The hotels of New York City discovered that there was a falling off of business and profits. Fewer visitors came to New York. Fewer travelers passed through New York on their way to Europe. The public relations counsel who was consulted and asked to remedy the situation, made an extensive analysis. He talked to visitors. He queried men and women who represented groups, sections and opinions of main cities and towns throughout the country. He examined American literature--books, magazines, newspapers, and classified attacks made on New York and New York citizens. He found that the chief cause for lack of interest in New York was the belief that New York was “cold and inhospitable.” He found animosity and bitterness against New York’s apparent indifference to strangers was keeping away a growing number of travelers. To counteract this damaging wave of resentment, he called together the leading groups, industrial, social and civic, of New York, and formed the Welcome Stranger Committee. The friendly and hospitable aims of this committee, broadcasted to the nation, helped to reëstablish New York’s good repute. Congratulatory editorials were printed in the rural and city journals of the country. Again, in analyzing the restaurant service of a prominent hotel, he discovers that its menu is built on the desires of the average eater and that a large group of people with children desire special foods for them. He may then advise his client to institute a children’s diet service. This was done specifically with the Waldorf-Astoria Hotel, which instituted special menus for children. This move, which excited wide comment, was economically and dietetically sound. In its campaign to educate the public on the importance of early radium treatments for incipient cancer, the United States Radium Corporation founded the First National Radium Bank, in order to create and crystallize the impression that radium is and should be available to all physicians who treat cancer sufferers. An inter-city radio company planned to open a wireless service between the three cities of New York, Detroit and Cleveland. This company might merely have opened its service and waited for the public to send its messages, but the president of the organization realized astutely that to succeed in any measure at all he must have immediate public support. He called in a public relations counsel, who advised an elaborate inauguration ceremony, in which the mayors of the three cities thus for the first time connected, would officiate. The mayor of each city officially received and sent the first messages issued on commercial inter-city radio waves. These openings excited wide interest, not only in the three cities directly concerned, but throughout the entire country.