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“Marketing Channel Strategy: An Omni-Channel Approach is fresh, insightful, and
packed with information. The material is easy to read and digest and flows well.
Readers will walk away with a clear understanding of the omni-channel ecosys-
tem and how to build effective omni-channel strategies. The role and impact
of omni-channels on each sector of the channel landscape is clearly laid out.
The book is built on solid theoretical foundation but is very managerial at the
same time.”—Rajdeep Grewal, The Townsend Family Distinguished
Professor and Area Chair, Marketing Editor-in-Chief, Journal of
Marketing Research, Kenan-Flagler Business School, University of
North Carolina-Chapel Hill, USA

“Marketing Channel Strategy: An Omni-Channel Approach is a very readable and

updated take on a classic text. Omni-channels are growing in importance, and
they fundamentally change the way firms go to market and connect with their
customers. Unfortunately, however, there are few available frameworks to guide
managerial decision-making in this area. This book draws on current academic
research and industry practice to develop a compelling strategic framework that
fills this void in the literature. The framework’s guiding principle is the idea of an
omni-channel ‘ecosystem,’ and the authors apply it to a variety of different chan-
nel contexts, including wholesaling, franchising, and retailing. The book is packed
with insights, and the authors do an excellent job of illustrating them with current
examples.”—Jan B. Heide, Michael Lehman Distinguished Chair in Business,
Wisconsin School of Business, University of Wisconsin-Madison, USA

“This leading textbook on marketing channels is completely redone and offers a

unique take on channel marketing management in the light of the present-day real-
ity. Marketing Channel Strategy: An Omni-Channel Approach builds a model that shows
students and practicing managers how to engage and make the customer experience
seamless across multiple channels. I find the chapter on international channels and
base of the pyramid particularly informative, pragmatic, and interesting. The book
is modular and can be used in a variety of classes including retailing, international
marketing, channels, e-marketing, and marketing strategy.”—Constantine S.
Katsikeas, Arnold Ziff Research Chair and Professor of Marketing and
International Management, University of Leeds, UK

“Effective omni-channel management is a critical source of value and an important

differential edge in the modern marketplace. Given the trends toward omni-channel
ecosystems, it is key that managers and managers-in-training (i.e., students) focus
more of their attention on channel management. This cutting-edge text can be a cat-
alyst for renewed interest in channel management; it highlights the need for a greater
focus on this element of the go-to-market marketing strategy.”—Dhruv Grewal,
Toyota Chair of Commerce and Electronic Business and Professor of
Marketing, Babson College, USA
“Marketing Channel Strategy: An Omni-Channel Approach blends theory with practice-
oriented examples to clearly enunciate the difference between a multi-channel and
omni-channel worldview. The examples and exercises make it easy for managers
and students to grasp the challenges involved in developing effective omni-channel
strategies. This book can be used as a stand-alone in a distribution or channel strat-
egy class or modules can be used in a variety of marketing classes.”—Robert
Dahlstrom, Joseph Siebert Professor, Miami University, USA and Professor
of Marketing, BI Norwegian Business School, Norway
Marketing Channel Strategy

Marketing Channel Strategy: An Omni-Channel Approach is the first book on the market
to offer a completely unique, updated approach to channel marketing. Palmatier
and Sivadas have adapted this classic text for the modern marketing reality by build-
ing a model that shows students how to engage customers across multiple marketing
channels simultaneously and seamlessly.
The omni-channel is different from the multi-channel. It recognizes not only
that customers access goods and services in multiple ways, but also that they are
likely doing this at the same time; comparing prices on multiple websites, and
seamlessly switching between mobile and desktop devices. With the strong the-
oretical foundation that users have come to expect, the book also offers lots of
practical exercises and applications to help students understand how to design and
implement omni-channel strategies in reality.
Advanced undergraduate and graduate students in marketing channels, dis-
tribution channels, B2B marketing, and retailing classes will enjoy acquiring the
most cutting-edge marketing skills from this book.

Robert W. Palmatier is Professor of Marketing and John C. Narver Endowed

Professor in Business Administration at the Foster School of Business, University
of Washington, USA and the Research Director of the Sales and Marketing Strategy
Institute.

Eugene Sivadas is Professor of Marketing and Associate Dean at the Milgard

School of Business, University of Washington Tacoma, USA.

Louis W. Stern is John D. Gray Distinguished Professor Emeritus of Marketing at

the Kellogg School of Management, Northwestern University, USA.

Adel I. El-Ansary is the Donna L. Harper Professor of Marketing at the University

of North Florida, USA.
Marketing Channel
Strategy
An Omni-Channel Approach

Ninth Edition

Robert W. Palmatier,
Eugene Sivadas, Louis W. Stern, and
Adel I. El-Ansary
First published 2020
by Routledge
52 Vanderbilt Avenue, New York, NY 10017
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
 2020 Taylor & Francis
The right of Robert W. Palmatier, Eugene Sivadas, Louis W. Stern,
and Adel I. El-Ansary to be identified as authors of this work has
been asserted by them in accordance with sections 77 and 78 of the
Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or
reproduced or utilized in any form or by any electronic, mechanical,
or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or
retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks
or registered trademarks, and are used only for identification and
explanation without intent to infringe.
Library of Congress Cataloging-in-Publication Data
A catalog record for this title has been requested

ISBN: 978-1-138-59393-0 (hbk)

ISBN: 978-0-367-26209-9 (pbk)
ISBN: 978-0-429-29199-9 (ebk)

Typeset in ITC Stone Serif

by Swales & Willis Ltd, Exeter, Devon, UK

Visit the website: www.routledge.com/cw/marketingchannelstrategy

 Brief Contents

Lists of Figures, Tables, Sidebars, and Appendices xix

Preface xxiii
Acknowledgments xxvii

CHAPTER 1 The Omni-Channel Ecosystem 1

CHAPTER 2 Channel Basics 36

CHAPTER 3 Channel Power 81

CHAPTER 4 Channel Relationships 107

CHAPTER 5 Channel Conflict 141

CHAPTER 6 Retailing Structures and Strategies 171

CHAPTER 7 Wholesaling Structures and Strategies 217

CHAPTER 8 Franchising Structures and Strategies 249

CHAPTER 9 Channels and International Markets 293

CHAPTER 10 End-User Analysis: Segmentation and

Targeting 319

CHAPTER 11 Omni-Channel Strategy 345

Index 363
 Contents

Lists of Figures, Tables, Sidebars, and Appendices xix

Preface xxiii
Acknowledgments xxvii

CHAPTER 1 The Omni-Channel Ecosystem 1

Learning Objectives 1

Introduction 1

What Is a Marketing Channel? 3

The Changing Channel Landscape 4

Marketing Channel Actors 6

Manufacturers: Upstream Channel Members 8

Intermediaries: Middle-Channel Members 9

Wholesalers 9

Retail Intermediaries 9

Specialized Intermediaries 10

End-Users: Downstream Channel Members 10

Combinations of Channel Members 11

Online Channels 11

From a Multi-Channel to an Omni-Channel World 12

Distinction Between Multi-Channel and Omni-Channel Marketing

Strategies: Trends Driving the Shift 13

Trend 1: Channel Participants Operate in a Connected World 14

Trend 2: Cross-Channel Shopping 14

Trend 3: Altered Shopping Norms 15

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x Con t en ts

Trend 4: Move to Services 15

Trend 5: Targeted Promotions and Customer Insights 16

Channel Strategy Framework 16

Take-Aways 23

CHAPTER 2 Channel Basics 36

Learning Objectives 36

Introduction 36

The Importance of Marketing Channel Strategies 36

Why Do Marketing Channels Exist? 37

Benefits for Downstream Channel Members 37

Search Facilitation 37

Sorting 38

Benefits to Upstream Channel Members 39

Routinization of Transactions 39

Fewer Contacts 39

The Key Functions Marketing Channels Perform 42

Channel Functions 42

Designing Channel Structures and Strategies 44

Auditing Marketing Channels 45

Auditing Channels Using the Efficiency Template 53

Evaluating Channels: The Equity Principle 57

Evaluating Channels: Zero-Based Channel Concept 59

Auditing Channels Using Gap Analysis 59

Sources of Channel Gaps 60

Service Gaps 62

Cost Gaps 63

Combining Channel Gaps 65

Evaluating Channels: Gap Analysis Template 67

Make-or-Buy Channel Analysis 70

Auditing Omni-Channels 71

Take-Aways 75
 C on t en t s xi

CHAPTER 3 Channel Power 81

Learning Objectives 81

Introduction: The Nature of Marketing Channels 81

Power 83

Power as a Tool 83

The Five Sources of Channel Power 84

Reward Power 85

Coercive Power 86

Expert Power 88

Legitimate Power 89

Referent Power 91

Dependence as the Mirror Image of Power 93

Defining Dependence 93

Measuring Dependence 94

Utility and Scarcity 94

Percentage of Sales or Profits 95

Role Performance 95

Balancing Power: A Net Dependence Perspective 96

Imbalanced Dependence 97

Strategies for Balancing Dependence 97

Strategies for Tolerating Imbalanced Dependence 98

Power-Based Influence Strategies 100

Omni-Channels and Power 101

Take-Aways 102

CHAPTER 4 Channel Relationships 107

Learning Objectives 107

Introduction 107

Why Do Relationships Matter in Marketing Channels? 107

Upstream Motives for Building a Strong Channel Relationship 108

Downstream Motives for Building a Strong Channel Relationship 113

Building Channel Commitment 115

xii Con t en ts

Need for Expectations of Continuity 115

Need for Reciprocation: Mutual Commitment 116

Strategies for Building Commitment 117

How Downstream Channel Members Commit 120

How Upstream Channel Members Commit 120

Building Channel Trust 121

Need for Economic Satisfaction 121

Strategies for Building Channel Partners’ Trust 123

Role of Noneconomic Factors 123

Decision-Making Processes 125

Overcoming Channel Distrust 126

Preventing Perceptions of Unfairness 126

The Channel Relationship Lifecycle 128

The Five Stages of a Channel Relationship 128

Managing the Stages 131

Managing Troubled Relationships 133

Relationship Portfolios 133

Relationship Quality 134

Multi-Channel Versus Omni-Channel Relationships 134

Take-Aways 137

CHAPTER 5 Channel Conflict 141

Learning Objectives 141

Introduction 141

The Nature of Channel Conflict 142

Types of Conflict 142

Measuring Conflict 143

Consequences of Conflict 145

Functional Conflict: Improving Channel Performance 145

Manifest Conflict: Reducing Channel Performance 147

Major Sources of Conflict in Channels 148

Competing Goals 150

 C on t en t s xiii

Differing Perceptions of Reality 151

Intrachannel Competition 152

Omni-Channels 153

Identifying Multi-Channel Conflict 154

Managing Multiple Channels 156

Unwanted Channels: Gray Markets 157

Mitigating the Effects of Conflict in Balanced Relationships 160

Perceived Unfairness: Aggravating the Effects of Conflicts 161

Conflict Resolution Strategies 161

Forestalling Conflict through Institutionalization 162

Information-Intensive Mechanisms 162

Third-Party Mechanisms 163

Building Relational Norms 164

Using Incentives to Resolve Conflict 165

Take-Aways 167

CHAPTER 6 Retailing Structures and Strategies 171

Learning Objectives 171

The Nature of Retailing 171

Classification of Retailers 172

Supermarkets 172

Warehouse Clubs 173

Department Stores 173

Specialty Stores 174

Discount Stores 174

Convenience and Drugstores 175

The Retail Landscape 175

The Big Players 175

Modern Shifts and Challenges 176

Retail Positioning Strategies 180

Cost-Side Positioning Strategies 180

Demand-Side Positioning Strategies 187

xiv Con t en ts

Bulk-Breaking 187

Spatial Convenience 188

Waiting and Delivery Time 188

Product Variety 189

Customer Service 190

Retail Channels 192

Internet Retail Channels 192

Direct Selling Channels 194

Hybrid Retail Channels 196

Retailer Power and Its Effects 199

Effects of Forward Buying 201

Effects of Slotting Allowances 203

Effects of Failure Fees 203

Effects of Private Branding 203

Retailing Structures and Strategies 206

Take-Aways 206

CHAPTER 7 Wholesaling Structures and Strategies 217

Learning Objectives 217

Introduction 217

What Is a Wholesaler? 217

How Are Wholesalers Different from Distributors? 218

The Wholesaler-Distributor Landscape 220

Master Distributors 221

Other Supply Chain Participants 223

Wholesaling Strategies 224

A Historical Perspective on Wholesaling Strategy 225

Wholesaling Value-Added Strategies 227

Alliance-Based Wholesaling Strategies 228

Wholesaler-Led Initiatives 228

Manufacturer-Led Initiatives 229

Retailer-Sponsored Cooperatives 230

 C on t en t s xv

Consolidation Strategies in Wholesaling 235

Adapting to Trends in Wholesaling 237

International Expansion 237

Omni-Channels 237

B2B Online Exchanges 241

Online Reverse Auctions 242

Fee for Services 243

Vertical Integration of Manufacturing into Wholesaling 244

Take-Aways 245

CHAPTER 8 Franchising Structures and Strategies 249

Learning Objectives 249

Franchising Formats 251

Product and Trade Name Franchising 251

Business Format Franchising 252

The Franchising Arrangement 253

Benefits of Franchising 256

To Franchisees 256

Startup Package 257

Ongoing Benefits 258

Competitive Advantages of Franchising 259

To Franchisors 260

Financial and Managerial Capital for Growth 261

Harnessing the Entrepreneurial Spirit 262

Reasons Not to Franchise 266

Franchising Strategies 267

Franchise Contracting Strategies 267

Payment Systems 268

Leasing 270

Termination 271

Contract Consistency 272

Contract Enforcement 272

xvi Con t en ts

Self-Enforcing Agreements 274

Company Store Strategies 274

Market Differences 275

Temporary Franchises and Company Outlets 275

Plural Forms and Synergies 276

Exploiting Franchisees with Company Outlets 278

Adapting to Challenges in Franchising 280

Survival Trends 280

Maintaining a Cooperative Atmosphere 281

Managing Inherent Goal Conflict 282

Multi-Unit Franchising 283

Franchising and Omni-Channels 285

Take-Aways 288

CHAPTER 9 Channels and International Markets 293

Learning Objectives 293

Introduction 293

Key Middlemen in International Markets 295

Export Management Companies 296

Export Trading Companies 296

Piggybacking 297

International Retailers 297

International Franchising 300

International Distribution Challenges 302

The Role of Wholesalers 302

Marketing to the Base of the Pyramid 305

Defining the Market 305

Ethical Considerations at the BOP 305

Distribution to the BOP 307

Omni-Channels and Global Marketing 312

Take-Aways 314
 C on t en t s xvii

CHAPTER 10 End-User Analysis: Segmentation and Targeting 319

Learning Objectives 319

Introduction: Understanding the Importance of Channel

Segmentation 319

End-User Segmentation Criteria: Service Outputs 323

Bulk-Breaking 323

Spatial Convenience 325

Waiting or Delivery Time 325

Product Variety and Assortment 326

Customer Service 327

Information Sharing 328

Segmenting End-Users by Service Output 330

Targeting End-User Segments 334

Omni-Channels and End-User Segments 336

Take-Aways 337

CHAPTER 11 Omni-Channel Strategy 345

Learning Objectives 345

Introduction 345

Key Challenges of the Omni-Channel Approach 347

The Four Pillars of an Omni-Channel Strategy 349

Harnessing Customer Knowledge 350

Leveraging Technology 352

Managing Channel Relationships 355

Assessing Channel Performance 358

Take-Aways 359

Index 363
 Figures, Tables, Sidebars,
and Appendices

FIGURES

1.1 Typical Channel System 4

1.2 Frequency of Occurrence of Omni-Channel Retail in a Search
Engine: 2008–2017 12
1.3 B2B Omni-Channel Ecosystem 19
1.4 The Omni-Channel Challenge 21
2.1 Contact Costs to Reach the Market With and Without Intermediaries 41
2.2 The Efficiency Template 54
2.3 Types of Gaps 66
2.4 Service Gap Analysis Template: CDW Example 68
2.5 Cost Gap Analysis Template: CDW Example 69
2.6 Steps Involved in an Omni-Channel Audit 72
2.7 Tracking Cross-Channel Competencies 75
3.1 Three Approaches to Managing Marketing Channels 82
3.2 The Five Sources of Power 85
3.3 Power-Based Influence Strategies 100
4.1 Motives to Create and Maintain Strong Channel Relationships 114
4.2 Symptoms of Commitment in Marketing Channels 117
4.3 Relationship Phases in Marketing Channels 129
4.4 Role of Relationship Velocity Versus Level of Commitment 132
4.5 Relationships in Omni-Channels Versus Multi-Channels 135
5.1 Measuring Conflict 143
5.2 The Four Ways to Resolve Conflicts 162
5.3 The Relational Landscape in Omni-Channel Versus Multi-Channel Settings 166
6.1 U.S. Total and E-Commerce Sales ($Million) 193
6.2 Sample Multi-Level Direct Selling Organization: Structure and Compensation 195
6.3 Omni-Channel Interfaces and Touchpoints 198
6.4 Trade Deals for Consumer Nondurable Goods 202
7.1 Representative Master Distributor Channel 222
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xx Figur e s, Ta bl e s , S i d e b a rs , an d App en d i ce s

7.2 Degrees of Channel Usage 238

7.3 Drivers of Blockchain Adoption 240
8.1 Contents of Most Franchise Disclosure Documents 253
8.2 Financial Performance Representation and Projection 264
8.3 Franchises with High and Low Success Rates 279
9.1 Questions to Consider Prior to Franchising Internationally 300
9.2 Distribution Requirements by Product Types 309
9.3 Distribution Options: Company, NGOs, Cooperatives, and Rural Retail 310
10.1 Drivers of Service Outputs in Marketing Channels 324
10.2 Identifying Service Output Segments 334
11.1 Pillars of an Omni-Channel Strategy 350
11.2 Measuring Omni-Channel Performance 358

TABLES

2.1 CDW’s Participation in Various Channel Functions 51

2.2 Metrics for Measuring Omni-Channel Distribution Breadth and Depth 73
6.1 A Taxonomy of Retailer Types 176
6.2 Net Sales and SG&A Expenses of Retailers 191
8.1 Sectors With Substantial Franchise Presence 263
8.2 When Do Franchisors Enforce the Franchise Contract? 273
8.3 The Franchise Contract 274
10.1 Business-to-Business Channel Segments for a New High-Technology Product 333
10.2 Service Output Segmentation Template 342

SIDEBARS

1.1 Tea Selling in Taiwan: The Key Roles of Tea Intermediaries 6

1.2 E-Commerce in India: Channels Operate in an Ecosystem 22
2.1 CDW and PC Purchases by Small- and Medium-Sized Business Buyers:
Channel Functions and Equity Principle Insights 50
3.1 Gore-Tex Changes Its Power Base 92
4.1 John Deere Helps Dealers Reach Out to Women 109
4.2 Philip Morris Substitutes Channels for Advertising 122
5.1 Functional Conflict in Plumbing and Heating Supplies 146
5.2 Oakley Battles Its Biggest Customer 149
6.1 Zara: A European Retailer Using the Low-Margin, High-Turnover
Model of Retailing 181
6.2 H&M: Another Low-Margin, High-Turnover European Retailer, with
a Different Channel Strategy 183
6.3 Kroger’s Simple Truth: Bringing Organic Products to the Masses 204
7.1 Wholesalers in the U.S. Pharmaceutical Industry 219
7.2 Ace Hardware Corporation 230
 F i g u r e s , Ta b l e s , S i d e b a r s , an d A p p en d i ce s xxi

7.3 Direct Selling in France 233

8.1 McDonald’s 254
8.2 ADA Discovers the Benefits of Franchisees 266
8.3 Dhanani Group: Masters of Multi-Unit Franchising 285
9.1 Tata–Starbucks in India 301
9.2 The Chotukool by Godrej (India) 307
10.1 CDW and Purchases by Small- to Medium-Sized Business Buyers 320
10.2 1-800-Flowers, an Omni-Channel Pioneer 332
11.1 L’Oreal’s Make-Up Genius 354
11.2 Omni-Channels and Car Buying 356

APPENDICES

1.1 Alternative Channel Formats: Definitions and Examples 24

6.1 A Glossary of Pricing and Buying Terms Commonly Used by Retailers 208
6.2 Merchandise Planning and Control 211
10.1 Service Output Segmentation Template: Tools for Analysis 338
 Preface

NEW TO THIS EDITION

The primary goal for this Ninth Edition, as reflected in the change in the title—from
Marketing Channel Strategy to Marketing Channel Strategy: An Omni-Channel Approach—
has been to create a completely repositioned, comprehensive, research-based,
readable, action-oriented guide for practicing managers and managers-in-training
with an interest in how to adopt and apply real-world omni-channel strategies. This
edition of the book is structured to provide background knowledge and process steps
for understanding, designing, and implementing high-performing omni-channel
strategies.
Many significant changes have been made to the Ninth Edition. A new
omni-channel strategy framework, introduced in Chapter 1, defines the structure
of the rest of this book, providing an approach that guides managers through the
steps necessary for developing and implementing an omni-channel strategy. We
offer a distinction between omni-channel and multi-channel strategies in this
chapter, outline the tasks and functions of channel members, and provide a snap-
shot of the various actors involved in a marketing channel ecosystem. This chapter
also addresses topics such as going to market with an omni-channel strategy and
the five trends driving the growth of omni-channels. To help channel manag-
ers design a strategy and manage it over time, Chapter 1 addresses some central
omni-channel questions:

• What is an omni-channel strategy?

• What is driving the importance of an omni-channel world?

• How does an omni-channel strategy differ from a traditional and multi-channel

strategy?

• What are the key trends in omni-channel strategy and going to market with such
a strategy?
xxiv Pr eface

In each chapter of the book, we have added several pull-out examples from around
the world; we also provide longer sidebars in each chapter in an effort to bring
the concepts outlined in the book to life. With a renewed focus on readability, we
acknowledge that developing sound channel strategies first requires that managers
have a good understanding of channel fundamentals, along with a more detailed
understanding of the various intermediaries involved in omni-channel marketing.
The first part of the book (Chapters 1–5) accordingly focuses on channel and
omni-channel fundamentals. In Chapter 2, we review omni-channel and channel
basics. We discuss the benefits of marketing channels for upstream and downstream
channel members, the key functions marketing channels perform, and how to audit
marketing channels and omni-channels in particular. Chapter 2 draws from materi-
als that were part of Chapters 3–5 in the Eighth Edition. Chapter 3 details issues of
power and dependence; Chapter 4 focuses on channel relationships. Chapter 5 then
deals with channel conflict (covered in Chapters 10–12 in the previous edition).
These vastly rewritten chapters reflect an omni-channel perspective, replete with
current examples. We have moved the discussion of these topics earlier in the book,
in the belief that to implement effective channel and omni-channel strategies, we
need a good grasp of the issues that channel managers frequently encounter.
Next, the second part comprises Chapters 6–9, with a specific focus on chan-
nel participants in retailing, wholesaling, franchising, and international channel
domains, respectively. Reflecting our revised perspective on omni-channel consid-
erations, discussions that previously appeared in a separate chapter on e-commerce
have been integrated with retailing (Chapter 6). In addition, we integrate substan-
tial discussions of e-commerce in various chapters, to reflect the role of mobile
commerce and other emerging technologies. All chapters have been updated with
current examples and recognition of modern trends in retailing, wholesaling, and
franchising, as well as how the move to omni-channels is affecting these sectors.
The new Chapter 9, focused on international channels, describes ways to distribute
products overseas and the various methods for doing so, from exporting and export
management companies to vast trading companies. We also introduce a section
about marketing to channels at the base or bottom of the pyramid and provide
more insights about channels as they appear in emerging markets.
The third part deals with omni-channel strategies. Whereas in the Eighth Edition,
the end-user analysis appeared in Chapter 2, in the current edition, we shift it
to Chapter 10, so that we can better integrate omni-channel perspectives. Thus
the revised text outlines the challenges of end-user analysis and segmentation in
omni-channel contexts. In Chapter 11, we outline omni-channel strategies and the
four pillars on which such strategies should be built.
Some chapters on channel legalities and channel logistics have been removed.
Overall, then, Marketing Channel Strategy: An Omni-Channel Approach is designed
for an international audience of practicing managers and managers-in-training.
The focus is firmly on going to the market with an omni-channel strategy—that is,
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– Bocsánatot kérek, de az éjjel nem aludtam; csak most jöttem
haza, mintegy három órával ezelőtt, és igen mély álomban voltam.
– Ugy?… tehát házon kivűl töltöttük az éjszakát? Ugy hát épen
jókor jövök; tessék a szobabért kifizetni.
– Hiszen mondtam már tegnapelőtt, hogy most nem fizethetek,
hanem 15-kén egész bizonyossággal. Most nincs pénzem, mert ruhát
csináltattam.
– Ugy! éjjeli tekergésre és czifrálkodásra van pénz, de házbérre
nincs? De az nem megy, drága uracskám! Én azt kivánom, hogy
nekem előre fizessenek, különösen olyan lakók, kiknek „keblökön a
házuk, hátokon mindenök.“ Azért csak tessék fizetni, mert én egy
órát sem várakozom tovább. Elég volt két nap, ma már a
harmadik!…
– De kérem alássan, tekintetes asszony, mondtam már, hogy
most nincs pénzem, hanem becsületemre fogadom, hogy 15-kén
fizetni fogok, és én még sohasem szegtem meg szavamat!
– Becsület ide, becsület oda! ismerem én már az effélét. Fizet az
úr, vagy nem fizet?
– Sajnálom, de a legjobb akarattal sem tehetem!
– Nem? jó; akkor tessék gondoskodni szállásról, mert a kulcsot
addig nem fogja megkapni, és lábát addig e szobába nem fogja
betenni, míg nem fizet. Érti az úr? punktum!
Ezt mondván, a háziasszony székbe veté magát, s arcza
világosan mutatá, hogy kérlelhetlen.
 Hogyan lehet e nő ily szigorú e szegény fiatal ember iránt? E
hölgynek bizonyára csep szíve sincs! mondják önök, hölgyeim.
Engedelmökkel! E hölgynek igen is nagy szíve volt, s épen ez vala
szegény Frigyes barátunk szerencsétlensége; mert… mert… eh!
kimondom biz én; e hamiskás megjegyzést meg fogják önök nekem
bocsátani. Épen az volt a baj, hogy e némbernek nagy szíve volt, s
hogy e nagy szív Frigyesért dobogott, ki szerencsétlenségére e
dobogás által nem hagyá magát boldogíttatni, s igy boszú forgott a
játékban. A hölgyek pedig boszújokban kérlelhetlenek!
Ez Frigyes barátunk előtt sem volt ismeretlen, s azért nem is
fárasztá magát azon hasztalan munkában, hogy megkisértse
haladékot nyerni; hanem abban kezdé törni a fejét: honnan és mi
módon szerezhetne pénzt? De e nagy kérdésre sehogy sem tudott
feleletet találni… Csikar úrtól előlegezni? Nevetség! Csikar úrnak
elve: nem előlegezni, s ez elvéhez annyira hű, hogy egyik irnokának
még anyja eltemettetésére sem előlegezett, mint tenne tehát most
kivételt?! Barátai? Ezek épen oly szegények, mint ő… Ah… végre
megvan!…
Mit gondolnak önök, olvasóim, ki segített e szegény elhagyatott
fiatal emberen? Senki más, mint a megvetett, oly gyakran kigúnyolt
házaló zsidó, ki roszúl fizet – de mindig fizet; ki sokért keveset ad,
de – rögtön ad, szóval, ki a szegényeknek az: mi szinésznőknek az
imádók, kik mindig ott vannak a koszorúkkal és tapsokkal, a hol
legnagyobb szükség van reájok.
„Handlé!“ hangzott föl az udvarról a zsidó rekedt hangja, s
Frigyes barátunk hirtelen felugrott ágyáról, és felkiáltá a házalót.
A háziasszony gúnyosan mosolygott, midőn a zsidó a szobába
lépett.
– Kiváncsi vagyok, mit fog eladni? gondolá magában. – De ugy
kell, ha nem tetszett neki, mint a többinek, a barátságos élet! ugy
kell!
 Fájdalom! Frigyes barátunknak nem volt oka, sokat gondolkozni;
mert egyedűli nélkülözhető, s csak némi értékkel biró tárgya épen
azon frakk volt, melyet az éjjel hordott először, s melynek
készíttetése okozta mostani egész zavarát. Nagyot sohajtott tehát,
és átadta a házalónak. A zsidó műértő arczczal megvizsgálta azt, s a
vásár csakhamar megköttetett, és Frigyes barátunk – már ezt meg
kell neki adnunk – olyan büszke és megvető arczczal fizette ki
lakbérét, hogy háziasszonya még boszúsabban távozott mint jött,
ezzel pedig, azt hiszem, elég van mondva.
De ni ni, mi ez? Frigyes barátunk homlokára nagyot csap, aztán
lerohan a lépcsőkön az udvarra, az utczára, de már késő! A zsidó
eltűnt, s ő még csak nem is indulhat keresésére, mert az egyetemi
toronyban nyolczat kong az óra, s neki az irodába kell sietnie.
Mit akarhatott a mi fiatal barátunk a házalóval? Azt, hogy
dühében és haragában a frakk zsebében felejtett valami nagyon-
nagyon becsest: a szép fehér rózsát, s azt szerette volna kivenni; de
későn járt!
Mitsem tesz! vigasztalá magát; a zsidó mindennap a házba jár, én
fölismerem hangját, holnap beszélni fogok vele.
De a házaló sem holnap, sem holnapután nem mutatkozott, s e
fölött a mi barátunk, mint képzelhető, vigasztalhatlan volt. A
harmadik nap estején azonban oly nagy meglepetés érte őt, hogy e
fölötti bámulatában még bánatát is elfelejté.
E meglepetés nem volt semmi egyéb, mint csomag, melyet
számára távollétében hozott valami hordár a házmesterhez, s
melyben – ki irhatná le meglepetését! – saját frakkját találta, azon
frakkot, melyet két nappal azelőtt eladott. Első gondja volt az
oldalzsebet kikeresni;… ah de a rózsa nem volt benne!…
Ó az egész dolgot csodának tartotta; de én biztosíthatom önöket,
hogy semmi természetfölötti hatalom nincs a játékban. A világon a
legegyszerűbb és legtermészetesebb az egész, egykét szóval föl is
világosíthatnám önöket; de akkor a következő szakaszt önök
olvasatlanúl hagynák, és igazok is lenne!

V.
VÉGE JÓ, MINDEN JÓ.

A házaló tehát nem jött több napig, s a mi szerelmes barátunk

azt sem tudta utoljára, hol áll a feje a nagy szerelem és a nagy
kiváncsiság miatt! Szidta a zsidót folytonosan, és százszor is föltette
magában, hogy mihelyt elé fogja találni, gorombaságokkal fogja
elhalmozni. Pedig nem volt igaza; a szegény zsidó otthon feküdt
betegágyon, és szegény, vén fejével mindenre gondolt a világon
inkább, mint arra, hogy Frigyes barátunkat gyötörni kivánja. Hanem
hasztalan mondom én ezt, ő már a fejébe vette, s nálamnál
hatalmasabb rábeszélő és meggyőző erőre lenne szükség, hogy az
ellenkezőről meg lehessen őt győzni. De mikor annyira szerelmes és
kiváncsi is volt!
E két tulajdon pedig, amint azt önök épen olyan jól tudják, mint
én, csak akkor szűn meg bennünket gyötörni, ha ki van elégítve; ez
pedig nem könnyű dolog!
Igy telt el három hét, Frigyes barátunk már tökéletesen
kétségbeesett a fölött, hogy szép fehér rózsáját visszakapja, s ím,
egy szép reggelen, midőn rendes szokása szerint az ő szép és
gyönyörű Tercsikéjéről ábrándozott, mint éji zene a szerelmes
leánykát, oly kedvesen, oly édesen lepte őt meg a házaló hangja. –
Sietett őt fölkiáltani, s a házaló zsidóknak az a jó tulajdonságuk van,
hogy nem hagyják magokat kétszer hivatni.
A szegény öreg arczán oly kétségbevonhatlan jelei maradtak a
betegségnek, hogy a dühöngő fiatal ember első perczre le lőn
fegyverezve, amint az öreg az ő megszokott keserű mosolyával a
szobába lépett.
A mi szerelmes és kiváncsi barátunk tíz kérdést is tett egyszerre a
zsidóhoz, melyekre ez csak mosolygott, s jelekkel igyekvék kifejezni,
hogy, ha valamit meg akar tudni, engedje őt szóhoz jutni.
– Ha, minden vásárolt ruhadarabnak sorsáról számolnom kellene,
kérdé végre, kendőjével homlokáról letörölvén a veritéket, akkor
szegény ősz fejemnek káptalannak kellene lenni; de szerencsére az
emberek nem törődnek többé olyan dolgokkal, melyek nem
tulajdonaik. A mi az ön frakkját illeti, annak sorsára emlékezem,
mert az nem rendes vevőim kezébe kerűlt.
– De hát ki vette meg? épen ezt ohajtom tudni.
– Türelem, türelem, fiatal úr! rögtön rá fogok jőni. Amint tudja,
ifju úr, én naponkint bekalandozom a várost; minden utcza, sőt
minden ház ismeretes előttem, tulajdonosával, lakóival,
házmestereivel együtt. Igy, amint öntől távozám, a Lipót-utczába
menék…
A zsidó, kétségen kivűl, sok élczczel és ügyességgel beszélte el a
kérdéses frakk történetét, de kissé hosszasan; azért én, ki nem
akarom önök kiváncsiságát – ha ugyan sükerűlt volna azt
fölébresztenem – soká függőben tartani: elmondom röviden az
egészet…
A zsidó, amint Frigyes barátunk frakkjával karján távozott,
egyenesen a Lipót-utczába ment, hol egy kétemeletes házba
betérve, nem is hivatá magát, hanem, mint ki biztosítva érzi magát a
jól fogadásról, egyenesen a földszinti szobák egyikébe lépett.
A szobában, mely szegény, de tiszta volt, fiatal leányka ült,
varróasztalka előtt. Mi már ismerjük őt. E fiatal leányka senki más,
mint Tercsi, kiért a mi bohó Frigyes barátunk, amint tudjuk, kész volt
éjjeinek felét is a nappalhoz toldani, csakhogy őt magáénak
mondhassa.
 – Elhoztam a vasalót, kisasszony; mondá, s hogy a rezet
batyujából kivehesse: karjáról a ruhadarabokat, melyeket aznap
vásárolt, székre tevé.
Ne mondja nekem senki, hogy a véletlen nem veszi át gyakran a
gondviselés szerepét.
Minek tartsam hát egyébnek, hogy a házalónak épen e napon
kelle a fiatal leánykához mennie?
Minek tartsam, hogy a mi barátunk frakkját épen ugy tevé a
székre, hogy annak oldalzsebéből a fehér rózsa földre essék?
Minek tartsam, hogy Tercsi kisasszonynak épen akkor kellett oda
pillantani, s hogy ő a rózsát, a rózsáról a frakkot, s a zsidó leirásából
Frigyes barátunkat, fölismerte? Ez, kétségen kivűl, a gondviselés
munkája, mely, mint tudjuk, még sokkal nagyobb dolgokban is
használ csekélyebb eszközöket, mint egy rózsa.
Tercsi kisasszony kissé regényes gondolkozással bírt. Ez a mai
prózai világban, csak hátrányunkra van; de én nem érzem magamat
feljogosítva, e fiatal leánykát ezért megróni. Ellenkezőleg: köszönetet
mondok neki; mert e regényes hajlam nélkül nem jött volna a kis
bohó azon gondolatra, hogy milyen érdekes volna e frakkot
megvenni, s azt nagy titokban tulajdonosának visszaküldeni. E nélkül
pedig, ki tudja, hány madárvásárra meg bálra lenne szükségem, míg
Frigyes barátomat vele összehoznám? Mert az én ifju barátom, amint
talán mondanom is fölösleges, kissé ügyetlen volt a szerelmi
cselszövényekben. Na de ezt neki sem rovom föl hibául. Hisz ő még
oly fiatal, s különben is csak addig vagyunk boldogak, míg a
szerelemben ügyetlenek és tapasztalatlanok vagyunk.
Hogy a mi ifju barátunk mennyire lőn magán kivűl ragadtatva a
zsidó elbeszélése által, minek mondjam el? Azoknak, kik ismerik a
szerelmet, az élet ez édes költészetét, nem szükség mondanom;
azok pedig, kik elég szerencsétlenek azt nem ismerni, a nélkül sem
értenék. És ez még nem minden. A sors kegyébe vette a mi ifju
hősünket, s alkalmat adott neki érdekeltségét a fiatal hölgy iránt
épen oly módon bebizonyítani, mint azt a fiatal hölgy tevé.
A zsidó e csattanós véget utoljára hagyá, s ha drámairóknak
szabad a leghatásosabb dolgokat a felvonások végeire tartani föl:
nem látom át, e fogás miért lenne tőlünk, igénytelen beszélyiróktól,
eltiltva?
A házaló tehát amint elbeszélését bevégzé, színlelte, mintha
menni akarna, s már a kilincsre is tevé kezét, midőn, mintha csak
akkor jutna eszébe, hirtelen visszafordult, s batyujából pár czipőt
vevén elé, azt a fiatal ember elé tartotta.
– Mit gondol, ifju úr, kié volt e czipő?
Hogy történt, hogy nem? – talán, mert midőn szeretünk, a
sejtelem bennünk erősebb? – annyi bizonyos, hogy a mi barátunk
azonnal eltalálta, miszerint e czipő az ő Tercsikéjeé volt. Kiragadta
azt mohón a zsidó kezéből, s elkezdte összevissza csókolgatni.
De már az igaz, hogy kedves czipő is volt az. Kicsiny s keskeny
annyira, hogy szigorú háziasszonyának még keztyüűl is szűk volna.
Aztán nem is kellett nagy képzelődés hozzá, hogy a czipőről, a szép
kis lábacska jusson az embernek eszébe, s a szép kis lábért a mi
barátunknál még sokkal öregebb és okosabb emberek is elvesztették
már fejöket.
A zsidónak valóságos gyönyörűség volt nézni az ifju ember
bohóskodásait. Mosolygott rajta jóizűen, sőt egy köny is lopózkodott
ravasz pilláira. Talán eszébe jutott neki is ifjusága, ha ugyan házaló
zsidó volt valaha ifjú?… Én részemről, akárhányat láttam, ha még
gyermek volt is, öregek voltak vonásai.
Erőnek erejével sem lehetett volna azt a czipőt többé Frigyes
barátunk kezéből kivenni. A házaló ezt csakhamar átlátta, s annyira
meg volt indulva, hogy hitelbe is kész volt azt a mi túlboldog
barátunknak átengedni.
 Mily örömest rohant volna azzal a szerelmes ifju a szép
Tercsikéhez! de fájdalom, még csak szombat volt, irodába kelle
mennie, s igy kénytelen volt bevárni a jövő napot.
Lassan bár, de ez is eljött végre, s tagadom, hogy e napon
Budapesten boldogabb ember volt volna, mint Frigyes barátunk,
midőn pontban délutáni három órakor, a czipővel zsebében, Tercsike
ajtaján kopogtatott. E kopogtatás különben fölösleges volt, mert
szíve annyira dobogott, hogy szinte fogadni mernék rá, miszerint azt
Tercsi kisasszony az ajtón keresztűl is meghallotta.
Két egész óráig tartott az első látogatás.
Hogy töltötték el az időt? hogyan mulatták magokat? én nem
tudom megmondani. Beszélni, nem beszéltek húsz szót mindössze,
annyi igaz; de azért nem unatkoztak, s végre nem látom át, miért
csevegnénk puszta szokásból, ha némán is jól találjuk magunkat
valaki társaságában?
E látogatást, mint már szokás, a második követte, s ebből aztán
tökéletes viszony fejlett ki. Hogyan? azt csak azok sejthetik, kik a
szívdobogás és pillantások nyelvét értik. Annyi igaz, hogy a mi fiatal
párunk egyszer csak azon vette magát észre, hogy a nap ki volt
tűzve az összekelésre, s bár jegyajándékokkal nem igen
halmozhatták el egymást, mindkettő igy okoskodott hogy, ha eddig
mindegyik elélhetett külön a maga kis keresetéből, miért nem
élhetnének el jövőre a közös keresetből ketten, sőt… ha a szükség
úgy kivánja, hárman s négyen is?
A mennyegző szerencsésen megtörtént. A mi fiatal párunk
tökéletesen boldog volt. Hogy soká maradt-e az? hogyan
mondhatnám meg? Hány nap van az életben, mely kék éggel és
fényes nappal kezdődik, de melynek vége zivatar és villámok?!…
Szinte feledém! A kis zömök emberke, és a mindig nevető hölgy
is, kik a szertartásnál tanúskodtak, amint már előre is lehetett látni,
szinte viszonyba keveredtek, s boldogak is voltak – három hónapig;
hogy azonban házasságra nem kerűlt a dolog, annak egyedűl a
mindig nevető hölgy volt az oka, ki addig nevetgélt hol bizonyos
szőke, magas diákra, hol bizonyos kisded vékony gombkötőlegényre,
hogy a mi kis zömök barátunk egészen elszomorodott, s elment –
máshol keresni vigasztalást.
De igy van az életben. Száz szerelem közől egy végződik
házassággal. Vége már az aranjuezi szép napoknak, midőn a
szerelem vége mindig házasság volt. Most már:
Házasodunk szerelem nélkül, és szerelmesek leszünk házasság
nélkül!
 TARTALOM.

Éj és korány 1
Egy czivilizált férj 49
Elérhetlen csillag 79
Frakk és czipő 147
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