called blackhead has done vast injury to the turkey industry in the northeastern section of the country. In the South the industry has been booming. Especially in Tennessee and Texas, I found great local pride in the turkey crop. I certainly would advise any farm wife, in sections where blackhead does not prevail, to try her hand at turkey raising. As to her advisability of continuance in the business, the number of turkeys at the end of the season will be the best judge.

Guinea Growing a New Venture.

The guinea growing business is the newest of the poultry industries. In fact, it may be said of guineas, as of our grandmother's tomatoes, "Folks had them around without knowing they were of any use." The new use for guineas is as a substitute for game. Guinea broilers make quail-on-toast and older ones are good for grouse, prairie chicken or pheasant. The retail price in the large cities runs as high as $1.50 to $2.00 a pair. It will probably not pay to raise them unless one is sure of receiving as much as 50 cents each. As for the rearing of guineas, they may be considered on a parallel case with turkeys, if anything they are even more difficult to raise in large quantities. I would also advise this additional precaution: Look up the market in the locality before attempting guinea rearing.

Geese—the Fame of Watertown.

As for the goose business, the writer must admit that he doesn't know much about it. In fact, the most of my knowledge concerning this business was acquired by a visit to Watertown, Wis., which is the center of the noodled goose industry

The Watertown geese are fed by hand every two hours day and night. They sell to the Hebrew trade at as much per pound as the goose weighs, and have brought as high as $14.00 apiece. All of this is interesting, but I hold that the reader who is willing to take instruction will do better to be guided toward those branches of the poultry industry for the products of which there is a great and increasing demand. So we will leave the goose and guinea business to the venturesome spirits and consider the various branches of the chicken industry.

The Ill-omened Broiler Business.

The broiler business stands to-day as the ill-omened valley in the poultry landscape. As a rule broiler production has not and probably will not pay. I know of a few exceptions—about enough to prove the rule.

Most poultry writers, when they make the statement that broilers do not pay, insert the phrase "As an exclusive business" after the word broilers. This is merely a ruse to take the rough edge off an unpleasant statement, for it certainly hurts the poultry editor to admit that a much exploited branch of the industry is a failure. Nevertheless it is a failure and the more frankly we admit the fact, the less good capital and good brains will be wasted in the attempt to produce at a profit something which is, and probably always will be, produced at a loss.

The reason the broiler is produced at a loss is that 95 per cent. of the broilers produced are a by-product of egg, fancy and general poultry production, and as such their selling price is not determined by the cost of production, or the supply determined by the demand. That the broiler business received the boom that it did, is due to plain ignorance of the cost of production, or to the appreciation that the ability to rear young chicks could find a more profitable outlet than in broiler production. Let us take an analogous case. Suppose a city man should discover the fact that there was a demand for dried casein from skim milk. With pencil and paper he could easily figure profits in the business. If this dreamer would attempt to keep cows for the production of casein and throw away his butter fat, we would have an analogous case to the broiler raiser who does not keep his pullets for egg production.

The young cockerel, like skim milk, is a by-product and may pay over the cost of feeding, or some other specific item, but that he does not pay the whole cost, including wages for the manager is proven by two facts: First, every large broiler plant yet started has either failed flatly or shifted its main line to other things; second, egg farmers would be only too glad to buy pullets at the price for which they sell the cockerels—a confession that it costs more to produce broilers than they will bring.

The conception of the broiler business when it was boomed twenty years ago was to produce broilers in early spring, when other folks had none. It was, like the early watermelon, or the early strawberry business—to make its profits in extreme prices.

This idea received several severe blows from the hands of modern progress. One is the development of poultry fattening and crate feeding in this country. This has resulted in supplying the consumer with choice chicken-flesh that can be produced more economically than broilers. Formerly it was a case of eating old hen—rooster, age unknown, or broilers—now we have capon, roaster, crate-fattened chickens and green ducks, all rivals for the place formerly occupied exclusively by the broiler.

Again, the improvement of shipping and dressing facilities, the universal introduction of the refrigerator car and the introduction into the central west of the American breeds, has flooded the eastern market with a large amount of spring chickens—by-products of the egg business on the farm—which are almost equal in quality to the down-eastern product.

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