Chapter 4

Chapter 4: Everything is Difficult at the Beginning

October 4, 1863.

After months of waiting, Ernst finally laid eyes on the finished product. Utilizing his connections and financial resources, Ernst sought out a metallurgical expert in a Berlin arsenal to resolve the blade issue.

The reliability of these experts proved invaluable. With their extensive experience and knowledge, Ernst presented his request, and they quickly devised a solution.

With a solid plan in hand, Ernst successfully initiated the production of the first-generation T-shaver blade smelting machine. He secured product patents and sketches for the factory in Berlin, specializing in customizing industrial equipment.

This endeavor significantly depleted Ernst's modest finances, but it was now bearing fruit.

Yet, having the necessary machinery and equipment was only the initial hurdle. To scale production, he needed more than just one set of equipment. The question was, how to secure the required funds?

At this juncture, the advantages of being a second-generation noble became evident. As a prominent second-generation noble, Ernst reached out to his father for financial support.

Prince Constantine naturally cared about his son's living conditions in Berlin. However, one ordinary afternoon, he received an unexpected letter requesting assistance from Berlin, leaving him baffled.

For Constantine, the sum requested was not insignificant, but it was within his means, given his substantial income from landownership. Relying on rent collection was a lucrative occupation.

This marked Ernst's first venture into the realm of industry. For Constantine, nurturing his son's independence held greater value than wealth accumulation. Allowing him to make his decisions would mold him into a capable heir. Failure, if it came, would be the price of experimentation.

Training Ernst's abilities while he was still young was far more beneficial than accumulating wealth. For an aristocrat, experience and exposure were the most valuable assets. The only path to becoming a capable aristocrat was through societal trials and tribulations.

Prince Constantine's forthright demeanor expedited Ernst's industrial production process significantly. His noble status facilitated the bureaucratic procedures, sparing his son from undue complications due to his royal lineage.

Informed nobles were aware that the son of old Prince Constantine was running a factory, though most were cautiously skeptical about its prospects. Despite some aristocrats venturing into industry, top-tier nobility rarely did so, making Ernst's hands-on approach unique.

After securing a factory building, workers, and the necessary facilities, Ernst's factory commenced operations. Operating the machinery demanded a substantial workforce, closely monitoring the machines' status as workers bustled about. Furnaces and steam engines consumed vast quantities of energy, and sooty plumes billowed from the factory chimneys.

Berlin's sky was often shrouded in black mist, and suburban rivers bore the brunt of industrial wastewater discharge, a common occurrence in early industrialized nations. Ernst's small factory was just one contributor to this phenomenon.

As the machinery chugged along, molten iron took shape, cooled, and was dispatched to workers via steel tracks for final molding. Subsequently, workers used machinery to cut these sheets, which were then collected and packaged with oiled paper.

This intricate production process covered both blades and handles, emphasizing streamlined efficiency to minimize waste and maximize productivity.

At this moment, Ernst held one of the finished razors in his hand. To test its practicality, he decided to give it a personal trial.

"Peter, sit still," Ernst instructed.

Peter sat nervously, glued to the chair, as if bracing for impending dread.

Ernst proceeded with the shaving. First, he lathered soap onto Peter's face and began to glide the razor's handle, expertly removing the beard.

Peter, as the inaugural customer, endured the boss's service with palpable nervousness. Despite the new razor's focus on safety and convenience, the uncertainty of being the first to try it weighed on him.

Thankfully, the process went smoothly. As Ernst made the final swipe, he handed Peter a towel to wipe his clean-shaven chin.

"How does it feel?" Ernst inquired curiously.

"Boss, there's no issue with product quality, but its market price and acceptance remain uncertain," Pete responded cautiously.

Peter harbored reservations about the product's market prospects, given its novelty. There were similar items available, albeit based on different principles. Pete surmised that Ernst's pursuit of this new razor might be a youthful endeavor or hobby, as he couldn't fathom the reason behind it.

Ernst refrained from elaborating; his focus lay in having his team produce the finished product. In his previous life, such old-fashioned razors had enjoyed immense success. Even in the age of smart home appliances, some preferred these purely mechanized T-shaped razors, valuing their classic design.

As the inventor, Gillette had capitalized on sales experience to develop this low-cost, non-sharpening, and safe razor. Moreover, its profit model was innovative; the integrated blade and handle made blade replacement and disposal less wasteful.

However, promoting this new razor presented challenges. Ernst's first task was getting the handles into consumers' hands. This entailed a significant challenge, as people typically hesitated to adopt new innovations quickly.

Ernst decided on a three-pronged approach: direct sales through door-to-door salespeople, recruiting dealers, and increasing advertising efforts.

Direct sales were straightforward, allowing salespeople to highlight the product's advantages, addressing customers' pain points with a high conversion rate.

Dealer recruitment was more intricate, as the company's products weren't well-known. Advertising became an essential support. Ernst had a clear vision for the campaign, focusing on large posters occupying prominent wall spaces.

These posters would feature a handsome male model, contrasting an old-fashioned razor with a new one, emphasizing safety, durability, and convenience.

After two months of promotional activities, "Gillette" razors were officially launched. Ernst even borrowed the name to lend authenticity to the product.

As expected, sales of "Gillette" razors didn't skyrocket initially. However, after two months of marketing and advertising efforts, Berliners were aware of the product.

Those who had used it became loyal customers, given the razor's longevity and quality. Ernst appointed Pete as the acting factory director, responsible for ensuring product quality.

Profitable funds would be reinvested in advertising to expand from Berlin to other cities and ultimately cover the entire German region. The current production line could adequately meet demand in Germany.

Once Ernst's products saturated Germany, he would plan his next steps, potentially expanding production and exploring opportunities in other regions, such as the Americas.

All of this, however, required the initial success of the razor. Ernst understood that now was not the time for diversions; he could only consider future endeavors after securing profitability.

(End of Chapter 4)