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A MERCHANT'S LETTERS TO HIS SALESMEN

that gives me a heartache occasionally is the selling end. Imagine how you would feel if a friend said to you, 'Silverwood, you have nice stores and carry good goods, but somehow your clerks don't take enough pains. I always get the wrong size or the wrong sleeve-length and I'm really out of patience about it, so I thought I'd be frank with you and tell you why I am not patronizing you.'

"It is just as easy to be careful as to be careless. Little extra attentions cost nothing and gain everything. Get the habit of using your tape measure and measure the underwear, shirt sleeves, etc., before you send them out. It only takes a minute, makes a good impression on the customer and catches any mistake the maker might have made. Make it a daily duty to say to yourself, 'No customers I wait upon to-day will have occasion to complain about me.' Then work a followup system on yourself."

"Los Angeles, Sept. 21st. "Dear Sir:-Did you ever walk up to a cigar counter, ask for some special cigar, and after the clerk had served you he said, 'We are having a great sale on a new cigar, let me show it to you.' He already knew the color you preferred so he showed you your color and then told you what an excellent piece of goods it was -'sweet as a nut,' etc.-and the first thing you knew you were digging for the money and saying, 'I'll try a couple.' You were not offended; you were pleased, and you liked the chap for his cleverness.

"Now, why not try that system yourself in your own department? You'll be surprised at the results. A near-wooden man can give a man two, size fifteen, Belmont collars for his quarter; but it takes a real man to sell a necktie to go with them if the customer only intended to buy the collars. But it's just as easy for you to do it as it is for the cigar man to land you for those extra cigars. Those are the things which put the 'baking powder' under your salary.

"If you will sell every customer you wait upon a dollar more than he intended to purchase, you'd soon be earning ten dollars a week more than your present salary-and, if you handle the man right, he'll come back and look for you just as you do for that particular cigar clerk.

"When you sell a necktie to a man, why can't you boost the hat department-get him over there to try on some new things. He'll either buy or come back, because he can't resist our styles or prices. And when you sell a hat to a man, work some scheme to get him over among the briefs, hosiery or neckwear. If he's a young man, get one of the clothing men to have him try on a few of the new models in college clothing. I believe hundreds of men drop in to buy a hat, who afterwards see a tie or shirt in the window farther up the street and go in and buy it. That's your fault."

"Los Angeles, Sept. 28th. "Dear Sir:-Neither you nor I can be a success without harmony; one employee with a 'grouch' can spread more dissatisfaction than a small boy with the measles can distribute the infection in a crowded schoolroom. It's the insidious cankers of

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Burpee's

Burpees

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ANNUAL

Annual

The Leading American Seed Catalog for 1915 is a bright book of 182 pages, with hundreds of illustrations and carefully written descriptions of Vegetables and Flowers. It tells the Plain Truth, and is a safe guide to success in the garden. It is mailed free to everyone who wants to plant

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Our reputation for efficient service is built about the Burpee Idea of Quality First, and to give rather than to get all that is possible." Hence, we have not advanced prices because of the shortage caused by the war and we deliver seeds free by parcels post. We trust that you will read our Silent Salesman. A post card will bring it. Write today, and kindly mention Current Opinion.

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Taylor's "Stahot" Water Bottle

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FRANKLIN TAYLOR COMPANY Janesville, Wis.

Dept.

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ill feeling that eat into the heart of an organization. If any two of you feel that you cannot agree, I desire your resig

nation, for I am the only one who will

suffer. I have known men so contemptibly

mean that they gloated every time another

salesman took a swap.

"Several times recently I have received letters from customers informing me that certain salesmen promised to deliver their suit on a certain day and it was not delivered until the following day or later. I will not tolerate this kind of service. If you sell a suit, shirt, or any other article that has to be altered before being delivered, ascertain just when it will be fin

ished; if the tailors are particularly busy,

use your best efforts to obtain more time,

but when you have set the time, deliver the goods at that time. Make a note of the transaction and if you see that the tailors are going to disappoint you, refer the matter to the manager at once so that the work can be done outside if necessary, for you must keep every promise you make.

"I know of nothing that injures the reputation of a house more than to have it said, 'Their goods are all right, but they never deliver the package when promised.' Again I wish to remind you of that one word-think-the lack of observance to which separates so many indifferent men from good jobs. 'I didn't think it was loaded,' or 'I didn't think it mattered,' have filled more graves and almshouses than any two expressions ever coined.

"Be a rooter-the rooter inspires better ball than a hooter. A smile costs no more than a sneer. A pat on the back requires less energy than a kick in the same spot. You may say to yourself. 'Merit has no show nowadays,' but try it and see. Leaders are ordinary persons with extraordinary determination. The difference between you and your superiors is 'application'-they strive for what you wish for."

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"Los Angeles, Oct. 5th. "Dear Sir:-Did you ever figure out how much capital your efficiency represents? I mean the capital you have tied up in your body; your brains and your soul. If you earn one hundred dollars a month, you are worth just twenty thousand dollars, for one hundred dollars is just six per cent. on the amount of your worth.

"I am going to give you a simple receipt that will increase your capital quicker than any other remedy ever discovered: 'Deliver the goods.' Kind words are easily coined and gold pieces or cashiers' checks can never take their place. There is no excuse for failure. If you make good and become the most popular salesman in the establishment, that is all the explanation that is necessary. But be humble-lofty airs only become those who have the right to use them, and such never do.

"Successful salesmanship is no more an accident than the ball player's batting average is a streak of luck. It is putting

Most painters are anxious to do good work. Most painters know the good that

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does in paint. You are the deciding factor. Do you want the best paint on your houseor don't you?

Our booklet, "Your Move," tells why. The New Jersey Zinc Company Room 408, 55 Wall St., New York For big contract jobs, consult our Research Bureau

IMPORTANT!

When notifying Current Opinion of a change in address, subscribers should give both the old and the new address. This notice should reach us about two weeks before the change is to take effect.

Patents, Trade Marks, Copyrights

Difficult and rejected cases specially solicited. No misleading inducements made to secure business. Over 30 years' active practice. Experienced, personal, conscientious service. Write for terms-Book free. Address, E. G. SIGGERS, Patent Lawyer, Suite 20, N. U. Building, Washington, D. C.

WHITING-ADAMS

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the right hits in the right place and keep- JOHN L. WHITING-J. J. ADAMS Co.

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MAKING GOOD AS A SALESMAN

63

field is crowded with trained competitors, eager and alert to outdo each other at every turn. Every season we keep crowding more value into every piece of merchandise so that we can hitch a bigger load to the customer's dollar than he can possibly get elsewhere.

"Now it is up to you boys behind the counters. You've simply got to develop more energy and perseverance. I know you must feel right down in your heart that you are giving every man you wait upon better values than he ever received anywhere. If so, tell him; if not, tell me. If you don't believe in me and in my merchandise, walk up like a man and tell me so and resign. If you do, then don't be too shy or modest to let your enthusiasm soak into the mind of every customer you wait upon.

"All advancement must be inspired by confidence, not only in the man you are working for, but in yourself. Successful 'business men to-day choose men for what they are not for what they claim to be."

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"Los Angeles, Oct. 12th.

"Dear Sir:-If you have decided to make merchandising your life work, then get in and be the best salesman in the establishment. If you are only holding your job until you get into something else which you hope will be more to your liking, hand in your resignation and stand aside, for you are only blocking the path of some other fellow who is determined to win.

"Did it ever occur to you that you are only working your earning capacity at about forty per cent. of what it could be? You don't realize your capability-you don't realize what the word 'opportunity' means; that is what the trouble is.

"You are working for a concern that not only pays you twice a year your portion of the net earnings of the business but carefully tabulates your sales each day and increases your drawing account as your sales increase. You have nothing to worry about. Your pay envelope is ready for you every Saturday night, whether business is dull or not. You are a hundred per cent. better off than in a small business for yourself.

"The janitors keep the store clean; the window trimmer displays your goods; the ad writer features them in the paper; the 'old man' pays the bills. Any one of these jobs is harder than yours. All you have to do is sell goods and keep your stock in order. Now, for Heaven's sake, get in and drill. You'll be surprised at what a little extra effort will accomplish. You'll be proud of yourself and we'll be proud of you."

"Los Angeles, Oct. 19th. "Dear Sir:-If you can make one new customer every day and hold him, you'll soon be the most popular salesman in the store your sales and your drawing account will increase so fast that you'll commence to wonder why you did not make your personality and other God-given qualities pay interest long ago.

"When a man comes in and asks for 'a shirt like the one in the window' or 'one of your blue serge suits' and you serve

Managing the Business of 8,500,000 Telephones

Imagine a manufacturing business having millions of customers scattered over the country, with millions of accounts on its books, most of them less than $30 a year, and including a multitude of 5-cent charges.

Consider it as having shops and offices in thousands of cities, and reaching with its output 70,000 places, more than there are post offices in the United States. Think of the task of patroling 16,000,000 miles of connecting highways constantly in use.

This gives you a faint idea of the business of managing the Bell System.

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In so vast an undertaking, every branch of the organization must work in harmony, guided by one policy. The entire plant must be managed in the light of accumulated experience, and with the most careful business judgment.

The aim of the Bell System is to make the telephone of the utmost usefulness. This requires an army of loyal men and women, inspired by a leadership having a high sense of its obligations to the public.

Animated by the spirit of service, and unhampered by red tape, the 150,000 Bell employes have the courage to do the right thing at the right time upon their own initiative. They work together intelligently as a business democracy to give the public good service.

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him but sell him nothing else, you are not a salesman; you are an order-taker; any nineteen-year-old, ten-dollar-a-week boy can give a man what he asks for. That is not salesmanship.

"Introducing new things in a nice way pleases a customer. How easy it is to say, 'Here are some half-tones with ties to match, at the same price, they would look fine with that suit, as the collars blend so nicely. And we can put a band on your hat of the same shade.'

"The three words 'I never thought,' or 'I didn't think,' is the difference between the 'is-er' and the 'was-er'; it is the difference between success and failure, not only in salesmanship but of those higher up and lower down in the establishment. Just think of the sales you might have made last season, if you had been 'on the job.""

you.

"Los Angeles, Oct. 26th.

"Dear Sir:-If your heart is in your work you won't have to proclaim your progress; you'll be so conspicuous I'll discover it long before you do-if you outgrow your job I'll make a bigger one for Don't think because you don't see me every hour or every day that I'm not keeping a line on you; your daily record passes under my eyes constantly. You don't have to tell me what a wonder you are-show me. Don't get to thinking I can't get on without you-make me think I can't. Build up a personal following; make every merchant in town anxious to secure your services; have it said that you're the best hat, clothing, shirt or underwear salesman in the West.

"There is not a concern on earth that is more willing to pay you all you can

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earn than the one you are working for; MSS. SUCCESSFULLY PLACED

but no one comes nearer knowing what you earn than the same concern.

"An easily satisfied boss makes mediocre men. I will never be satisfied until every man, woman and boy in my employ registers one hundred per cent. net. The growth of an employee or a business is the inevitable result of right thought and right work done in the right direction. While you may think and the world may think that we have built a great business, I want to say to you in all candor that we have not even gotten fairly started yet. Our future growth is going to be accomplished in the most simple way, but the only true way; that is, by giving the public value-more value for their money

than they can possibly get elsewhere

far better service and more polite attention than others think of giving.

"It sounds easy and if you will do your part it will be easy. The reason we price every article in every department to sell at such very close prices is because we want to sell a man everything he wears. I don't want a man to say, 'I buy my hats and neckties from you; my shirts from Jones; my underwear from Brown.' I want him to see for himself that it is to his advantage to do all his trading with us and I appoint you a committee of one to bring it about."

"Los Angeles, Nov. 2nd. "Dear Sir:-You have received a letter from me every Monday. How much good have they accomplished? Have you kept

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MIXING HEART WITH BRAINS

65

them-read them over a second time-or simply said to yourself, 'bull,' and have thrown them aside? I have in my possession a number of weekly letters found 'among the waste papers.

"If we do no more than keep up the percentage of growth we have made during our past seventeen years in business, I can see at least ten important positions to be filled within a few years. Are you fitting yourself to be capable of filling one and deserving of it? I am a great believer in loyalty-in being loyal to those who are loyal to you. And I have noticed with a great deal of regret, that some of our comparatively new men take far more interest, try a lot harder and watch the clock less than some of our old men.

"The letters I have written and those to follow are to help you to help yourself. I don't want to part with old employees. I have fought your battles and kept your job for you when your manager thought some of you should go. I have been accused of having too much sentiment and have been told that some men were too indifferent and never would amount to anything-that all some of you were sticking around for was to get your pay envelope and do as little as possible to earn its contents. But I still believed you had it in you, hence these letters.

"I will be frank with you. I'm keeping close tab on all of you; I am writing to men and women you wait upon; I'm trying to find out for myself whether or not you are entitled to the position you are holding, and I'm either going to make you a better man for yourself, for your family and for the firm, or I am going to replace you.

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"It is only fair for me to tell you in this connection that I have noted marked improvement in some of you and I have not given up hope of the rest. Just suppose, for example, something should happen to either Mr. Nagel, Mr. Rebard or Mr. Shaw-would you be capable of filling any one of these positions or would I be compelled to go outside and employ strangers? Think it over."

Poverty may pinch-but may be it's only to keep you awake.

I

MIXING HEART WITH
BRAINS

T IS a pretty good scheme to mix a

little heart with your brains. Once there was a man all brain and no heart. He never let up on anybody or anything. He claimed he could buy loyalty. One day his foot slipped. Before his back hit the sidewalk a dozen men jumped on him and none of his purchased loyalty interfered.

We know another man who is not particularly intelligent or forceful, but he knew all about it when his cashier's wife almost died with her first baby, and he personally arranged for night instruction for his office boy. People who talk with him do not see how such a "weak sister" holds a big business together. The competitor who tries to hire his help away from him has an inkling.

Fateful Forty-five!

Success usually begins at the age of forty-five-jobs are apt to end there.

The ordinary business virtues will carry a man over the early stages of a career. Loyalty, diligence and intelligence win promotion up to thirty-but not at forty-five. At that age, a man must have everything or he has nothing. The ladder of promotion is really a moving stairway-when you get to the top you get off.

Almost any young man can hold a job-but is he good enough for the next one? Will the next job be the top of the moving stairway?

Is he acquiring a grasp of the fundamental principles of business? Will he at forty or forty-five, be ready to take hold of bigger work and become a leader-or will he get off?

The Modern Business Course and
Service of the Alexander
Hamilton Institute

is a course of study which covers the whole range of organized business knowledge. It reduces the experience of all business men to working principles which supplement your necessarily limited experience. Every department and phase of business is covered. The financier learns of organization-the engineer, of finance. The corporation lawyer learns of transportation, distribution, sales, advertising, accounting; the business man learns business law.

The Alexander Hamilton Institute is planned and conducted by recognized authorities under the supervision of an Advisory Council composed of the following educators and business leaders: JOSEPH FRENCH JOHNSON, D.C.S., Dean of the New York University School of Commerce, Accounts and Finance.

FRANK A. VANDERLIP, LL.D., President of the National City Bank of New York. ELIJAH W. SELLS, M.A., C.P.A., Senior Member Haskins & Sells, Certified Public Accountants.

JEREMIAH W. JENKS, LL.D., Professor of Government, New York University. ELBERT H. GARY, LL.D., Chairman of the Board, U. S. Steel Corporation.

Its subscribers include men in every rank of business life: presidents and officers of big corporations; proprietors of progressive smaller concerns; department heads and assistants; accountants, chief clerks and the younger men who are looking forward to bigger responsibilities. To all these it gives knowledge that could be otherwise obtained only by years of bitter experience-if at all. Find out today what it offers you.

ALEXANDER

HAMILTON INSTITUTE

35 Astor Place, New York

"Forging Ahead in Business'

men.

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contains a vital message drawn from the experiences of hundreds of successful business The book is handsomely printed and bound, contains 116 pages, is illustrated with charts in color, and will make a valuable ad. dition to your business library.

We will gladly send you a
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on your busi-
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head or fill
out attached
coupon.

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Send the Coupon Now

Alexander Hamilton Institute

35 Astor Place, New York City

I should like to have you send, without cost or obliIgation to me, a copy of "Forging Ahead in Business," and full information about your Modern Business Course and Service.

Name.....

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Business Position..

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Number of years in business...

If you wish to add any facts about yourself, or your business plans, that will help us determine the fitness of our Course and Service for your needs, we shall treat your letter as confidential and give it personal attention.

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I had no previous experience whatever. One of the features of your Plan is that it enables a student to work whenever he has spare time after school, and on Saturdays, as well as during vacations.

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