162 SELLINGLUMBER 



preach. So, too, the business man (whether individually or in his 

 groups), to be successful, must do and stand for more than he 

 merely talks about or listens to. To hold a big meeting like this 

 one is all right to deliver speeches is a sort of necessary evil, to 

 applaud is generally compulsory, and to adjourn is invariably neces- 

 sary ; but these things, of themselves alone, do not necessarily make 

 for the ''Betterment of Business," which is precisely what you are 

 here for. The "Betterment of Business'' implies the "Betterment 

 of Salesmanship," and the only justification for a gathering of this 

 kind is to make possible, or rather I should say, to make actual, 

 better salesmanship. 



How then, and where, can we better learn Salesmanship? 



I will endeavor to answer this question by first hurriedly run- 

 ning over the technical sources of better Salesmanship with which 

 you are already familiar. Then I will suggest a ivorking definition 

 of Salesmanship, and finally I will attempt to prove that Sales- 

 manship is synonomous with "Self Development." 



WHERE CAN WE LEARN SALESMANSHIP? At a sale, 

 by analyzing it, and finding its component parts to be, introduction, 

 attention, interest, conviction, desire and resolve. 



WHERE CAN WE T EARN SAT FSMANSHIP? At schools 

 of Salesmanship good schools attend them, and let your salesmen 

 attend them, where they will be taught the three well-defined steps 

 to a sale, attracting attention, inspiring confidence, creating desire. 



WHERE CAN WE LEARN SALESMANSHIP? From 

 books on Salesmanship good books, read them, and let your sales- 

 men read them how they variously treat of personal appearance, 

 manner of approach, arrangement of our selling talk, loyalty to our 

 house, treatment of our competitors, enthusiasm, tact, persistence, 

 and the art of closing. 



WHERE CAN WE LEARN SALESMANSHIP? At the 



good salesman's elbow, noting his deportment his cleanliness of 



Where We habits his agreeableness under all conditions his faculty of doing 



Satesmanshi ^ e r ^ nt tmn ' no ma tter how difficult his regular return of 125 



per cent work for 100 per cent pay his independence of supervision 



his aptitude for doing his work a little bit better and a little bit 



quicker than- the other fellow. 



WHERE CAN WE LEARN SALESMANSHIP? From the 

 coaxing shop window from the beckoning billboard from the 

 magnetic magazine ad from the persuasive paper froth the bribe- 

 like bargain in the paper from the tantalizing temptation from 



