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FlatWorld 、

一一一一一一一一一二『、f 一一一一一一一一一一-
Chapter 11 Integrated Marketing Communications and Traditional Media Marketing 235
Integrated Marketing Communications (IMC) 235
The Promotion (Communication) Mix 239
Factors Influencing the Promotion Mix, Communication Process, and 241
Message Problems
Message Strategies 244
The Promotion Budget 250
Advertising and Direct Marketing 252
Public Relations, Sponsorships, and Product Placements 254
Sales Promotions 261
Discussion Questions and Activities 266
Endnotes 268

Chapter 12 Digital Marketing 269

Email Marketing and Search Engine Marketing 270

E-Commerce Marketing and M-Commerce (Mobile) Marketing 271
Social Media Marketing 274
Measuring the Effectiveness of Digital Marketing 278
Discussion Questions and Activities 281
Endnotes 282

Chapter 13 Professional Selling 283

The Role Professional Salespeople Play 283
Customer Relationships and Selling Strategies 289
Sales Metrics (Measures) 294
Ethics in Sales and Sales Management 299
Aligning Sales and Marketing 302
Outsourcing the Sales Function 307
Discussion Questions and Activities 309

Chapter 14 Customer Satisfactio口， Loyalty， and Empowerment 311

Customer Communities 311
Loyalty Management 316
Customer Satisfaction 321
Ethics, Laws, and Customer Empowerment 326
Discussion Questions and Activities 331
Endnotes 332

Chapter 15 Price, the On Iy Revenue Generator 333

The Pricing Framework and a Firm's Pricing Objectives 333
Factors That Affect Pricing Decisions 336
Pricing Strategies 340
Discussion Questions and Activities 347
Endnotes 348
Chapter 16 The Marketing Plan 349
Marketing Planning Roles 349
Functions of the Marketing Plan 351
Forecasting 360
Ongoing Marketing Planning and Evaluation 365
Discussion Questions and Activities 368
Endnotes 369

Index 371
 ou e u ors

JEFFTANNER
John F. (Jefi) Tanner Jr. , is Dean of the Strome College of Business, Old Dominion
University. He is an internationally recognized expert in sales and sales management.
He is the author or coauthor of fifteen books, including best -selling textbooks such
as Selling: Building Partnerships and several books for practitioners, most re-
cently Analytics & Dynamic Customer Strategy: Big Profits from Big Data. His books
have been translated into severallanguages and distributed in over thirty countries.
Dr. Tanner spent eight years in marketing and sales with Rockwell International
and Xerox Corporation. In 1988, he earned his PhD from the U niversity of Georgia and
joined the faculty at Baylor University, where he is now Professor Emeritus. Dr. Tanner
has taught executives and business students around the world, including in Colombia,
India, Mexico , Canada, France, Ireland, Australia, Malawi, and Trinidad.
In addition to writing and research , Dr. Tanner maintains an active consulting and
training practice. Recent clients include Teradata, Cabela's IBM, Gallery Furniture,
EM C, and others. He is the managing pa此ner of The Tanner Group , a marketing and
customer strategy consultancy, and he is a founder and a pa此ner in JK Tanner Inc. , an
investment firm.

Source: ODU, used with permission.

如1ARY ANNE RAY如10ND
Mary Anne Raymond is Professor of Marketing and Director of Corporate Relations
for the College of Business at Clemson University. Prior to joining the faculty at Clem-
son, she served on the faculty at American University in Washington , DC, as Interim
Director of the Graduate Marketing Program at Johns Hopkins University, and as an
invited Fulbright Professor of Marketing at Seoul National University in Seoul,
Korea. In addition to teaching marketing in Korea for two years, Dr. Raymond taught
in France and helped developed marketing programs in Spain, England, and Denmark.
Dr. Raymond received her PhD from the University of Georgia. She has extensive
industry experience doing strategic planning and acquisition analysis, marketing re-
search, and investment analysis for Holiday Inns, Inc.; Freeport Sulphur; and Howard,
We且， Labouisse, Friedrichs. Dr. Ra归口ond also does consulting, seminars , and market-
ing training for multinational companies, which have included organizations such as
Merit Communications in Seoul, Korea; the Conference Center and Inn at Clemson
University; and Sangyong Group.
Her research focuses on strategy in domestic and international markets, public
policy issues , and social marketing. Recently, she served as one of the Principal In-
vestigators for a grant with the Department of Defense focused on "Facilitating Neces-
sary Mental Health Treatment for Soldiers." Dr. Raymond has published over one hun-
dred papers appearing in journals such as the Journal of International Marketing, Inter-
national Marketing Review, the Journal of Advertising Research , the Journal of Advert-
ising, the Journal of Personal Selling and Sales Management, and the Journal of Public
Policy and Marketing. Dr. Ra严nond has received numerous teaching and research awards including the Professor of the Year Award
from Clemson University Panhellenic Association, the Undergraduate Teaching Excellence Award from the College ofBusiness and
Behavioral Science at Clemson three times , the Eli Lilly Faculty Excellence Awards for Outstanding Research and Outstanding
Teaching, the Eli Lilly Partnership Award, and recognition for Leadership in Student Development from the Dow Chemical
Company.
 C 。 e ents

The authors would like to thank the following reviewers for their feedback, which helped shape the third edition:
• Karen L. Ekstein, George Brown College
• Alan W. Jackson, Peru State College
• Dr. Bahram Mahdavian, California State University ofLos Angeles
• Ahmad Mohamed Assaad Mahmoud, Ain Shams University
• Patrick J. Donahue, Adjunct Instructor Northern New Mexico University
• E. L严ln Addison, Brewton-Parker College
• Kevin Logan, Anne Arundel Community College
The authors would like to thank the following reviewers for their feedback, which helped shape the second edition:
• Stephen M. Berry, Anne Arundel Community College
• Bob Conrad, Ph.D. , APR, Conrad Communications, LLC.
• Ted Lapekas , SUNY/Empire State College
• Donald G. Purdy, U niversity at Albany
• Elizabeth F. Purinton, Marist College
• Kelly Sell, Bucks County Community College
• Richard L. Sharman, Lone Star College-Montgomery
• Gary Tucker, Northwestern Oklahoma State University
• Gregory R. W ood, Canisius College
• Anne Zahradnik, Marist College
The authors would like to thank Camille Schuster for her input, examples, and feedback on 出e first edition chapters. The authors
would also like to thank the following colleagues who reviewed the first edition text and provided comprehensive feedback and sug-
gestions for improving the material:
• Christie Amaot, University ofNorth Carolina, Charlotte
• Andrew Baker, Georgia State University
• Jennifer Barr, The Richard Stockton College ofNew Jersey
• George Bernard, Seminole Community College
• Patrick Bishop, Ferris State University
• Donna Crane, Northern Kentucky U niversity
• Lawrence Duke, Drexel U niversity
• Ma巧 Ann Edwards, College of Mount St. Joseph
• Paulette Faggiano, Southern New Hampshire University
• Bob Farris, M t. San Antonio College
• Leisa Flynn, Florida State U niversity
• Renee Foster, Delta State University
• Alfredo Gomez, Broward College
• Jianwei Hou, Minnesota State U niversity, Mankato
• Craig Kelley, California State University, Sacramento
• Marilyn Liebrenz-Himes, George Washington U niversity
• Alicia Lupinacci, Tarrant County College
• JohnM山er， Pima Community College, Downtown
• Melissa Moore , Mississippi State U niversity
• Kathy Rathbone, Tri-County Communi可 College
• Michelle Reiss, Spalding University
• Tom Schmidt, S坦lpson College
• Richard Sharman, Lonestar College
ACKNOWLEDGMENTS 3

• Karen Stewart, The Richard Stockton College ofNew Jersey

• Victoria Szerko, Dominican College
• Robert Winsor, Loyola Marymount University
 rerace

The field of marketing is changing at a breakneck pace. Most other principles of marketing textbooks are doing their best to keep up
with changes, but often 也ey fall short. Although it' s been some time since our last revision, we believe th创 Princ伊les of Marketing
3.0 contains the most-up-to-date information on what's going on in the field of marketing today- as well as how to do it. For ex-
ample, Chapter 12, which is an entirely new chapter on digital marketing, encompasses how firms go about conducting eveη吨hing
from e-mail to search-engine and social media marketing, and how students can use these techniques if they own their own busi-
nesses or want to start one.
In addition to the new chapter on digital marketing, the following are some of the new cutting-edge topics in Princ伊les ofMa仁
keting 3.0 that you may want your students to learn about:
• The sharing economy
• A伍liate marketing
• Customer engagement
• Content marketing
• Online reputation management (ORM)
• Experiential marketing
• Search-engine optimization
• User-generated content
• Social media best practices
• Social media marketing in B2B markets
• Crowdfunding and crowdsourcing
• N ew Federal Trade Commission (FTC) guidelines about paid online reviews and "likes"
• Native advertising
• Big data
• Data brokers
• Predictive anal严ics
• The Internet ofThings (IoT)
As with the previous edition, we have updated the text to include new examples, videos, and illustrations that more reflect the latest
in how marketing actually gets done.
Last, but not least, the platform for our product allows us to update it continuously. If you have suggestions for new topics and
new examples, we would love to about hear them and incorporate them in an updated version of the text.
c _~ A _e 工E_ R ]
a S ar etln ?

What makes a business idea work? Does it only take money? Why are some products a huge success and similar
products a dismal failure? How was Apple, a computer company, able to create and launch the wildly successful
iPod , yet Microsoft's fi rst foray into MP3 players was a total disaster? If the size of the company and the money
behind a product's launch were the difference, Microsoft would have won. But for Microsoft to have won , it would
have needed something it hasn't had in a wh ile-good marketing so it can produce and sell products that
consumers wan t.

50 how does good marketing get done?

1. DEFINING MARKETING

LEARNING OBJECTIVE
1. De而ne marketing and outline its components.

Marketing is defined by the American Marketing Association as "the activity, set of institutions, and
Marketing
processes for creating, communicating, delivering, and exchanging offerings 由at have value for cus-
寸he activity, set of
tomers, clients, partners, and society at large."[l] If you read the definition closely, you see that there are
institutions, and processes for
four activities , or components, of marketing: creating , communicatmg,
1. Creating. The process of collaborating with suppliers and customers to create 0岳rings 出at have delivering, and exchanging
value. offerings that have value for
customers, clients, partners,
2. Communicating. Broadly, describing those offerings, as well as learning from customers. and society at large."
3. Delivering. Getting those offerings to the consumer in a way that optimizes value.
4. Exchanging. Trading value for those offerings.
However, the traditional way of viewing the components of marketing, which emerged in the early
1950s, is based on the following four Ps:
1. Product. Goods and services (creating 0能rings).
2. Promotion. Communication.
3. Place. Getting the product to a point at which the customer can purchase it (delivering).
4. Price. The moneta巧 amount charged for the product (exchanging).
The four Ps are called the marketing mix, meaning that a marketing plan is a mix of these four com-
ponents. If the four Ps are 也e same as creating, communicating, delivering, and exchanging, you might
be wondering why there was a change. The answer is that they are not exact1y the same. Product, price,
place, and promotion are nouns. As such, these words fail to capture all the activities of marketing. For
example, exchanging requires mechanisms for a transaction , which consist of more than simply a price
or place. Exchanging requires, among other things, the transfer of ownership. For example, when you
buy a car, you sign documents 也at transfer the car' s tit1e from the seller to you. That's pa此 ofthe ex-
change process.
Even the term product, which seems pretty obvious, is limited. Does the product include services
由at come with your new car purchase (such as free maintenance for a certain period of time on some
models)? Or does the product mean only the car itself? Finally, none of the four Ps describes particu-
larly well what marketing people do. However, one of the goals of this book is to focus on exact1y what
it is that marketing professionals do.
6 PRINCIPLES OF MARKETING VERSION 3.0

1.1 Value
Value lies at the center of everything marketing does (Figure 1. 1). What does value mean?

FI G U RE 1. 1 Value: The Center of Marketing

Marketing is composed of four activities centered on customer value: creating , communicating , delivering , and
exchanging value.

When we use the term value , we mean 由e benefits buyers receive that meet their needs. In other
value
words , value is what the customer gets by purchasing and consuming a company' s offering. So, al-
Total sum of benefits though the offering is created by the company, the value is determined by the customer.
received that meet a buyer's
needs. See personalvalue Furthermore, our goal as marketers is to create a profitable exchange for consumers. By profitable,
equatlon. we mean that 由e consumer's personal value equation is positive. The personal value equation is
value = benefits received - (price + hassle)
personal value equation Hassle is the time and effort the consumer puts into the shopping process. The equation is a per-
sonal one because how each consumer judges the benefits of a product w诅 vary， as will the time and
The net benefit a consumer
receives from a product less effort he or she puts into shopping. Value , then , varies for each consumer.
the price paid for it and the One way to think of value is to think of a meal in a restaurant. If you and three friends go to a res-
hassle or e忏órt expended to taurant and order the same dish, each of you willlike it more or less depending on your own personal
acquire it. tastes. Yet the dish was exact1y the same, priced the same, and served exact1y the same way. Because
your tastes varied, the benefits you received varied. Therefore the value varied for each of you. That's
why we call it a personal value equation.
CHAPTER 1 WHAτIS MARKETING? 7

Value varies from customer to customer based on each customer' s needs. The marketing
marketing concept
concept, a ph且osophy underl抖ng all 也at marketers do, requires that marketers seek to satis马r custom-
A philosophy underlying all
er wants and needs. Firms operating with that philosophy are said to be market oriented. At 也esame that marketers do, driven by
time, market -oriented firms recognize 出at exchange must be profitable for the company to be success- satis市i ng customer wants
ful. A marketing orientation is not an excuse to fa且 to make profit. and needs.
Firms don't always embrace the marketing concept and a market orientation. Beginning with the
market oriented
Industrial Revolution in the late 1800s, companies were production orientation. They believed 由at
the best way to compete was by reducing production costs. In other words , companies thought that The degree to which a
company follows the
good products would sell themselves. Perhaps the best ex缸丑ple of such a product was Henry Ford's marketing concept.
Model A automobile, the first product of his production line innovation. Ford's production line made
the automobile cheap and affordable for just about eve巧one. The production era lasted until the
production orientation
1920s, when production -capacity grow由 began to outpace demand grow由 and new strategies were
A belief that the way to
called for. There are, however, companies that st山 focus on production as 由e way to compete.
compete is a function of
From the 1920s until after World War 11, companies tended to be selling orientation, meaning product innovation and
由ey believed 让 was necessa巧 to push their products by heavi与 emphas泣ing advertising and selling. reducing production costs, as
Consumers during the Great Depression and World War 11 did not have as much money, so the com- good products appropriately
petition for their available dollars was stiff. The result was this push approach during the selling era. priced sell themselves.
Companies like the Fuller Brush Company and Hoover Vacuum began selling door-to-door and the production era
vacuum-cleaner salesman (they were always men) was created. Just as with production, some compan- A period beginning with the
ies still operate with a push focus. Industrial Revolution and
In the post- World War 11 environment, demand for goods increased as 也e economy soared. concluding in the 1920s in
Some products, limited in supply during W orld War 11, were now plentiful to the point of surplus. which production-orientation
Companies believed 由at a way to compete was to create products different from the competition, so thinking dominated the way
in which fi rms competed.
many focused on product innovation. This focus on product innovation is called the product orient-
ation. Companies like Procter & Gamble created many products that served the same basic function
selling orientation
but with a slight twist or difference in order to appeal to a different consumer, and as a result products
proliferated. But as consumers had many choices available to 也em， companies had to find new ways to A philosophy that products
compete. Which products were best to create? Why create them? The answer was to create what cus- must be pushed through
selling and advertising in
tomers wanted, leading to the development of the marketing concept. During this time, the marketing order for a fi rm to compete
concept was developed, and from about 1950 to 1990, businesses operated in the marketing era. successfully.
selling era
A period running fromthe
1920s to unti l 拍erWorld War
川 i n which the selling
orientation dominated the
way firms competed.

product orientation
A philosophy that focuses on
competing through product
innovation.
marketing era
From 1950 to at least 1990
(see service-dominant logic
era, value era, and one-to-one
era) , the dominant
philosophyamong
businesses is the marketing
concept.
8 PRINCIPLES OF MARKETING VERSION 3.0

So what era would you say we' re in now? Some call it the value era: a time when companies em-
value era
phasize creating value for customers. Is that really different from the marketing era, in which the em-
From the 1990s to the phasis was on fulfilling the marketing concept? Maybe not. Others call today' s business environment
present, some argue that
白 rm s moved into the value
the one-to-one era, meaning that the way to compete is to build relationships with customers one at a
era, competing on the basis time and seek to serve each customer' s needs individually. For example, the longer you are customer of
of value: others contend that Amazon, the more detail 由ey gain in your purchasing habits and the better they can target you with
the value era is simply an offers of new products. Wi出 the advent of social media and the empowerment of consumers through
extension of the marketing ubiquitous information that includes consumer reviews, there is clearly greater emphasis on meeting
era and is not a separate era. customer needs. Yet is that substantially different from the marketing concept?
one-to-one era Still others argue 出at this is the time of service-dominant logic and 由at we are in the service-
From the 1990s to the dominant logic era. Service-dominant logic is an approach to business 由at recognizes 由at con-
present, the idea of SU1丑ers want value no matter how it is delivered, whether it's via a product, a service , or a combination
competing by building of the two. Although there is merit in this belief, there is also merit to the value approach and the one-
relationships with customers to-one approach. As you will see throughout this book, all three are intertwined. Perhaps, then , the
one at a time and seeking to
name for this era has yet to be devised.
serve each customer's needs
individually. Whatever era we're in now, most historians would agree 出at defining and labeling it is di伍cult.
Value and one-to-one are both natural extensions of the marketing concept, so we may st诅 be in the
marketing era. To make matters more confusing, not all companies adopt the philosophy of the era.
service-dominant logic
For example, in the 1800s Singer and National Cash Register adopted strategies rooted in sales, so they
An approach to business that operated in the selling era fo此y years before it existed. Some companies are st山 in the selling era. Re-
recognizes that customers do cent1y , many considered automobile manufacturers to be in the trouble 也ey were in because 出eywork
not distinguish between the
tangible and the intangible too hard to sell or push product and not hard enough on delivering value.
aspects of a good or service,
but rather see a product in Creating Offerings That Have Value
terms of its total value.
Marketing creates those goods and services 由at the company offers at a price to its customers or cli-
service-dominant logic era ents. That entire bundle consisting of the tangible good, the intangible service, and the price is the
The period from 1990 to the company's offering. When you compare one car to another, for example, you can evaluate each of
present in which some these dimensions- the tangible , the intangible, and the price- separately. However, you can't buy one
believe that the philosophy manufacturer's car, another manufacturer's service, and a third manufacturer's price when you actually
of service-dominant logic
make a choice. Together, the three make up a single firm's offer.
dominates the way fi rms
compete. Marketing people do not create the offering alone. For example, when the iPad was created,
Apple's engineers were also involved in its design. Apple's financial personnel had to review the costs
of producing the offering and provide input on how it should be priced. Apple' s operations group
。仔:ering
needed to evaluate the manufacturing requirements 出e iPad would need. The company' s logistics
The entire bundle of a managers had to evaluate the cost and timing of getting the offering to retailers and consumers. Apple' s
tangible good, intangible
dealers also likely provided input regarding the iPad' s service policies and warranty structure. Market-
service, and price that
composes what a company ing, however, has the biggest responsib过ity because it is marketing's responsibility to ensure that the
o忏ers to customers. new product delivers value.

Communicating Offerings
Communicating is a broad term in marketing that means describing the offering and its value to
Communicating
your potential and current customers, as well as learning from customers what it is they want and like.
In marketing , a broad term Sometimes communicating means educating potential customers about the value of an offering, and
meaning describing the
sometimes it means simply making customers aware of where they can find a product. Communicating
offering and its value to
potential customers, as well also means 由at customers get a chance to tell the company what they think.
as learning from customers. Today companies are finding that to be successful, they need a more interactive dialogue with their
customers. In other words , firms need to "engage" customers so they aren't just passive buyers of their
products. Instead，由ey want to make their customers "fans" of their products , talk about them on so-
cial media and elsewhere to one other. As part of the effo此， companies are also trying to tap into want
customers want and can be improved. For example, JCPenney has created consumer groups that talk
缸丑ong themselves on JCPenney-monitored websites. The company might post questions , send
samples, or engage in other activities designed to solicit feedback from customers.
Mobile devices like iPads and smartphones, make mobile marketing possible too. For example, if
consumers check-in at a shopping mall on Foursquare or Facebook, stores in the mall can send
coupons and other offers direct1y to their phones and tablets.
CHAPTER 1 WHAτIS MARKETING? 9

FIGURE 1.2
A BMW X5 such as this one costs much more than a Honda CRV, which is a similar type of vehicle. But why is the BMW worth more? What makes up
the complete offering that creates more value?

Source: iStock 58584340

Companies use many forms of communication, including advertising on the Web or FIGURE 1.3
television, on billboards or in magazines, through product placements in movies , and Some social media sites , including Foursquare
through salespeople. Other forms of communication include attempting to have news and Facebook. allow consumers to make their
media cover the company's actions , which is part of public relations (PR) , pa此icipating locations known to businesses when they are
in special events such as the annual International Consumer Electronics Show in which nearby them. The firms can then send offers to
Apple and other companies introduce their newest gadgets, and sponsoring special the consumers' mobile phones or tablets for
immediate use.
events like the Susan G. Komen Race for the Cure.

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Source: Flickr.
10 PRINCIPLES OF MARKETING VERSION 3.0

Delivering Offerings
Marketing can't just promise value, it also has to deliver value. Delivering an offering that has value is
delivering
much more than simply getting the product into the hands of the user; it is also making sure that the
In marketing , as in delivering user understands how to get the most out of the product and is taken care of if he or she requires ser-
value, a broad term that
飞rice later. Value is delivered in part through a company's supply chain. The supply chain includes a
means getting the product to
the consumer and making number of organizations and functions that mine, make, assemble, or deliver materials and products
sure that the user gets the from a manufacturer to consumers. The actual group of organizations can va巧 greatly from industry
most out of the product and to industry, and include wholesalers, transportation companies, and retailers. Logistics, or the actual
servlce. transpo此ation and storage of materials and products, is 由e primary component of supply chain man-
supply chain agement, but there are other aspects of supply chain management 也at we will discuss later.
AIIof the organizations that
participate in the production, Exchanging Offerings
promotion , and delivery of a
product or service from the In addition to creating an 0岳ring， communicating its benefits to consumers, and delivering the offer-
producer to the end ing, there is the actual transaction, or exchange, that has to occur. In most instances, we consider the
consu 付ler. exchange to be cash for products and services. However, if you were to fly to Louisville, Kentucky, for
由e Kentucky Derby, you could "pay" for your airline tickets using frequent孔ier miles. You could also
logistics use Hilton Honors points to "pay" for your hotel, and cash back points on your Discover card to pay
The physicalfiow of materials for meals. N one of these transactions would actually require cash. Other exchanges, such as informa-
in the supply chain. tion about your preferences ga出ered through surveys, might not involve cash.
When consumers acquire , consume (use) , and dispose of products and services, exchange occurs,
exchange including during the consumption phase. For example, via Apple's "One-to-One" program, you can
The transaction of value, pay a yearly fee in exchange for additional periodic product training sessions with an Apple profession-
usually economic, between a al. So each time a training session occurs, another transaction takes place. A transaction also occurs
buyer and seller. when you are finished with a product. For example, you might sell your old iPhone to a friend, trade in
a car, or ask the Salvation Army to pick up your old refrigerator.
Disposing of products has become an impo此ant ecological issue. Batteries and other components
of cell phones, computers, and high-tech appliances can be ve巧 harmful to the environment, and many
consumers don't know how to dispose of these products properly. Some companies, such as Office De-
pot, have created recycling centers to which customers can take their old electronics.
Apple has a Web page where consumers can fill out a form , print it, and ship it along with their old
cell phones and MP3 players to Apple. Apple then pulls out the materials 出at are recyclable and prop-
erly disposes of those that aren't. By lessening the hassle associated with disposing of products, 0伍ce
Depot and Apple add value to their product offerings.

The focus of marketing has changed from emphasizing the product, price, place , and promotion mix to one
that emphasizes creating , communicating , delivering , and exchang ing value. Value is a function of the be-
nefits an ind ividual receives and consists of the price the consumer paid and the time and effort the person
expended making the purchase.

R EVIEW UESTIONS

1. What is the marketing mix?

2. How has marketing changed from the four Ps approach to the more current value-based perspective?
3. What is the personal value equation?
CHAPTER 1 WHAτIS MARKETING? 11

2. WHO DOES MARKETING?

LEARNING OBJECTIVE

1. Describe how the various institutions and entities that engage in marketing use marketing t。
deliver value.

The short answer to the question of who does marketing is "everybody!" But that answer is a bit glib
and not too useful. Let's take a moment and consider how different types of organizations engage in
marketing.

2.1 For-Profit Companies

The obvious answer to the question, "Who does marketing?" is for-profit companies like McDonald's,
Procter & Gamble (the makers of Tide detergent and Crest toothpaste) , and Walmart. For ex缸丑ple，
McDonald' s creates a new breakfast chicken sandwich for $1.99 (the offering) , launches a television
campaign (communicating), makes the sandwiches available on certain dates (delivering) , and then
sells them in its stores (exchanging). When Procter & Gamble (or P&G for short) creates a new Crest
ta此ar control toothpaste, it launches a direct mail c缸丑paign in which it sends information and samples
to dentists to offer to their patients. P&G then sells the toothpaste through retailers like Walmart,
which has a panel of cons山丑ers sample the product and provide feedback through an online com-
munity. These are all examples of marketing activities.
For-profit companies can be defined by the nature of their customers. A B2C (business-to-con-
sUI口er) company like P&G sells products to be used by consumers like you, while a B2B (business-to-
business) company sells products to be used within another company' s operations, as well as by gov-
ernment agencies and entities. To be sure, P&G sells toothpaste to other companies like Walmart (and
probably to the army, prisons, and other government agencies) , but the end user is an individual
person.
Other ways to categorize companies that engage in marketing is by the functions they fulfill. P&G
is a manufacturer, Walmart is a retailer, and Grocery Supply Company is a wholesaler of grocery items
and buys from companies like P&G in order to sell to small convenience store chains. Though they
have different functions , all these 句pes of for-profit companies engage in marketing activities. Wal-
mart, for example, advertises to consumers. Grocery Supply Company salespeople will call on conveni-
ence store owners and take orders, as well as build in-store displays. P&G might help Walmart or Gro-
cery Supply Company with templates for advertising or special ca此ons to use in an in-store display, but
all the companies are using marketing to help sell P&σs toothpaste.
Similarly, all the companies engage in dialogues with their customers in order to understand what
to sell. For Walmart and Grocery Supply, the dialogue may result in changing what they buy and sell;
for P&G, such customer feedback may yield a new product or a change in pricing strategy.

2.2 Nonprofit Organizations

Nonprofit organizations also engage in marketing. When the American Heart Association (AHA) cre-
ated a heart-healthy diet for people with high blood pressure, it bound the diet into a small book, along
with access to a special website that people can use to plan their meals and record their health-related
activities. The AHA then sent copies of the diet to doctors to give to patients. When does an exchange
take place, you might be wondering? And what does the AHA get out of the transaction?
From a monetary standpoint, the AHA does not direct1y benefit. Nonetheless , the organization is nonpr。而t marketing
meeting its mission , or purpose, of getting people to live heart-healthy lives and considers the c缸丑­
paign a success when doctors give the books to their patients. The point is that the AHA is engaged in Marketing activities
conducted to meet the goals
the marketing activities of creating, communicating, delivering, and exchanging. This won't involve the of nonprofit organizations.
same kind of exchange as a for-profit company, but it is marketing. When a nonprofit organization en-
gages in marketing activities，出is is called nonprofit marketing. Some schools offer specific courses
in nonprofit marketing, and many marketing majors begin their careers with nonprofit organizations.
Government entities also engage in marketing activities. For example, when the US Army advert-
ises to parents of prospective recruits , sends brochures to high schools, or brings a Bradley Fighting
Vehicle to a state fair , the army is engaging in marketing. The US Army also listens to its constituen-
cies, as evidenced by recent research aimed at understanding how to serve military families more effect-
ively. One result was advertising aimed at parents and improving their responses to their children's
12 PRINCIPLES OF MARKETING VERSION 3.0

interests in joining the army; another was a program aimed at encouraging spouses of military person-
nel to access counseling services when their spouse is serving overseas.
Similarly, the Environmental Protection Agency (EPA) runs a number of advertising campaigns
designed to promote environmentally friendly activities. One such campaign promoted the responsible
disposal of motor oil instead of simply pouring it on the ground or into a storm sewer.
social marketing There is a difference between these two 句pes of activities. When the army is promoting the be-
nefits of enlisting, it hopes young men and women will join 出e army. By contrast, when the EPA runs
Marketing conducted in an commercials about how to properly dispose of motor oil, it hopes to change people' s attitudes and be-
effort to achieve social
change. haviors so that social change occurs. Marketing conducted in an effort to achieve certain social 0问ect­
ives can be done by government agencies, nonprofit institutions, religious organizations, and others
and is called social marketing. Con世ncing people 出at global warming is a real threat via advertise-
ments and commercials is social marketing, as is 由e example regarding 出e EPA' s campaign to pro-
mote responsible disposal of motor oil.

2.3 Individuals
If you create a résumé, are you using marketing to communicate the value you have to offer prospective
employers? If you sell yourself in an interview, is 由at marketing? When Taylor Swi丘 sends a tweet
about where she is and what she had for lunch, is that marketing? In other words , can individuals mar-
ket themselves and their ideas?
Some marketing professionals say ((no." But today, more marketing professionals are saying ((yes,"
and that self-promotion is a form of marketing. Ultimately it may not matter what you are marketing,
even if it' s yourself or another person. If, as a result of reading this book, you learn how to more effect-
ively create value , communicate and deliver it to the receiver, and get something in exchange for it,
then we've achieved our purpose.

Marketing can be thought of as a set of business practices that for-profit organizations, nonprofit organiza-
tions , government entities, and individuals can utilize. When a nonprofit organ ization engages in marketing
activities , this is called nonprofit marketing. Marketing conducted in an e忏órt to achieve ceπain social object-
ives is called social marketing.

R EVIEW UESTIONS

1. What types of companies engage in marketing?

2. What is the difference between nonprofit marketing and social marketing?
3. What can individuals do for themselves that would be considered marketing?

3. WHY STUDY MARKETING?

LEARNING OBJECTIVE

1. Explain the role marketing plays in individual 伽ms and society as a whole.

3.1 如1arketing Enables Profitable Transactions to Occur

Products don't , contrary to popular belief, sell themselves. Generally, the ((build it and 由eyw山 come"
ph且osophy doesn't work. Good marketing educates customers so that they can find the products they
want, make better choices about those products , and extract 出e most value from them. In this way,
marketing helps facilitate exchanges between buyers and sellers for the mutual benefit of both parties.
Likewise , good social marketing provides people with information and helps them make healthier de-
cisions for themselves and for others.
CHAPTER 1 WHAτIS MARKETING? 13

Of course, all business students should understand all functional areas of the firm , including mar-
keting. There is more to marketing, however, than simply understanding its role in the business. Mar-
keting has tremendous impact on society.

3.2 Marketing Delivers Value

Not only does marketing deliver value to customers, but also that value translates into the value of the
firm as it develops a reliable customer base and increases its sales and profitability. So when we say that
marketing delivers value , marketing delivers value to both the customer and the company. Franklin D.
Roosevelt, the US president with perhaps 出e greatest influence on our economic system, once said, "If
1 were sta此ing life over again , 1 am inclined to think that 1 would go into the advertising business in
preference to almost any other. The general raising of the standards of modern civilization among all
groups of people during the past half century would have been impossible without the spreading of the
knowledge of higher standards by means of advertising."[2] Roosevelt referred to advertising, but ad-
ve此ising alone is insu伍cient for delivering value. Marketing finishes the job by ensuring that what is
delivered is valuable.

3.3 Marketing Benefits Society

Marketing benefits society in general by 坦lproving people's lives in two ways. First, as we mentioned, it
facilitates trade. As you have learned, or willlearn , in economics, being able to trade makes people's
lives better. Otherwise people wouldn't do it. (Imagine what an awfullife you would lead if you had to
live a Robinson Crusoe-like existence as did Tom Hanks's character in the movie Castaway.) In addi-
tion, because better marketing means more successful companies, jobs are created. This generates
wealth for people, who are then able to make purchases, which, in turn, creates more jobs.
The second way in which marketing improves the quality of life is based on the value delivery
function of marketing, but in a broader sense: When you add all the marketers together who are trying
to deliver offerings of greater value to consumers and are effectively communicating that value , con-
sUI口ers are able to make more informed decisions about a wider array of choices. From an economic
perspective, more choices and smarter consumers are indicative of a higher quality of life.

3.4 Marketing Costs 岛10ney

Marketing can sometimes be 出e largest expense associated with producing a product. In the so丘 drink
business, marketing expenses account for about one-third of a product's price-about 由e same as the
ingredients used to make the so丘 drink itself. Some people argue 由at society does not benefit from
marketing when it comprises such a huge chunk of a product's final price. In some cases, that argu-
ment is justified. Yet when marketing results in more informed consumers receiving a greater amount
of value , then the cost is justified.

3.5 Marketing Offers People Career Opportunities

Marketing is the interface between producers and consumers. In other words , it is the one function in
the organization in which the entire business comes toge由er. Being responsible for both making
money for your company and delivering satisfaction to your customers makes marketing a great career.
In addition , because marketing can be such an expensive part of a business and is so critical to its suc-
cess, companies actively seek good marketing people. As you willlearn, there's a great variety of jobs
available in the marketing profession. These positions represent only a few of the oppo口unities ava过­
able in marketing.
• Marketing research. Personnel in marketing research are responsible for studying markets and
customers in order to understand what strategies or tactics might work best for firms.
• Merchandising. In retailing, merchandisers are responsible for developing strategies regarding
what products wholesalers should carry to sell to retailers such as Target and Walmart.
• Sales. Salespeople meet with customers, determine their needs , propose offerings, and make sure
that the customer is satisfied. Sales departments can also include sales support te创丑swhowork
on creating the offering.
• Advertising. Whether it's for an advertising agency or inside a company, some marketing
personnel work on advertising. Television commercials and print ads are only pa忱。fthe
14 PRINCIPLES OF MARKETING VERSION 3.0

advertising mix. Many people who work in advertising spend all their time creating advertising
for electronic media, such as websites and their pop-up ads , podcasts, and the like.
• Product development. People in product development are responsible for identi马ringand
creating features 出at meet the needs of a firm' s customers. They 0丘en work with engineers or
other technical personnel to ensure that value is created.
• Direct marketing. Professionals in direct marketing communicate direct1y with customers about
a company's product offerings via channels such as email, chat lines, telephone, or direct mail.
• Digital marketing. Digital marketing professionals combine advertising, direct marketing, and
other areas of marketing to communicate direct1y with customers via social media, the Web , and
mobile media (including texts). They also work with statisticians in order to determine which
consumers receive which message and with IT professionals to create the right look and feel of
digital media.
• Event marketing. Some marketing personnel plan special events, orchestrating face-to-face
conversations with potential and current customers in a special setting.
• Nonprofit marketing. Nonprofit marketers 0丘en don't get to do eveη咋hing listed previously as
nonprofits typically have smaller budgets. But their work is always very impo此ant as they try to
change behaviors without having a product to sell.
New graduates like Carly Sedberry are finding A career in marketing can begin in a number of different ways. Entry-level positions for
work in the marketing 币eld to be rewarding. new college graduates are available in many of the positions previously mentioned.
Carly Sedber巧， a 2014 graduate of the U niversity of Missouri in Columbia, initially
majored in broadcast journalism, but found herself yearning for more opportunities to
satis马r her creative side and work with creative people. 旬， Sedberry switched her m司 or
to strategic communication. Today she's an account executive for the Dallas advertising
agency Slingshot. How does she like her job? "As an account executive, I am a part of
the process from the beginning, so seeing how an amazing idea can come to life is
something I w山 never get tired of," she says. "Which brings me to the most rewarding
thing about my job: the end product. When my client is happy about the work we did
and my team is proud of the work we did, nothing is better than 也at."
A growing number of CEOs are people with marketing backgrounds. Some le-
gendary CEOs like Ross Perot, the founder of Electronic Data Systems, and Mary Kay
Photo courtesy of Kevin J. Hamm Ash, the founder of Mary Kay Cosmetics, got their sta此 in marketing. More recent1y ,
Mark Hurd, the CEO of Oracle, and Jeffrey Immelt, the CEO of GE , are showing how
marketing careers can lead to the highest pinnacles of an organization.

3.6 Criticisms of Marketing

Marketing is not without its critics. False advertising and deceptive marketing practices, even by seem-
ingly reputable companies, are on ongoing concern. A couple of years ago , the consumer electronics
company N okia was forced to apologize for impl泸ng that a video it used in its ads to promote one of
its smart phones was taken with the phone when 让 wasn't. [3] The U.S. Federal Trade Commission sued
the shoemaker Reedbook for its ads claiming the company' s "Easy Tone" sneakers improved the tone
of people's legs and backsides better than other sneakers. The FTC said the claims were "over-hyped,"
and the company 叫timately agreed to issue $25 million in customer refunds to sett1e the FTC's law-
suit. [4]
We already mentioned that one reason to study marketing is because it is cost1y , and business lead-
ers need to understand the cost/benefit ratio of marketing in order to make wise investments. Yet that
cost is precisely why some criticize marketing. If that money could be put into research and develop-
ment of new products, perhaps 出e consumers would be better satisfied. Or, some critics argue, prices
could be lowered. Marketing executives, though , are always on the lookout for less expensive ways to
achieve the same performance, and do not intentionally waste money on marketing. For example, as
you willlearn later in the book, digital marketing is allowing companies to more accurately target cus-
tomers with ads for products 也ey are truly interested in rather than those they are not.
Yet another criticism of marketing is that it fuels consumerism, which is the tendency
of consumers to want more and more products and services they don't really need. Fashion marketing
creates demand for high-dollar jeans when much less expensive jeans can ful血1 the same basic func-
tion. Taken to the extreme, consumers may take on significant amounts of credit-card debt to satis马r
the wants created by marketing. The critics of consumerism also argue that the demand for products
marketing creates leads to more manufacturing and pollution than is necessa巧， which harms the
environment.
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S90 THE PATHFINDER. this year or the ne:tt ; and as for

myself, whj if I were on the seaboard I shonld know what to do —
but up here in this Watery wilderness, I can only say tiiat if I were
bdiind that bit of a bulwark, it would take a good deal of Indiaa logic
to rowse me out of it," " Youll no be minding all your 'tmde -says,
pretty Mabel" put in Mttir, ^ for distress is ob^tdously fast unsettling
his faculties, and he is ^r ft'om ealctdaiting all tike neoessi-^ ties of
the emergency. We are "in lHne hanids'heiieof -very considerate abd
gendemanly pidrsonis^ % must be adknoVledged, and one has Ilttie
ocdasibn to apprehend disagveiaable^ violence. The ca^alties that
hiave occuived 80*0- the' comnioh inmdents of Imr, idtid cam no*
chalig^'oar. sentiments of 1ii<3 enemy, for they af e l&r from
ibdicating that any i&jus-: ti^ie will be done th^ prisoners*' I'm
sulre that neither Mas-, ter Cap nor myself 'hab any cause of
complaint since we have ^en ourselves. up to Master Arrowhead,
who reminds me of a Boman, or a* Spartan, t^ his virtnes and
m6dera^ tion ; but yell be remembering' that usages differ, and that
o^r scalps may be lawful sacrifices to appease the teaneff of fallen
foes, unless you sAvef them hy oapituiation/' '^ 1 shall do wiser to
keep within &e blodk
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THE PATHlflMDEB. SM eomplaisant than this ehief, or who

is more fiimiliar with die laws of decorum." ^ No leave
bloo^^hoiise,'' muttered Jane) who stood at Mabei's side, attentlTe-
to all that passed. * ^^ Blodk-honse good ; got no scalp." Onr
heroitte might hkre ji^ded^ bdt fop this appeal ; for it began to
appear t6 her^ thai the wisest «oatse would 'be to conciliate the
enemy by concessions, instead -of eacasper»> ating them by
reststanee. • They must leivow thai Mui^ and her undo were in t^ir
power ; thai' there was no man in the* buiiditig ; amd -she fiittoied
Hihey ' might proeeed to batter down tiie door, or to cot tUeip way
thrcwgh the -logfr with aices, if riie obstinateiy fefused to pre them
peaeeaUe ad« mission, since' th^re was no longer- any reason to
dread the rifle. But the words of June induced' her to hesitate ; and
the earnest {M*essare of the hamd, aad entveatizig loo^s of her
companion, strengthened a resolution' that was fiedtering. ' ^^'No
prisoner yet," wUsp^ed Jube; ^let 'em make prisoner, before *ej
take prisoner — talk big ; June manage'eiiL" Mabel now began to
paliey more resolutely with Muir, fbr her uncle -seeiAed disposed to
quiet lus conscienoe by holding his tongue ; and she plainly
intiiQated that it waa not her intention to yield the buOding. "You
forget the capitulation, Mistress Mabel," said Muir I " the honor of
one of his Mit^esty -s servants b concerned ; and the honor of his
Majesty, through his servant You will remember the finesse and
delicacy that belong to military honor?* ^I know enough, Mr. Muir,
to understand that you have no command in this expedition, and,
therefore, can have no rigfat to yidd 1^ blo(^-house ; and I
remember, moreover, to have heard my fitther say, tliat a prisoner
loses all his authority^ for the time being." ^ Bank sophistry, pretty
Mabel, a&d treason to the king, as well as dishonoring his
commission, and discrediting his name. You'U no be persevering in
your intentions, when your better jud^ent has had leisure to reflect,
and to make oondusions on matters and circumstaaces "
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8^ TIBDS PATHFmOtSK. ^Aye," put in Cap^ ^this i$ a

citvqiBfltoDQe) and te d dtoiti" ^ No mind whai 'e nnele My/'
^acnUted Jun^, who was oocofded in a £ir oomar of tt>9 foanu
^Block*luHuae|pood; got no scalp." ^ I ihall remain as I aoi, Mr.
Hairy until I get some tidings of my fiitlier. He will letnrn in the
oourse of the next ten days.'' ^Ah! ll^hely tins artifiee wH no
deoeiTe the enemy, who^ by means that WHild be nointeUigible, did
not our saspidons rest on an nnhtqppy yoong man with too mnoh
plausibility, are fawiliar witfi ail our doings and plans, and well know
that the son will not set be£;>re tbe wjocthy $er'' geant and his
oHnpAnions wiU be in their power. Aweell Submission to ProyidenQa
is tmly a Oiristian virtne I " ^ Mr. Mnir, yon appear to be deoBived in
the strength of this woric, and to foney it weaker than it is. Do yoa
deara to see what I can do in the way of d^mse, if so disposed?" ^I
dinna' mind if I do/' answered the quartermaster, who always giew
Scotch ae he grew interested. ^ What do yon thmk of that, thcA?
I^ook at the loop ef the upper story." As soon as Mabel had spoken,
all eyee were tnmed upwards and beheld the miuale of a rifle
cautioasly thrust Uirou^ a hole •^— June having resorted again to a
nae that had already proved so suooessfoL The result did not
disa{^int e3q)6etation. No sooner did the Indians catch a sight of
the fsttal weapon, than they leaped aside, and in less than a minate
every man among them had sought a cover. The French offiosr kept
his eye on the barr^ of the piece, in order to ascertain that it was
not pointed in his partioilar directi
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jon m iStmZ woo^n tower, that seemeth 00 bloody-fldnded

? There is necromancj about iMn matter, and all otir characters may
be iBTolred in the explanation.** ^ What do je think of Uie
Pathfinder, Master Mtdr, for a garrison to so strong a post I ** cried
Mabel, resorting to an eqidTooalioii that Uie dreumstances rendered
very excosable. ** What will yonr French and Indian oompsniona
think of Uie aim of the Pathfinder's rifie ? ** ^ Bear gently on ^
imfi^unate, pretty Mabel, and do not conibnnd the king's servants
^^ may Heaven bless hhn and all his voytA linei^ ! — ^ with the
king's enemies. If Pathfinder be indeed in the blook-honse, let him
speak, and we win hold onr negotiations dfrectly with him.
Heknowsns as friends, and we fisar no ev3 at Ids hasMiB, and least
of afi to myself; for a gen6iK>ns mind is apt to render rivalry in a
oertain Interest a sure gronnd of respect and amity t since
admiration of liie same woman proves a community of feeling and
tastes.** The reliance on Pathfinder's friendship did not extend
beyond the qnartermaster and Cap, however, for even the French
officer, who had hichei^ «tood fm ground so well; shrank back at
the soond of the tMfrilto name. So unwilling indeed did this
mdlvidua], a man of iron nerves, and onfe kmg accustomed to the
dangers of Ihe peculiar warfare in which he was engaged, appear to
be to remain exposed to the assaidts of EBldeer, whose reputation
throughout all tiiat frontier wa» a» weD establiBbed as that of
Marlborough in Europe, Aat he did nllow him. Mabel was too glad to
be rid of her enemies to lament the departure of her friends, though
she kissed her hand to Gap, tiirougfa the loop> and oaUed out to
him in t^ttia
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9M im PA7WIN0BB. wGJce gpmg> aa if thej bad

no^oOfioer&'OQ tkeiF-mmlB. 'Th» infoiiimtioh greatljreUeved
ilM^bel, and she began to turn bdr thoughts again to. the means oi
^fiecling her own esoape, or at least of letting her fi^l^herknofvviof
th^danger that awaked him. The. sergeant iwas .eitpected to return
that a£^rnoon> and she, knew that a^mpn^^t gaiiaued pr lost
migh^ d^^da his fate. . > ' . ^. . Three or four hoi^s fl€fw bij*
VTJiei islatid W£Ui agdin buried in a profound qiu^t, ;(rap i^iflt
allowed her to go . structed by t^e .topsof trees*. Xh^ .anxious gitl
did not dare to trust her person in sigMi. knpwiog well Ijiat: the
unrestrained passions of some savage might.indooe bim tp send a
bullet tiiu^ough her br^unw • Sbeti^^elykiei^ h^ head ont of the
trap^ tb^efore^ whence, in tbe^ oourte of the afternoon, . she
jiia4e as .n^urf isuinr^ys : of. the...d^ere&l channels about th^
i^hmd^ lis ^* AniKe» sister Amie," tgok cf the. env;^ons of the
castle of Blue: SeajiG^ i The. sun bad actually set, ano
intejl^giewiee had been re* ceived from the ,bo8M^ and -Mabel
asc«?4ed:.to tile rooi^ to take a lac^^pok, bopM^g tbat the
^psvrtjf .irPuld hmm in the darkness; whi(sh wpuld.nt' le$»%
pYOYdnt the/ Ibudians from rendering tbe^ ^ ^ajubiisoade ' as :
&lal M . it . might otberwisp prove, and which. 'fio^sibly might.
enaUe ber to givd sos^ more intel%ibl^ si^al by means of Sxej than
it Would ^th^^* wise be in her pofrer- to.dpL i Uer eyet luid turned
carefully round the whole bori^on^ and abe .Wtts just. on the-pcint
of drawing in her person, when an"#bje»at that'Struok' ber as new
caqghtberattentionj The jualands lay grouped, ae cb)qely, tfi# six,.;
or eight, different chattn^ or passages between t^em.were jn view
^ and in. one of the' nost /covered, con* ceali^d in a ;gr«a^
measure vby-ihe- bushes of the. shore, lay^ wbat a second 460k
.assured ht^Vf was a bark canoe. It contained a. huipan being
beypnd' a xju^^iion* Gonident thai,
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THE PATHflNDBR. 89fi if .an enemy, her aignid could do bq

harm, and, ii a frieod^ that it might do good, the eager girl waved a
little flag towards the atraoger, which she had prepared for her
£»ther, taking care that it should not be seen from tbe island. Mabel
had repeated her signal eight or ten times in vain, and she began to
despair of its heing notiiced, when a sign was given in return, bj the
wave of a paddle^ and the man so far disooviired. himself, as, to let
her see it was Chingachgook* Here, then, at last, was. a friend; one,
tgo, who was aUd, and she doabted not: would be willing to aid herl
From that instant her courage .and her spirits revived^ The Mohican
had seen her ; iaiiist>h&ve reoogniaed her, as he knew that she was
of the part^.; jUbA no doubt, as soon as it was sufficiently dark, he
would, i take the 4tepB necessary to release her. That he was aware
of the presence of the enemy was apparent by the great caution he
observed, and ahe had every reliance on his prudence and address.
The principal difficulty now existed with Jane^ for Mabel had seen
too much of her fidelity to her own people^ ;relieved as it was by
sympathy for herself, to believe ehe would con-> sent, to a hoitile
Indian's entedng. the block-house^ or indeed to her leaving it, with
a view to defea/t Arrowhead's plans. The half hour, that succeeded
the disoorery of the pres^ice of tber Gnoat Serpent, was the most
painfol of Mabel Danham's life. She saw the means of eff^ting all
she wished* as it mi^bt be within reach of Imr haud^ and yet it
eluded her g[raap..' She knew. June's decision ^nd coolness, not-*
withstanding jdl her gentleisess and womanly feeliog,.and at last she
came reluntantly to the conclusion that there wa^ no other, way of
attaining her end, than by deceiving her tried companion and
^proteotor. It was revolting to one as sincere and natural, i|M. pure
of hearty and a9 much disposed to it^enuousmesa as Mahel
Dunham, .to practice deception on .a friend . liko Jtme ; but her own
lather's life was . at stake, her companigo .wpuld receive no positive
injury, and $he had ^lingft aod interests: direcdy tojaching herself
that would have removed greater scruples. . . As soon as it was
dark, Mabel's heart began to beat with i^olence i :and she adopted
and chai^ged her plan of pro 
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S9o THE vAtunmmu eeedii^ at least a dozea tiines m the

eovme ^ a siogle hour. June was always the source of her greatest
emharrassment ; for she cUd not well see, firstly, how she was to
ascertain when Chingachgook was at the door, where die donhted
ndt he would soon af^ar ; and, secondly, how she was to admit him
witlM^nl giving the alarm ta her watch* fbl companioB. lime
pressed^ howeTer ; for the Mohican might come and go away again,
unless she were ready ta receive him. It wovld be too haEardous to
the Delaware to remain long on the island; and/it became absolotelj
necessary to determine on some eonrsOy even at the rii^ of
choosing one that was indiseiieet After rsmning over varioos projects
in her mind, therafbre, Mahal came to her eon^Mmion and said,
with as* much calmness as die could assume : — ^Are yon not
afraid, June, now your people belieTO Paihfinder is in tiie
blodb4iouse, that they will como and try to set it on &e ?** < we
cannot know. They hid beeause they beMsfted what I told them of
Patyioder^s bemg with u&" ^ BelieTO fear. Fear come ^uick, go
quick. Fear make run away; wit make come baek. Fear make warrior
fool, as well as young girL'* Here June laughed, as her sex is apt to
laugh, when anything particularly lodkrous crosses their yo«rthfol
fancies. ^ I fed uneasy, June ; and wish you yourself would go i^
again to the roof and look out mp&Bk the island to make certain that
Bothii^ is plotting a^dnst us$> jou to^ow the signs of what your
people intend to do better than L" * ^ June go, Liiy wish ; but yery
w^- knew that Indiaa sleep ; wait for fiidor. Warrior eat, drink^
sleeps all timot when don't £ght^ aiid go on war
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THE PATHFmDEV. 397 ^ptnaeAf whli her foot on the first

round of the ladder. Ma* bel's heart beat so violentlj that she was
fearful its throbs woald be heard ; and riie fancied that some
gleamings of her real inientioDs had crossed the nund of her friend.
She was nght^ in part; the Indiaii woman having actually stopped to
consider whether there was anj indiscretion in what she was about
to do. At flist^ ibB suspicion that Ma* bd intended ta escape flashed
across her nund ; then she re* jected ity on the ground: tiuit tlie
pale»fiK» had no means of gettii^ cdF the ishmd, and tliat the bloek-
house was much the most secure place she oould find. The next
thought wa% thttt Mabel had detected some sign of the near
ap^^oaoh of her fiither. This idea, too, lasted but a& instant ; fi>r
June eotertaiiied some such opinibn of her con^Mmion's abilily to
understand sjnq>toms of this sort -— symptoms that had escaped
her own sagadty •«- as a woman €i high fesfaion entertains of the
aocomplishments of her maid. Nodkiag else in the same way
offering, she began slowly to monnt the ladders Just as she reached
the upper floor, a lucky thought sng« gested Hseif to our heroine ;
and, by expressing it in a bur* ried, hxA natural manner, she gained
a great adyantage in CDpcntiag her projected scheme. ^ I will go
down,'' she said, ^and listen by tihe door, June, while you are on the
roof; and we will thus be on our goaiid, at the same time, above and
below.** Thei^ June thought tlus saTored of unnecessary caution,
well knowing no one could enter the building unless aided^ from
within, nor any serious danger menace them fh>m the eoE^rior,
without giving sufietent warning, she attributed tte proposition to
Mabel's ignorance and alann ; and as it was made apparently witk
fi*ankne8B, it was received without ^stmst. By tiiese means our
heroine was enabled to descend to the door, as her friend ascended
to the roof; and June felt no unusual inducement, to watch her. The
distance between the two was now too grisat to admit of com-*
versation ; and fen* three or four minutes, one was occupied in
lookiaag about her as well as the darkness would allow, and the
other in listening at tiM door, wiUi as much intend
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S98 TBE PATHFINDER. neift as if all her senses were

absorbed in the iiidgle ^nltj of hearing. June discovered nothing
from her elevated stand ; the obscurity, indeed, almost forbade the
hope of snoh a result ; but it would not 'be easy 'to desoribe the
sensation wifli'whieh Mabel thought she perceived ti slight -and
guarded push against the door. Fearfol that all might not be as she
wished) and anxioios to let Chingadhgook know that she was near,
she began, ihongh in tremulous and low !DOte8y:to sing. iSo
profound was the stillness sib the moment, that the sound of the
unsteady warbliiig As leased aA her foibn readied hal^-way down
the lower ladder. " What you do ! ** exclaimed June, angrily. **
Bun. away **^ mad — leltve - block-^house P i Hlock-hcrase
good.'* The' hands of both were on= the last bar, and it woiidd'
have been cleared from the ftstenings, but for a vigorous shove from
without, which jammed tibe wood; A shoi^t struggleensued, iheu^
both were -disinclined- to violence, lone would probahly have
prevailed,. had not' another and a more vigorous push fh)m
witiidntforoedi the bar past the tMing impediment that held itj when
the door o^iened.' Tlie form of a man was seeh bo :enter, and both
the females rushed tip the ladder^ as if - equally afiraid of the
consequences. The stranger secured the dootr, and first examining
the lower room 'with: great eare, he cautiously ascended the ladder.
June, is soon as^ it became dark, hud dosed the loops of the
priiAsipal floor, and ligbfled'a candle. By nteans of this dim taper,
thte, the two fomiles stood in expectatiob, ivsiting to ascertain die
person of their vintor, whose wai^ asoedt of the ladder was
distinctly audible, though sufficiently ddiberate. It would not be easy
to say whidi was the most as* tonisfaed on finding,- when the
stranger had got ihxom^ the tcap, that Pathfinder stood before
them.
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THE ' PATHFIN0SB. 809 "^ God be pf aisod I "^ M«b«l

ex^lumed, lor the kite that the block-house woald be impregnable
with siich a garrison, at once crossed her mind. ^ O I JPatkfioder^
what has become otmy.fadi«ir ? " . ^ Th9. &e2;geafit 1» safe as
jet^ a«d vjetoriobs, though it k not in the gi;^ of man to- say what
will hB the ind of it. Is not that the wi£^ of Arrowhead^ Bkalking in
the. 'comer there ?*',,.-'. / . / • • ^< Speskk noft of her.
repi^adkBoUj, Faihfindei? ; I owe her my life ;«— Qiy present
ae^ority ; tell ake what has fai^pened to my.&H'^er's.partyt why
yon affie-h^ure^ axkd I mSL-T^to all the l^]:^1^.6ven^.^afe have
palled tafitolihis island*" ^' Few words will do the last^ Mabel; Ibr
one used to Jndi^ deyiltriey oieeils bi)t littte. expkoiatiana on such a
a9bjeqt. Evi^ythiiiiig tarned-olat as w« had hoped with the
expeditiQ% for. the Sarpent ^aa qsl the.lookotit^ and he met us
wit)) .all the .inlbrmatioot heart eould desive. We ambushed thjpef^
boat^, druv' thei Freaobers: out of them, got possession anfi.^unk
tbmn,{ accoi^diiag lb entden^ in the deep^ est par|b of. the
aha^nel ; and - th($ aaVagea of UdI>6v. Gaoada wiU W 1*^7 for
tedi»n.goodd tbia„wwter. Both powder and |)all toQ, will b^ scarper
atnoQg>^ni than keen hunters ai^d a^iyve wairiors Aiay Yelisb« :
We, did >ti6t. lose a mau, or hav^ even a skin barked ; nor do I
think the ibimy suffered to speak q£ .Ii^ short, Mabel, it has bemi;
just aluh im ex*peditioa as L^die likes ; ntacii .bwin to. : tlie * ioe,
taiid little hann to puxfielve^" , ./..''•.«..; '^ Ah ! Pathfinder, I fear
^hto J^tajoii Dimcan eomes to hear the whole x])f the sad toli^ he
wiU &kd reason to regret he eyer.undertopk jt^ieaffaii:.!" : . r ^ I
k^QW what y^ peaa-^-^I kaow whatyou mean ; but by telling
^y.stQirysM*aight yew.wiU uuderstaind' it betteri. As soon as t)^
.^e^^ff^antilbiuad iMtfraBlfsncoidsafal^'he sent me and the
Sarpent off in canoes .to/tliU yK>a hoW matters had turx^ -outy'
an4 h^ i$f follo«!ii|g with the two bodtfis 9 which being so ipach
jbi^irier) damiot ' acriye before morning. I paprtedfjfi^om
ChingaQl^ook. this foieno^ it being agreed that he{ should come up
one set of channels, and I another, to. s^ that the palJb^ was cLdar.
I've ikot seen the chief since."
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400 TBS PATUANDteft* MbM now explained the manner in

which she had disooTered the Mohican, and her expectation that he
woold yet come to the hlock-house. *' Not he — not he ! A regular
scout will never get hehind walls or logs, so long as he can keep the
open air and find nseliil employment* I shonld not have eome
myself, Mabel, hut I promised the sergeant to comfort yon, and to
look a'ter your safety. Ah's me ! I reconnoitered the ^1and with a
heavy h^t this Ibi^noon ; and there was a bitter homr when I
fiineied you ttigfat be among the slain.^ ^ By wSurt hidcy aoddent
were yon prevented fitmt paddling up boldly to tkeiskmd, laid firom
fidling into the hands of ihe ieneny?^ *^ By such an aoddent,
Mabel, as PlPovidence ^OExployB to tell the hoimd i^iere to find the
deer, and the deer how to throw off the hound. No, no'; these
artiiees and deviltriea with dead bodies may deceive the soldiers of
^he 5dtli, and the king's officers; but they are all lost upon men who
have passed tiieir daya in the Ibresk. I came down the channel in
&oe of the pretended flsherman, and, though the riptyled have set
up the poor wretch with art, it was not ingenious enough to take in a
pracfysed eye. The rod was held too high ; for tiie 55th have learned
to flsh at Oswego, if they never knew how before ; and then the
man was too qaiet fi>r oaie who got nother prey nor bite. But we
never oome in upon a post blindly; and I have kihi outside a garrison
a whole night, because they had changed their sentries and their
mode of standing gua»l« Neither the Sarpent nor my* self would be
likely to bo taken in by these contrivances, which were most
probably intended Ibr the Scotch, who are cunning enough in s
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THE PATHFQfDBB. 401 MOieft she had witneiBed had

dothad death with imiuiial honorsy ^ Pathfinder, joa have pioliMaed
k>¥e 6x me -—a wish to make me your wife I " ^I did YCiitiir' to
speak on that subjeot, Mabel, aad the sergeant has even lately said
that you are kindly disposed ; bat I am not a man to paoecnte the
thmg I love." ^ Hear me. Pathfinder 1 I respect you — honor you—
rerere fou; sare my fiuher from this dreadfol death, and I can
worship yon* Heee is my hand as a solemn pledge &r my faiti^
wlien yien eome to daim iU" ^!Kessyaa«^Ue88 you, Kahel; this is
move than I desarve; more^ I feai^ ^^^^^ ^ diall know how to
piofit by, as I ought. It was not wantai^, however, to make me sarve
the jei|^eanL We are old oomrades, and owe each other a fife;
thomi^ I iaar me, ICabsl, being a fiUher's comrade is not always the
best leeommeadation with the daughter I " ^Yoa wamt no other
noommendation than your own aets'— ^yom? ooiuage'-^your
fidelity; all that yon do and say, Pathfinder, my reason approves, and
the heart will, nay, it $haU firflow/' ^'This IS a happiaess I little
expeoted this night; hot we are in GUmI's hands, and He will ptoteet
as in his own way. These are aweet woids, Mabel, bat they were not
wantii^ to make me do all that man can do^ in the present
sarcumstances ; they will not lessen my endeavors ndther.'' ^Now
we understand eadi other, Pathfinder," Mabel added hoarsdy, 'Uet us
not lose one of the precious momerits, which may be of inealoalable
value* Can we not get iato yoor canoe, and go and meet my fiuther
? " ^ Tliat is not the course I adviie. I don't know by which channel
the aeigeant will come, and there are twenty ; rely on it, the Serpent
will be winding his way through them alL No, no, my advice is to
renuian here. The logsof this block-house are still green, and it will
not be easy to set them on ftre ; and I can make good the place,
bating a bnming, agin a tribe. The Iroquois nation cannot dislodge
me from this fortress, so long as we can keep the fiames off iU The
ser^Jaant is now 'camped on some island, and will not come in until
morning. If we hold the block, we 26
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402 THB PATBFIMDEB. can giTe him titndy waniing, by

firing riflefi ior instance ; and should he determine to attack the-
savages, as a man of his temper will be very likely to do^. the
pesaesHon of this building will be of great aoeount in the affiur. No^
no ; n^ judgment says remain, if the object be 'to sarT« - th#
sergeant ; though escape for omr two selTeawill be no 'Fory difficult
matter." "^Stay/' munnnred Mabel, ^ stay, for God's sake^ Falh^
finder. Anything-*^ every liiiiig, to sare my fi|ther ! " ^' Yes, that is
natur^ !• am glad to h^you say thisr Mabel, £m* I owii swish to see
the sergeant fairly supported. As the inattev now stands, he has
gitined himself credit; andoould he >onoe dme oS l^ese
>misdreant8,. t . '^ There's no telling — there's no telling ; adlitary
glory is a most unsartain tfakig. I'ye seen the Delawaces routed,
when they des«u*yed m^re credit than at other dmes when they've
carried the day. A 4nan is wvong to set his head on success of any
sort, and worst of all, on success in war. I know little of the
settlements, or of the notions that men hold in them ; but, up here-
away, even the Indians rate a warrior's character aceoiding to his
luck. The principal tifaang wiih a soldier is, never to be whipt ^ nor
do I think mankind stops long to consider how the day was won or
lost. For my part, Mabel, I make it a rule when facing the inimy, to
give him as good as I can send, and to try to be moderate as I can,
when we get the better ; as fi^r feeling moderate afi;^ a defeat,
little need be said on that score, as a flogging is one of ib» most
humbling things in natur^* The parsons preach about humility, in
the garrisons ; but if humility would make Christians, the king's
troops ou^t to be saints^ for they've done little, as yet, this war, hoi
take lessons from the French, beginning at Fort du Quesneji and
ending at Tyl"
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THE PATHFIKDBR. 40S ^My father couM not have

suspected tlmt the poflition of the ishmd was known to the
enemy,** reeromed Mabel, whose thoughts were ronning on the
probable eiect of the recent ev^its, on the jsergeant. ^That is true;
nor do I well see how the Prraicheni fo«nd H out The spot is Wll
chosen, and it' is not an easy matter, even for one who has travelled
the «roiid to and from it, to -find it again* There has been treaidiery,
I fear $ yes, yes, there nmsl have been treachery I " ^'O !
PaUiflnders^ can thid be ? * ^ Nothing is easier, Mabel, fo^
treachery comes air nal^ral to some men, as eating. )^w, when I
find a man all fkir words, I look close to his deeds; for when the
heart k right, and raally intends to do good; it is generally satisfied
to let • the conduct speak, instead of the tongne." ^ Jaibper
Western is not one of these,'' said' Mabel, im* petnonsly. ** No
youth can be more sincere in his nuemner^ or less apt to make ihe
tongue act for ^e h^ad»" ^Jasper Western I tongue and heart am
both right* witib thist lad, depend on it, Mabd ; and the notion •
taken up by liundie, and the quartermasVier, and the sergeant^ and
your nnde, too, is as wrong, as it would be to think that the son
shone by night, and the stars shone by day. No, no ; m answer for
Eau-douoe's honesty with my own scalp, or, at need, with my own
rifie.** ' • ^ Bless you -•--bless you. Pathfinder ! '* exclaimed Mabel,
extending her own hand, and pressing the iron fingers of her
companion, under a state ot feeling that feur smrpassed her own
consciousness of its strength. ^ You 'are all that is generons — aU
that is no%le ; God will reward you for it.'* ^ Ah ! Mabel, I* fear
me, if this bcf true, I should not covet such a wife as yourself, but
would leave you to be sued for, by some gentleman of the garrison,
as your desarts require ! " • ** We will not talk ot ^Mb any more to-
night," Mabel answered, in a voice so smothered as to seem nearly
choked. * We must think less of ourselves, just now, Pathfinder, and
more of our friends. But I rejoice from my soul that you beiieve
Jasper innocent Now let us talk c^ otheir things ought we not to
release June ? "
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404 THB PATHFIKDBaU y ^Fto been tiWnking about ibe

womaii, for it w91 Aot be 0ale \fi skat oiur eyes wad lewre bero
open, on this side of ibe Uook-lM>i]8e door. K we pat ber in tbe
upper foom and take away tbe ladder, sbe'U be a prisoner at least."
^ I oaimot treat otie tbns wbo bas saved my life* It would be better
to let ber depart ; I tbink she is too nradi ny Mend to do anytbing to
barm me." ^ You do net know tbe race, Mabel ; yon do not know
tbe race. It's tme she's not a fblUbiooded Mingo, but shd consorts
with tbe vagabonds, aad imist have Tamed some of theb tricks.
What is tbat ? " ^It sounds like oars *-^ some boat IS passiug
thiougb tbe ehanneir' Fatbfittder dosed the tn^ that led to tbe lower
room, to prevent June from escapkig, extinguished tbe candle, and
went hastily to a loq^ Mabel looking over bis shoulder m breathless
eoriosilry. These several movements consumed a miii* ute or two ;
and by the time the eye a/t the scout bad got a €Km view of thii^
without, two boats bad swept past, and shot up to the shore, at a
spot some fifty yards beyond the block, where there was a regular
landing. The obscurity prevented more ftom being seen; and
Pathfinder whispered to Mabel, that the new comers were as likely
to be foes as Meads, for be did not think her Either could possibly
have arrived so soon. A number of men were now seen to quit the
boals, and then followed three bearly EngMsh dieers, leavii^ no
farther doubts of tbe charaeter ni Uie party* Pathfinder sprang to
the tmp, raised it, glided down the ladder, and began to unbar the
door with an eanestness that proved how eritiesl he deemed the
moment Mabel bad followed, but she rather impeded than aided bis
exertions, and but a single bar was turned. when a heavy discbarge
of rifles was bear
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/^ \ \ \ THE PATHFINDK. 406 w$di tue mnrmnrs of tlie

pMsing air, ikii he was hr from certi^ But Mabel was borne away hy
her feeliiigB^ and she rushed bj him, taking the way towaids the
boats. ^ Tins will not do, Mabel," said the soont in an eaniest bat
low voice, seizing her by an arm, — ^ this will never do. Sartain
deadi would fi^w, and that wilhont sarving any one. We must retnrn
to the btodc."
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406 THE PATHFINDEB. bat Mabel and hixnself, June having

escaped. Wlxen perfectly Gonyinoed on this material point,
Pathfinder rejoined our heroine in the principal apartment, setting
down the light, and examining the priming of KiUdeer befbve he
seated himaelfl ^ Our woi*stund the blockhousa Of one thing we
may be sartain ; if the inimy has really gpt the bett^^ri-he.v^ -not
be long in calling upoa us to surrender. The squaw will let him into
the secret of our sitoation, and^ as they well know the place cannot
be £red by daylight so long as Killdeer continues to desarve his
reputation, you may d^»nd on it, that they will not be backward ii^
making their attempt while darkness helps them." • '^ Surely, I hear
a giK>an I " ^ ^ "lis fancy, Mabel,^-* when the mand gets to be
skeaiy, espeoiaUy a woman's mijid^ she often consa^ts things that
have no reality* I've known them that, inu^gined there was truth in
dreams''*-^ ^' Nay, I iim la^tdeceiyecli th^fise is surely one below^
and in pain I" Pathfinder was compelled to own that the quick
senses of Mabel hiid not deceived her. . I{e cautioned her, however,
to repress, her ifeelings;, apd reininded her that the savages were in
the practice of resorting to every artifice to attain their ends, and
that nothing was more likely than that the groans were feigned with
a view to lure them from theblockhouse, or at least to induce them
to open the door. '' No» BO, no," said Mabel, hurriedly, ^ there is ik>
artifice in those sounds^ and they coifine from anguish of body, if
not of spirit. They are fearfully natural" '< Well, we shall soon know
whether a friend is there or not Hide ;the light again, Mabel, and I
will speak the per> son from a loop."
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/ T THE PATHFIND£B. 407 Not a littls precautioQ was

neoesfiaiy, acoordiBg to Pathfiiuier*s judgment and experience, in
performing eyeoa tl^s simple act, for he had known the careless
slain ])y their want of proper attention to what might have deemed
to the ignorant, supererogatory means of saletj. He did not place his
mouth to the loop itself hut so. near it that he-eould be heard
without raiaing his yoioe, and the same precaution was observed as
regacds hid' ear. ^' Who is below?" PathBnder demanded, when his
arrangemaats wese nwda to his mind* ^ Is any one in suffer* ing?
If a firiend, speak boldly, and depend on our aid." ^ Padifinder I "
answered a voioe ihsA both Mabel and the person addressed; at
once knew to be the sergeant's, ^ Pathfinder, in the name of God,
tell me what has beooma of my daughter 2 " . ^Father, I am here I
vnhurt-— safe; and 01 that I could think the same of you I" The
ejaculation iof thankf^giving that followed was distinctly audible to
the iwo^ but it was dearly mingled with a groan of pain. ... ^'My
worst fi)rebodings arexealifled I " said Mabel^ with a sort of
desperate calamess* << Pathfinder, my father must be brought
within the bloek^ though we hazard everything to do it" " This is
natur', and it is the law of Grod. But, Mabel, be calm, and endivor to
be cool. AIL that can be effected for the sergeant by human
invention, shall be done. I only ask you to be cool." "I am — I am,
Pathfinder. Never in my life was I more calm, more collected, than at
this moment But remember how perilous may be every instant ; for
Heaven's sake, what we do, let us do without delay." Pathfinder was
struck with the firmness of Mabel's tones, and perhaps he was a
little deceived by the forced tranquil* lity and self-possession she
had assumed. At all events he did not deem any farther explanations
necessary, but descended forthwith, and began to unbar the door.
This delicate process was conducted with the usual caution, but as
he f^arily permitted the mass of timber to swing back on
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408 THB PATHFIM0EB. the iuBgeSy he felt a piessfare

agamst it that had nearly induoed him to close it again. But catching
a glimpse of the cause through the crack, the door was permitted to
swing back, when the body of Sergeant Dunham, which was
propped against it, fell partly within the blodc. To draw in the legs
and secure the fiistemngs, occupied the Path* finder but a moment
Then there existed no obstacle to their giving their undivided care to
the wounded man. Mabel, in this trying scene, conducted herself
with the sort of unnatural energy that her sex^ when aroused, ia apt
to manifest. She got the lighty administered water to the parched
lips of her £ither, and assuted Pathfinder in forming a bed of stmw
Ibr his body, and a jhUow of dothes for his bead. All this was done
earnestly, and almost without speaking ; nor did Mabel shed a tear
until she heard' the Uessii^ oi her fiuher murmured on her head, Ibr
thia tenderness and care. All this time, Mabel had merely
conjectured the condition of her parent. Pathfinder, however, showed
greater attention to the phyncal danger of the sergeant. He
ascertained that a rifle ball had passed through the body of the
wounded man; and he was sufficietttly fiMniliar with injuries of this
nature, to be certain that the chances of his surviving the hurt were
rery trifiiuf^ if any.
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/ TBE PATHFINDEIL 409 1 CHAPTER XXIV. Then drink my

tows, while yet they M { Would thfti my hoeom^a blood were helm
} And w«l thoo knoivert I'd abed H tD, To gtT« thy biDw ooe
minnte'i adm. HooBB. Tbhs eyes of Set^eant Bimham had not
ceased to follow tbe Ibitti of hi» beamtifal daughter from the
moment that the light appeared. He next examined the door of the
blodc, to afloertsun its seomity ; for he was left on the ground
below, there being no ayaikble means of raising him to the upper
floor. Then he sought the £5U)e of Mabel ; for as life wanes fast^
the affections resume their force, and we begin to Yalue ti^t most
whioh we feel we are about to lose forever. ^ Grod be praised, my
child, you at least have escaped their muderous rifles I" he said; for
he spoke with stjfength, and seeningly with no additional pain.
*'6ive me the history of this sad business, Pathfinder." ^ Ah's me,
sergeanti it hat been sad, as you say. That there has been treachery,
and the position of the island has been betrayed, is now as sartain,
in my jodgment, as that we still hold the block. But '' ^ ^ Migor
Duncan was right,** intempted Dunham, laying a hand on the
other's arm.
 410 THE P ATHFIKDEB. vent to emotions that were so
varied, while they were 80 violent : " O, bless you, Pathfinder, bless
you ! The brave should never desert the brave — the honest should
sustain the honest." The father's eyes were listened anxiously on the
face of his daughter, until the latter hid her countenance in her
apron to conceal her tears ; and then they turned with inquiry to the
hard features of the guide. The Jatter merely were their usual
expression of frankness, sincerity, and uprightness ; and the
sergeant motioned to him to proceed. " You know the spot where
the Sarpent and 1 left you, sergeant," Pathfinder resumed ; " and I
need say nothing of all that happened afore. It is now too late to
lament what is gone and passed; bat I do think if I had stayed ^ith
the boats, this would not have come to pass ! Other men may be as
good guides ; I make no doubt they are : but th&a natnr' bestows
its gifts, and some mi^t be better than other some. I dare say poor
Grilbert, who took my place, has suffered for his mistake/' ^' He fell
at my elbow," the sergeant answered, in a low, melancholy tone. "
We have, indeed, all suffered for our nnstakes ! " ^ No, no,
sergeant, I meamt no condemnation on you ; for men were never
better commanded than your'n, in this very expedition. I never
beheld a prettier fianking ; and the way in which you carried your
own boat up agm tiieir howitzer might have teached Lundie himself
a lesson." The eyes of the sergeant brightened' $ his face even wore
an expression of military triumph, though it was of a degree that
suited the hunMe sphere in which he ha^ been an actor. " Twas not
badly done, my friend," he said ; ** we carried their log breast-work
by storm I " ^ 'Twas nobly done, sergeant ; though I fear when all
the truth come^ to be known, it will be found that these vagabonds
hdve got their howitzer back ag'in. Well, well, put a stout heart upon
it, and try to forget all that is disagree M^ and to remember only the
pleasant part of the- maiter. That is your truest philosophy; aye, and
truest religion,
 THB PATHFINDEB. 411 too. If the inimy has got the
howitzer ag'in, theyVe only got what belonged to them afore, and
what we couldn't help. They haven't got the block-house yet, nor are
they likely to get it, unless they fire it in the dark. Well, sergeant, the
Sarpent and I separated about ten miles down the river ; fckr we
thought it wisest not to come upon even a friendly oamp without the
usual caution. What has become of Cbingachgook, I cannot say ;
though Mabel tells me he is not far off; and I make no question the
noblehearted Delaware is doing his duty^ although he is not now
visible to our eyes. Mark my word, sergeant ; before this matter is
over, we shall heax of him at some critical time, and that in a
discreet and creditable manner. Ah! the Sarpent is, indeed, a wise
and virtuous chief; and any white man might covet his gifts, though
his rifie is not quite as sure as Eilldeer, it must be owned. Well, as I
came near the island, I missed the smoke, and that put me on my
guard ; for 1 knew that the men of the 55th were not cunning
enough to conceal that sign, notwithstanding all that has been told
them of its danger. This made me more careful, until I came in sight
of this mock-fisherman, as I've just told Mabel ; and then the whole
of their infernal arts was as plain before me, as if I saw it on a map.
I need not tell you, sergeant, that my first thoughts were of Mabel ;
and that, finding she was in the block, I came here, in order to live
or die in her company." The father turned a gratified look upon his
child, and Mabel. felt a sinking of the heart that, at such a moment,
she could not have thought possible, when she wished to believe all
her concern centered in the situation of her parent. As the latter
held out his hand she took it in her own, and kissed it. Then
kneeling at his side, she wept as if her heart would break. ^' Mabel,"
he said, steadily,
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412 THE PATHFINDER. ^ Naj, &tlier, my time has pfrobably

come, too,'' exdaimed Mabel, who felt just then as if it would be a
relief to die. ^ I camiot hope to escape ; and Pathfinder would do
well to leave us, and return to the garrison, with the sad news, while
he can/' ^ Mabel Dunham," said Pathfinder, reproachluny, though he
took her hand with kindness. ^I have not desarred this ; I know I
am wild, and uneouth^ and ungainly "' *^ « Pathfinder I " ** "Well
— well, well forget it ; you did not mean it ; yott could not think it. It
is useless, now, to talk of escaping, for the sergeant cannot be
moved; and ihe block-house must be defended, cost what it wiU.
Maybe Lundie will get the tidings of our disaster, and send a party to
raise the siege." ^ ^ Pathfinder --^ Mabel ! " said the sergeant^
who had been writhing with pain, until the cold sweat stood on his
fore« head, " come both to my side. You understand each other, I
hope ? "
 THE PATHFIKDEB. 413 ftiture union with Pathfinder had
received a solenmlfiation that no ceremony of the Church could
render more holy. Still, a weight, aa that of a mountain^ lay upon
her heart, and she thought it would be happiness to die. Then
followed a short pause, when the sergeant, in broken sentences,
briefly related what hod passed since he parted with Pathfinder and
the Delaware. The wind had come more favorable, and instead of
encamping on an island, agreeably to the original intention, he had
determined to continue, and reach the station that night Their
approach would have been unseal, and a portion of the calamity
avoided, he thought, had they not grounded on the point of a
neighboring island, where, no doubt, the noise made by the men, in
getting ofi' the boat, gave notioe of their approach, and enabled the
enemy to be in readiness to receive them. They had landed without
the slightest suspicion of danger, though surprised at not finding a
sentinel, and had actually left their arms in the boat, with the
intention of first securing their knapsacks and provisions. The fire
had been so dose, that notwithstanding the obscurity, it was very
deadly. £v6ry man had fiJlen ; two or three, however, subsequently
arose, and disappeared. Four or five of the soldiers had been killed,
or so nearly so as to survive but a few minutes; though, for some
unknown reason, the enemy did not make the usual rush for the
scalps. ' Sergeant Dunham fell with others ; and he had heard the
voice of Mabel, as she rushed from the block-house. This frantic
appeal aroused all his parental feelings, and had enabled him to
crawl as fisir as the door of the building, where he had raised
himself against the logs, in the manner already mentioned. After this
simple explanation was made, the sergeant was so weak as to need
repose ; and his companions, while they ministered to his wants,
sufiered some time to pass in silence. Pathfinder took the occasion
to reconnoitre from the loops and the roof, and he examined the
condition of the rifies, of which tibere were a dozen k^t in the
building, the soldiers having used their regimental muskets in the
expedition. But Mabel never left her Other's side for an instant, and
when, by his breathing,' she fiuided he slept, she bent her knees and
prayed.
 414 THE PATHFINDER. The half hour that succeeded was
awfiilly solemn and still. The moccasin of Pathfinder was barely
heard over head, and occasionally the sound of the breech of a rifle
fell upon the floor, for he was busied in examining the pieces, with a
view to ascertain the state of their charges, and their primings.
Beyond this nothing was so loud as the breathing of the wounded
man. Mabel's heart yearned to be in communication, with the £sither
she was so soon to lose, and yet she would not disturb his apparent
repose. But Dunham slept not; he was in that state when the world
suddenly loses its attractions, its illusions, and its power; and the
unknovni future fills the mind with its conjectures, its revelations,
and its immensity. He had been a moral man ibr one of his mode of
life, but he had thought little of this all" important moment Had the
din of battle been ringing in his ears, his martial ardor might have
endured to the end ; but there, in the silence of that nearly
untenanted blockhouse, with no sound to enliven him, no appeal to
keep alive factitious sentiment, no hope of victory to impel, things
began to appear in their true colors, and this state of being to be
estimated at its just value. He would have given treasures for
religious consolation, yet he knew not where to turn to seek it. He
thought of Pathfinder, but he distrusted his knowledge. He thought
of Mabel; for the parent to appeal to the child for such suocor,
appeared like reversing the order of nature. Then it was that he felt
the full responsibility of the parental character, and had some clear
glimpses of the manner in which he himself had discharged the trust
towards an orphan child. While thoughts like these were rising in his
mind, Mabel, who watched the slightest change in his breathing,
heard a guarded knock at the door. Supposing it might be
Chingachgook, she rose, undid two of the bars, and held the third in
her hand, as she asked who was there. The answer was in her
uncle's voice, and he implored her to give him immediate admission.
Without an instant of hesitation, she turned the bar, and Cap
entered. He had barely passed the opening, when Mabel closed the
door again, and secured it as before, for practice h^ rendered her
expert in this portion of her duties.
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