A Difficult Start

October 4, 1863.

After several months of long waiting, Ernst finally saw the finished product. By pulling strings and using his wealth, Ernst found a metallurgical expert at a munitions factory in Berlin, and the blade problem was solved.

One had to admit the expert was reliable. With years of experience and extensive knowledge, the expert immediately had a solution when Ernst presented his requirements.

Finally, with a mature plan, Ernst went to a factory in Berlin that specialized in custom industrial equipment. Using product patents and sketches, he successfully launched the first-generation smelting machine for T-shaped razor blades.

This also led to Ernst's personal savings rapidly dwindling, but at least the results were achieved.

Having the corresponding machinery was only the first step. To achieve mass production, one set of equipment was not enough. But how to solve the funding problem?

This is where the benefits of being a second-generation noble came into play. As a top-tier second-generation noble, he could shamelessly ask his old father for "a loan."

Prince Constantin was naturally concerned about his son's life in Berlin. One ordinary afternoon, he received a letter from Berlin asking for help, which made him both amused and exasperated.

For Constantin, the sum was not small, but he could afford to give it to his son for his first entrepreneurial venture. As a major landowner in Germany, collecting rent was a very profitable job.

This was also their family's first investment in industry. Constantin believed that fostering his child's independence was more important than anything else. Only by letting him act and make decisions himself could he become a good heir in the future. As for failure, it was merely the cost of trial and error.

While he was not yet old, training Ernst's abilities was far better than leaving behind vast wealth.

For a nobleman, experience and exposure were the best wealth. Only by enduring the hardships of society could one become a qualified nobleman.

Prince Constantin's generosity and straightforwardness greatly accelerated Ernst's industrial production process.

Through his noble status, the relevant procedures were also handled smoothly. No one dared to make things difficult for a prince's son, especially one from the Hohenzollern family.

Well-informed nobles knew that Old Prince Constantin's son was setting up a factory, though most were not very optimistic.

While some nobles were venturing into industry these days, very few top-tier nobles personally got involved. Eccentrics like Ernst, who were hands-on, were rarely seen.

After renting a factory, hiring workers, and setting up the corresponding facilities, Ernst's factory opened.

The operation of the machinery required a large number of workers. People bustled in and out of the factory, constantly monitoring the machines. The furnaces and steam belts required a significant amount of energy, and black chimneys rose into the sky.

Dark smog shrouded the Berlin sky, and wastewater was discharged directly into the suburban rivers. This was the norm in early industrial countries.

Of course, this was the result of the collective efforts of many factories; Ernst's small factory was insignificant among them.

As the belts turned, molten iron was shaped and cooled, then sent along steel wheels to the workers to be formed.

Subsequently, workers used machinery to cut these thin sheets, which were then collected by workers in the next process and finally packaged in oiled paper.

This was the production process for the blades. In addition, there was a separate production line developed for the handles.

Everything was done on an assembly line, greatly reducing waste from intermediate steps and increasing production efficiency.

At this moment, Ernst held a finished razor produced by his own factory. To test its practicality, Ernst decided to "personally" try it out.

"Peter, sit still, don't move," Ernst commanded.

Peter sat nervously in the chair, afraid to move, as if awaiting the descent of a great terror.

Ernst personally wielded the razor. First, he lathered soap and applied it to the victim's face. Ernst moved the handle from side to side, and the beard fell away smoothly as the blade scraped against it.

Peter, as the first victim, nervously enjoyed the boss's service. Although the new razor emphasized safety and convenience, who knew the anxiety of having one's fate in another's hands.

Fortunately, everything went smoothly. When the last stroke was made, Ernst handed Peter a towel to wipe his chin.

"How does it feel?" Ernst asked curiously.

"Boss, regarding product quality control, there's absolutely no problem. But whether it can be sold at a good price, that's hard to say."

Peter was not optimistic about the market prospects, as such novelties were difficult for people to accept quickly.

Moreover, there were similar products on the market, though with different principles. As for why the boss insisted on this new type of razor with uncertain outcomes, Peter thought the boss might just be playing around, being young and all.

Ernst had indeed not explained the reason. As long as his subordinates produced the finished product, in reality, this seemingly old-fashioned razor from his past life was incredibly successful.

Even in the era of smart home appliances, some people still used this purely mechanical, old-fashioned T-shaped razor. Classics were simply copied directly.

Gillette, the inventor of this razor, came from a sales background. Through his life experiences, he invented this relatively safe and inexpensive grooming product that didn't require sharpening.

Furthermore, the profit model of this razor was also novel. Unlike traditional straight-handled razors where the blade and handle were integrated and the blade couldn't be replaced at will, making it hard to discard.

Gillette razor blades were cheap. When they became dull, they could be thrown away, saving the effort of sharpening and saving time. The cutting edge was sandwiched between metal sheets, and it looked safer than those straight-handled razors that could easily cut one's throat.

Of course, promoting this new type of razor still had a long way to go. The first problem to solve was how to get the handles into the hands of the masses.

This was a major issue. It took time for the public to accept new things. Only when they truly had such a razor in their hands could the sales of blades be increased later.

Ernst decided to use three methods to promote the new razor: first, door-to-door sales by salesmen; second, finding distributors; and third, increasing advertising investment.

The first method was the most conventional. Salesmen could explain the advantages of the new razor, directly addressing customer pain points, and achieve a high closing rate.

The second method was more troublesome because their product did not yet have significant recognition, and distributors might not be interested.

Therefore, advertising became a necessary auxiliary measure. Ernst already had a general idea for the advertisement content.

It would be a poster. This poster couldn't be too small; it had to be large, ideally covering an entire wall.

This way, the usage and advantages of the new razor could be popularized.

Then, a comparison was needed. A male model would be used, a handsome one. Two contrasting images would be created: one showing a person using an old-fashioned razor and directly cutting their face, causing injury. Next to it, someone using the new razor looked refreshed and invigorated.

The words "safer" should be prominently displayed at the top. Then, the product's durability (reusable handle) should be highlighted, and finally, its time and labor-saving aspects (replaceable, inexpensive blades).

After a two-month promotional period, the "Gillette" razor was fresh out of the oven. That's right, Ernst had even copied the name, not even bothering to hide it.

Just as Ernst had thought, the "Gillette" razor's sales weren't spectacular. Fortunately, after two months of marketing and advertising, Berliners had become aware of the product.

And many households that had already used it had become repeat customers. After all, the metal handle would likely last for decades, and the cost involved was in the full sets of blades, allowing for small profits on large sales.

For now, the priority was to ensure product quality. There wasn't much else to do; Ernst had already appointed Peter as the acting factory director and would personally visit to inspect from time to time.

As for the profits, the funds would be used to increase advertising and promotion, expanding from Berlin to other cities, and finally to the entire region of Germany. The current production line could fully meet the product supply for all of Germany.

Once Ernst's products covered all of Germany, he would then consider the next step. At that point, Ernst might increase production efforts and formulate plans for the entire continent, or even for the Americas and other regions.

Perhaps he would also invest in new industries. All of this was contingent on the razor selling well.

All of this would take time. Ernst currently had neither the time nor the money for extraneous matters; he could only consider the next steps after the razor started turning a profit.