An ejector of new type is devised by the author, which has multi-nozzles parallel to the direction of flow.
Experiments as of steam ejector carried out and analysed theoretically.
The results obtained are as follows.
(1) An analysis of a multi-nozzle ejector has been obtained by means of a method similar to an analysis of a single-nozzle ejector.
(2) A comparison between the experimental and analytical results showed good agreement over a broad range of variables.
(3) Experiments show the length of mixing tube required is about 78d/√m (d=diameter of mixing tube, m=number of nozzles)
(4) It is proved by not only experiment but also analysis that performance of multi-nozzle ejector is better than that of single nozzle ejector equivalent to the former,
(5) Divergent type diffuser following mixing tube causes worse effect.
(6) The smaller the throat area of nozzles is and the lower the steam pressure is the larger the mass ratio of flow is.
(7) At constant steam consumption better performance can be obtained when nozzles having the smaller throat area are used and steam of the higher pressure is used.

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　県立秋田図書館や県立山口図書館の館長として，日本の近代公共図書館発展の礎を築いた佐野友三郎は，図書館界に身を投じる前の１８９５年から１８９９年までの約５年間，草創期の台湾総督府に勤務していた。本稿では佐野が総督府の開設要員として台湾に渡り，幹部官僚として初期総督府行政を担っていたことを台湾総督府文書などからたどる。また総督府時代の経験が，その後の彼の人生に大きな影響を与えたとみられることを検証する。

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This paper clarifies the structure of the management development in prewar days of a large-scale brewer in Nada, Hyogo Prefecture, observing the source of the profit in the distribution process. Tatsuuma-Honke in Nishinomiya is adopted as an example. The way that should be and the change of the complicated Japanese sake distribution process are considered by an analysis which combined its sales market, sales strategy, and individual management. As a result, the following points were solved in this paper.
First, it is confirmed that in the mid-1920s Tatsuuma-Honke established even in Tokyo the relation of maker predominance which was previously being developed in a local market. Although the company did not necessarily persist in its share reservation in the Tokyo market, without being bound by the monopoly right of the brand which remained among each wholesaler, it was meaningful to enable sales with the “Hakushika” brand which it specified itself.
In process of the trademark establishment, the production of self-made sake increased and the raising of the bottom level of the quality was achieved. As a result, in Tatsuuma-Honke, it became possible to use a sales strategy which was further conscious of the brand's bottling sales. However, it was more important for Tatsuuma-Honke to internalize the structure which combined a sales method — undiluted sake dealing in a tun unit— called “Oka-Uri” with the opposite character of bottling, and carries out the hedge of the unsold risk. This also meant the possibility that the purchase of the undiluted sake from a minor-scale brewer would be demoted to the 2nd buffer for a large-scale brewer. This indication adds new knowledge to a simple understanding that the former specialized in Oke-Uri and the latter was based on sales of brand sake, as shown by the conventional history of research.
The high profitability in the distribution process as the above-mentioned result relatively stabilized the brewing management of Tatsuuma-Honke in the depression of the 1920s. Such a case was just a pattern of the development which preceded the large-scale management in the prewar-days term of the Nada brewing industry.

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