j
|New Shipment
Consisting of a F ull Line of
I EASTMAN
J KODAKS
and Supplies
I NORTHERN DRUG CO.
Every Article
In My Store Makes
A Suitable Gift
^ 2
a
and I Have thousands of
them for Young and Old.
Come in and inspect our selected stock
.
| PAUL BLOEDHORN
1 JEWELER AND WATCHMAKER
KENDRICK BUILDING FIRST STREET
THE CITY BAKERY
WE ARE SPECIALISTS IN. FINE CAKES AND PASTRY
FOR
Parties and Receptions
MAKERS OF THE FAMOUS .‘‘CREAM LOAF” BREAD
SUN ‘‘MAID” RAISIN BREAD—A TREAT INDEED
RYE BREAD GRAHAM BREAD
LUNCH ROOM—WHERE YOU GET THOSE EXCELL
ENT LUNCHES
SAVE MONEY!
COME TO THE BARGAIN STORE
And see what we have in the line of workmen’s clothing,
beds, mattresses and canvas goods of all kinds, tents and
shovels, kitchenware, furniture, stoves, etc. We also
carry a full line of mirrors—plate glass and plain.
THE NORTHERN BLOCK
First Street
I
Copper River
& Northwestern Ry.
FOUR TRAINS WEEKLY BETWEEN
CHITINA AND KENNECOTT
Leave Cordova, Second Street Depot, on Mon
days, Thursdays and Saturdays.
Leave Chitina for Cordova Sundays, Tuesdays
days, Thursdays and Fridays.
Leave Chitina for Kennecott Sundays, Tues
days and Fridays.
Leave Kennecott for Chitina Mondays, Wednes
days, Thursdays and Saturdays.
• The above schedule subject to change with
out notice.
Dining Car in Connection With all Regular
Passenger Trains Between Cordova and Chitina.
Freight received and delivered at Cordova
Wharf from 9 a. m. to 5 p. in., except Sundays.
Tickets on sale at Second Street Depot
office, one hour before departure of trains.
CALEB CORSER, W. E. BROWN,
Superintendent. Agt. Cordova Wharf
R. K. BROWN, Jr., Ticket Agent.
IStory of Guggenheim's
Is Wonderful Record
.• I
This is the story of the second
wealthiest family in the United States
—the Guggenheims.
Meyer Guggenheim one day opened
his heart and his purse to aid a friend
who was wrestling heroically with a
little mining property in Colorado
w'hich was threatening to ruin him.
That act of kindness over forty years
ago was the basis of the Guggenheims’
extraordinary achievements in the
smelting and mining business.
From control of one tiny smelter
in far-off Pueblo, Colorado, the fam
ous Guggenheim family, by industry,
tenacity and sacrifice, have built, up
the greatest mining and smelting en
terprise the world has ever known.
Today the Guggenheims handle and
control 1,000,000,000 pounds—500,000
tons—of copper annually, or almost
half the entire production of the world
(2,500,000,000 pounds). They and their
s ; associates control the three largest
■ I copper mines in the world, the Chile
- | Copper, the Utah Copper and the Ken
necott Copper properties.
1 Two of the Guggenheim companies
alone—the American Smelting and
1 Refining company and the American
Smelters Securities company—do a
business of over $300,000,000 a year,
; | this exclusive of their mining activi
3 ties. The Guggenheims, too, are the
i j most powerful factors in the silver in
; lUustry in the world, and are very large
- factors in gold, lead, zinc and a var
| I jety of by-products.
1 As employers of labor they rank
I among the largest in the world. They
| were the first employers, so far as
. known, to pay several employes, in
j Salary and percentage of results, coni
| pensation running into hundreds of
1 thousands a year—rumor said one man
J drew upwards of a million a year.
The man mainly responsible for the
I phenomenal success of the Guggen
j helm organization is Daniel Guggen
! heim, whose judgment, whose faith in
I the future, whose ability to inspire
| men, w'hose capacity for hard work,
I 1 first under the most trying physical
- conditions in remote, uncivilized min
j ing camps, and, later, in the financial
arena, have won for him a high place
among the developers of America.
Many sides of Daniel Guggenheim
are more or less familiar to the pub
lic—his philanthropies, his long rec
ord of welfare work among employes,
his practical encouragement ot
j American painters, his furtherance of
j musical culture, his love of literature,
| his interest in throughbred horses, his
! fondness for flowers and his extraor
\ dinary knowledge of different races
i and countries begotten of travel in al
” J most every part of the globe.
2. j But to this list 1 can make one ad
jdition: Mr. Guggenheim is no mean
I philosopher.
It took all my ingenuity, born of
a rather extensive experience in the
• art of interviewing, to draw Mr. Gug
Igenheim into revealing this phase of
his character. He did not “open up"
until 1 had suggested that a great
many people had the idea that men
like himself had not really won their
spurs and their wealth by any unus
' ual effort but had simply been “lucky."
“Yes,” said Mr. Guggenheim, “men
_ —not always young men, either—
5 sometimes come in here and, looking
- around my office, say: ‘I envy your
luxurious office and your opportuni
ties to enjoy the best in life.’ I tell
j them, ‘It has taken me 40 years to
j earn my luxurious office with its
beautiful pictures, fresh flowers and
leather-cushioned furniture. Year after
year I put up with tremendous hard
ships, traveling in Mexico, in other
foreign countries and in remote parts
of the United States.
“‘You prefer the luxuries and re
finements of the city, with its auto
mobiles, its splendidly appointed
homes. You do aot care to make the
sacrifices necessary to attain the suc
cess which can make the luxuries
possible.’ ”
“What are some of the things neces
sary to achieve success?” 1 asked.
“Sacrifice, sacrifice, sacrifice!” Mr.
Guggenheim repeated with impressive
earnestness and ardor, his mind dwell
ing upon what lie himself underwent.
“Then, above all, you must have
tenacity," he went on. “That is the
greatest quality. Without it, no man
can possible succeed. Whether in
college, in a profession or in business,
unless a man is tenacious, unless he
sticks to a thing until he has mastered
it, he has little chance of succeeding.
“One failure, you know, leads to
another failure—and one success
leads to another success. Win out
in one thing before giving it up and
trying another.
“Give me the choice between a man
of tremendous brains and ability but
without tenacity and one of ordinary
brains but with a great deal of ten
acity and I will select the tenacious
one every time.
‘‘Then, tact is very important. I
would rather employ a person of no
extraordinary ability but who had
great tact than one of conspicuous
learning and intelligence without tact.
"Judgment, initiative, energy, all
these are most desirable and valuable
qualities. But, above all and beyond
all, you must have tenacity and tact.”
One of Mr. Guggenheim's favorite
aphorisms in his business is “What is
everybody business is nobody’s busi
ness." He therefore sees to it that all
details in connection with the busi
ness are carefully and efficiently
looked after.
I asked one of Mr. Guggenheim's
closest colleagues what were his most
notable qualities, how he had gained
leadership in the smelting and mining
business, why he had outdistanced all
competitors. The reply, after careful
deliberation, was:
“Erst, because of his phenomenal
judgment, his ability to size up a situ
ation correctly. Second, his faith in
the future, his confidence that the
^country and the metal industry and
j science would progress and develop,
i Third, because of his extraordinary
! faculty for handling other men, for in
j fluent ing them to see things in the
j large way he saw them himself; his
i knack of inspiring courage and deter
jmination in those associated with him.
Fourth, because of his policy of treat
ing his people thoughtfully and gener
ously—I mean his work-people as well
as his executives and engineers and
others high up. Fifth, because he has
not been afraid to take chances, to
spend one million dollars or fifty mil
lions—as !n Chile, for example, where
a huge sum was spent in a most in
accessible part of the %vorld before
there was any possibility of immediate
return.”
A tiny craft which left the shores
of Europe in 1847 and was storm
tossed on the Atlantic for four long
months bore to this land Simon Gug
genheim, the first of the Guggenhein
family to come to this country fron
Switzerland. With him came his sor
a young lad, Meyer Guggenheim
founder of the Guggenheim iortun*
and fatter of Daniel, the present heac
of the family. Meyer gradually buih
up a manufacturing business of con
siderable size and variety. He mar
ried a Swiss lass, Barbara Myers, anc
to them were born the “Seven Gug
gpr.hoims.” The elder boys enterec
thp Swiss lace business and developed
it wonderfully. This field, however
vus limiled—too limited for the com
bined energies of the maturing sons
Having, through a kindness, aider
v friend to handle a mining property
Mpver Guggenheim's attention was di
recred to mat sphere. His race had
always had a natural affinity for met
els and had played an important rolr
in the history of the metal industry
Meyer Guggenheim probably figured
ns had many of his ancestors, that
metals do not go out of fashion, do not
burn up, and can always be turned
into cash. Here, he concluded, was n
field broad enough for the activities ol
all his sons.
He summoned them all to the famil>
home in Philadelphia, where all thr
children had been born. He related
to them Aesop’s fable about the seven
sticks which could be broken easily
when separated, but which when bound
together could not be broken. He
told them that if they would all join
and work together loyally and indus
triously they could achieve what none
of them could hope to do alone.
Then he portrayed to them the po
tentialities of the smelting and mining
industry and offered to help them to
get a modest foothold in it. He im
pressed upon them that, while he
would aid them both financially and
with advice to get a start, “you must
kick for yourselves; you must build
up your own enterprise."
As already told, their first venture
was a smelter in Colorado. But they
looked for and shortly acquired other
interests. There were seven of them,
all active, ambitious, optimistic, ready
to rough it and ready to go anywhere,
do anything and suffer anything to
contribute to the success of their new
enterprise. No mountaineer, no pros
pector knew' more hardships than the
Guggenheim brothers went through
The Creator, they soon discovered,
had invariably deposited mineral
wealth far from settled centers of
civilization, and had surrounded it
with obstacles which only the pio
neer and the brave elected to encoun
ter. A price had to be paid to Nature
tor the giving up of her treasures.
Daniel Guggenheim, with the other
hi others, slept in tents or w agons amid
wild surroundings as often as under a
roof. The food he frequently ate was
food that would have been scorned by
a negro slave. But the readiness of
Daniel Guggenheim and the other
brothers to undergo personal hardship
was not the only reason they forged
ahead. They had courage and judg
ment enough to engage the best and
most expensive engineering and min
ing brafns procurable. Not only did
they pay perhaps the largest salaries
then known, but they shared results
with those who made results possi
ble. From the time he first became
an employer Daniel Guggenheim
adopted this now popular but then
revolutionary system. In this way the
the Guggenheims could get their pick
of the world's mining, engineering and
metallurgical talent.
Not only so. but pains were taken to
surround the workmen with- as com
fortable conditions as circumstances
would permit. Perhaps no family has
built more schools, hospitals, churches
and recreation halls for employes. In
inaccessible regions where itinerant
entertainers never venture, the Gug
genheims' own welfare workers get
up entertainments and other diver
sions.
The smelting industry was revolu
tionized by the Guggenheims. Before
their advent smelting contracts inva
riably wfere made for only one year,
smelting intreests being afraid to take
(the risk of advancing wages and ris
ing costs over a series of years. Dan
iel Guggenheim began taking five
year, ten-year and even twenty-five
year smelting contracts at prices
I which sometimes appeared suicidal at
the time. But he w'as enough of a
I student of history, of science, of engi
neering, of chemistry, of transporta
tion and of economic evolution to have
faith amounting to conviction that im
proved processes would be devised to
reduce smelting and mining costs suf
ficiently to yield a profit in the future.
if we can t discover scientihc metn
• ods to lower our costs long before this
I contract expires we deserve to lose
I our business,” was how he expressed
himself to one who questioned the ad
visability of a certain proposed con
tract.
When the Guggenheims embarked in
the Utah Copper Company, in 1905
few people believed the property could
be made to pay, the ore was of sue!
low- grade. Yet Daniel Guggenhein
championed the building of a $6,000,
000 smelter and a $2,000,000 copper
refining plant to handle material whicl
1 previously had never been handled a
a profit. It contained only 20 to 3(
pounds of copper to pay all the ex
penses of mining, smelting, refining
transportation, selling, etc. His dar
ing expenditure of this $8,000,000 has
proved one of the most profitable
things the Guggenheims ever did, as
the mine is now ranked as the second
largest in the world, and pays hand
some dividends.
Then look at what the Guggenheims
are doing in Chile. The Chile copper
property is essconeed in a remote bar
ren. mountainous desert. S}500 feei
above sea level, In a region wherr
rain has not fallen within the mentor}
of man, where vegetation is unknown
where water has to be carried a dis
tance of forty miles to the mine, where
power has to be transmitted a distance
of eighty-five miles from the power
house to the mines, where roads are
non-existent—where, in short, there
is nothing to attract and everything
to repel human beings. Into that for
bidden region went the Guggenheims,
decided to spend many millions in
(making it habitable, at once set the
necessary complex machinery in mo
tion—and today the Chile Copper Com
pany has the largest developed body
Of copper ore in the world.
Having sowed wisely in the morn
ing and noon of his life, he is now, in
the afternoon, reaping a full harvest.
—B. C. Forbes in Leslie’s Weekly.
-«
Madame Lydia, the palmist, will be
found in the Currier & Mickelson
building on C. street. 16-tf
Aunty
Keating's
Opposite city Bakery.
_ __l
t
DRS. DAGGETT & BLYTH
Northern Hotel Building,
Cordova.
DENTISTRY
Hours 9 a. m. to 9 p. m.
Special Attention to
Prophylaxis and Pyorrhea.
PHONE 200
WM. A. HESSE
Mining Engineer,
U. S. Mineral Surveyor,
U. S. Deputy Surveyor.
BOX 13 CORDOVA, ALASKA
DR. W. H. CHASE
PHYSICIAN and SURGEON
Office over Cordova Drug Store.
Calls May be Left at Cordova
Drug Store. Residence,
Alaskan Hotel
DR. W. W. COUNCIL
PHYSICIAN AND SURGEON.
Office and Residence: Cordova.
General Hospital (Ostrander Build
ing-.
Phones-—Residence 115; office 132
;-——---—:— -
DR. C. L. HALE
DENTIST
Office: Over Blum, O'Neill’s Store
ROBERT SIMPSON
JUNEAU, ALASKA
! Glasses Fitted. Lenses Ground
. HUBBELL & WALLER
Civil and Mining Engineers.
J U. S. Mineral and Deputy Land Sur
*
veyors for Alaska.
; 1102 L. C. SMITH BLDG., SEATTLE
WILLIAM PALLISTER, M.D,
Specialist in the treatment of
diseases and deformities of the
eye, ear, nose and throat; glasses . ^
fitted. ■ \
JUNEAU GENERAL HOSPITAL
SMITH & McCONAGHY
'I -
| PLUMBERS AND STEAMFITTERS
-
Cor. Front and B Street*
Office Open Evenings.
E. F. MEDLEY
Attorney and Counsellor at Law.
, Room 1.
Adams Block CORDOVA, ALASKA
FRANK H. FOSTER
Attorney at Law
i Room 1 Alaskan Hotel
i
FIRE!
A resident of Cordova had a
small fire in his house the other
day. It was extinguished by the
family at a loss of $150.00. The
next day he insured through us.
The cost of his insurance for
three years was less than his
loss at this trifling fire. Are
you, Mr. Property Owner, going
to wait until you have had a fire
before protecting yourself from
loss?
Any person wishing to build
can secure a fine residential or
business lot in Cordova from us
on exceptionally liberal terms
Five hundred lots listed.
REAL ESTATE
INSURANCE
ABSTRACTS
SURETY BONDS
CORDOVA ABSTRACT and
REALTY COMPANY
ROOM 1, ADAMS BUILDING.