. Bell Telephone magazine . es, Margaret E. Fazvcett, 39 Comment Washingtons Telephones est allé à la guerre, Eustace L. Florance, 5 i More than Service, Harold M. Prescott, 66 Charles M. Bracolen, 1878-1942, Harvey Hosliour, 70 UNE ressource vitale pour la guerre, 76 l'idéal et l'objectif de l'American Telephone and TelegraphCompany et de ses AssociatedCompanies est un service téléphonique pour la nation^Jree, dans la mesure du possible humanly, fromimenfin, les erreurs ou les retards, et permettre à n'importe qui n'importe où de prendre un téléphone et de parler à n'importe qui d'autre n'importe où, clairement, rapidement et à un coût raisonnable. Un moyen de suggestion ^
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. Bell telephone magazine . es, Margaret E. Fazvcett, 39 How Washingtons Telephones Went to War, Eustace L. Florance, 5 i More Than Service, Harold M. Prescott, 66 Charles M. Bracelen, 1878-1942, Harvey Hosliour, 70 A Vital War Resource, 76 The ideal and aim of the American Telephone and TelegraphCompany and its AssociatedCompanies is a telephone service for the nation^Jree, so far as humanly possible, fromimperfections, errors, or delays, and enabling anyone anywhere to pick up a telephoneand talk to anyone else anywhere else, clearly, quickly and at a reasonable cost. A Medium of Suggestion ^ a Record of Progress Published for the supervisory forces of the Bell System by the Information Department ofAmerican Telephone and Telegraph Company, ig^ Broadway, New York, N. Y. Whos Who & Whats What in This Issue Bell System policy is one ofthose broad-gauge phrases which takein a lot of territory. Telephone menand women are familiar with it ascompass and guiding star, yet it isntalways easy to recognize policy ac-. Nlr. Cooper tively at work. The long-range lookat how the Systems financial policyhas fostered the development of serv-ice to the public, which our first articleoffers, will be most enlightening if itis read with one eye to the growthof the business since the last war andthe other to its growth after this warshall have been won. Charles P.Cooper has had plenty of opportu-nity to experience the application ofthis policy since he joined the NewYork Telephone Company as a juniorengineer in 1908 : division plant super-intendent at Albany; General PlantSuperintendent of the Chesapeakeand Potomac Telephone Company; General Manager of the ClevelandTelephone Company; Vice Presidentand General Manager and then Presi-dent of the Ohio Bell TelephoneCompany. Since 1926 Vice Presi-^dent of the A. T. & T. Company incharge of finance, he knows whereofhe speaks. Somebodys plan for a post-warworld is a standard feature of eachmornings newspaper these days.Narrowing the field to
