Immutable laws work in the automobile industry. The maker daily takes a course in the University of Production, because an army of selling factors constantly is attending to the absorption facilities of the country’s markets and he rarely permits himself the task of figuring on the “probable saturation point.” It is a wonderfully important thing to the maker that the national Organization gets official reports, guides the policies of standardization, holds an indefinable influence over the engineers of the industry, and sits as the congress of the Republic of Motor Car Production. The auto industry of today is, perhaps, the most intricate thing in the country, and yet so responsive to the law of supply and demand that there is not an element of guesswork in it. Although more than two hundred automobile concerns that had entered the arena of business, developing from the “blue print stage” to manufacturing concerns of considerable output, had failed in the last twelve years, the automobile industry had been a big paying one. Pioneers who remain and whose works annually pay dividends, accepted the failures as the necessary concomitant of a great business that only showed an output of 3,700 cars in 1899 and only 11,000 vehicles in 1903, the amount growing to 485,000 cars in the year 1913. “Our house is a generally well ordered one,” the maker delighted in saying. “The industry is like a science. The engineer has brought standardization to almost finality, the matter of styles and body designs is an exact science, the tire companies have been keen rivals but beneath their terrific competition they have permitted the stream of co-operation in tire standardization to run smoothly, and the manufacturer has spent his money wisely in equipping his plant with plenty of large-quantity type of machinery and increased his plant to enable him to handle the large production. Increased production in economically managed plants spells the maximum of profit.” POINT OF SATURATION FAR OFF. And with experts bold enough to say that the field of prospects facing the industry numbers 5,000,000 probable buyers, little thought is given to imminence of “saturation” and a consequent rehabilitation of the motor manufacturing and distributing plans. In the plainest language that it is possible for the automobile maker to use he says today: “The maker who has an adequate organization and builds a pleasure car or truck that is as good as specified and who permits no retrogression in his organization, will succeed.”