Thus was born the Ingersoll watch, although it bore slight resemblance to the watch of to-day. This is due to the fact that an immediate policy of experiment and improvement was inaugurated. During these changes, however, several points remained fixed. One of these was that the watch must be in no respect a plaything, but a practical accurate timekeeper, not liable easily to get out of order. The second was the definite association with the price of one dollar, so that it became possible to refer to it humorously as "the watch that made the dollar famous;" and the third was that it should have a sturdy ruggedness of construction that would defy ordinary hard usage. Each of these points had its social value—that of the last-named being the fact that the dollar price put the possession of a real timepiece within the reach of multitudes who were engaged in forms of activity wherein a delicate timepiece would be apt to get out of order. The Ingersolls soon became convinced that they had a worthy object for promotion, and they did not entertain the slightest doubt as to the existence of a waiting public. There passed before their minds a picture of the millions of farm-boys who did not know when it was time to come into dinner, of the millions of working-men who had nothing to guide them in reaching the factory on time, of millions of clerks and school-children and of still other millions comprising the bulk of American homes where more good timepieces were needed. Their problem, therefore, resolved itself into two main divisions—those of manufacture and those of sale. The manufacturing end involved a contract with the great plant of the Waterbury Clock Company, by which this factory was to produce the goods according to the specifications and under the name, trade-mark, and patents of the Ingersolls. This arrangement continues to this day, but has been supplemented, as the line has become more extended, by the acquirement of two factories of their own, one in Waterbury, Connecticut, and one in Trenton, New Jersey. To-day the three plants produce an aggregate of about twenty thousand watches a day. Before such manufacturing results could be obtained, however, there were many structural problems to be solved. It was not so easy as it sounds to build a practical and accurate watch within the narrow limits of a dollar and still leave a profit for both the manufacturer and dealer.