. rthy of notethat Mr. Whitings reason for desiringto sell was his belief that the line wasgrowing too rapidly — that too manynew goods were being added instead ofall the productive energy being devotedto the manufacture and sale of thosealready adopted. Thus the first partnerleft because in his opinion the Corbinpolicy was not progressive enough, andhis successor because it was too pro-gressive. But the same steady, consist-ent, conservatively-aggressive plan ofaction that marked the safe middlecourse and held to it in spite of all
. rthy of notethat Mr. Whitings reason for desiringto sell was his belief that the line wasgrowing too rapidly — that too manynew goods were being added instead ofall the productive energy being devotedto the manufacture and sale of thosealready adopted. Thus the first partnerleft because in his opinion the Corbinpolicy was not progressive enough, andhis successor because it was too pro-gressive. But the same steady, consist-ent, conservatively-aggressive plan ofaction that marked the safe middlecourse and held to it in spite of all obstacles, that created a dollar and tencents before it spent a dollar, governed the acts of the little concern and hasperpetuated its existence. It is also worthy of mention that the particular thing to which Mr. Whitingobjected, and which led to his withdrawal, was the introduction of a line ofthread escutcheons in which there was a good margin of profit and of which afull assortment from B/g to ^ inch was made. This still forms a part of theCorbin JOHN M. SPRING 29 HISTORY OF THE HOUSE OF P. & F. CORBIN At the end of this period the force had grown to six or seven men. In1850, WilHam Corbin entered the factory as an apprentice and made signalprogress in learning the business. In 1851, John M. Spring, who was destinedto play an important part in the development of the industry, first entered thefactory. The concern was rapidly gaining recognition, because of the favor withwhich its products were received. One of the New Britain hardware manufac-turers, who was acquainted with the quality of the goods, called upon theCorbins in the latter part of 1850, with friendly intent, and suggested thatthey try to make an arrangement whereby another and larger New Britain hard-ware manufacturing house would market the Corbin product and thus saveselling expenses. The advice was not received with favor, as it was thoughtunwise to give outsiders control of the product, since they
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