THE UNIVERSITY 
 
 OF ILLINOIS 
 LIBRARY 
 
 GDS 
 
 Mie&s 
 
JllN 13 1942 
 
 
 Return this book on or before the 
 Latest Date stamped below. A 
 charge is made on all overdue 
 
 books. y j Library 
 
 7 1348 
 
 
 N; 
 
 'ZTX 
 
 
 M32 
 
 Address 
 
 During his connection with the Sales Force. 
 
 Copyright, 1922 by The McCaskey Register Cp. 
 
THE UNIVERSITY 
 
 OF ILLINOIS 
 LIBRARY 
 
 GDS 
 
 Mia&s 
 
THIS 
 
 SALES MANUAL 
 
 IS THE PROPERTY OF 
 
 The McCaskey Register Co. 
 
 , Alliance, Ohio 
 
 IT IS LOANED TO 
 
 Name 
 
 Address 
 
 During his connection with the Sales Force. 
 
 Copyright, 1922 Iby The McCaskey Register Ce. 
 
TABLE OF CONTENTS 
 
 FOREWORD Page I 
 
 CHAPTER I, Accounts In Business, Pages 2 to 6. 
 
 CHAPTER II, McCaskey History, Pages 1 to 11. 
 
 CHAPTER III, McCaskey Salesmanship. Pastes 101 
 to 153. 
 
 (Includes general information and suggestions 
 together with the Credit and Cash Register 
 System Demonstrations and the Demonstration 
 of the Daily Record Sheet and Business 
 Recorder) 
 
 CHAPTER IV, Fire Protection by McCaskey System, 
 Pages 201 to 229. 
 
 CHAPTER V, (To be added later) Pages 301 to — 
 
 CHAPTER VI, McCaskey Adding Machines, Pages 
 401 to 407 
 
 CHAPTER VII, McCaskey Salesbooks, Pages 451 to 
 466. 
 
 CHAPTER VIII, McCaskey Answers to Objections, 
 Pages 501 to 554. 
 
 CHAPTER IX, McCaskey System Selling Points, 
 Pages 601 to 628. 
 
 CHAPTER X, McCaskey Service Methods, Pages 701 
 to 709. 
 
 CHAPTER XI, Salesmanship In Co-operation, Pages 
 801 to 818. 
 
 INDEX, Pages 901 to — 
 
(,St 
 
 M / S I I j. |, ; I w 
 
 Foreword M' 
 
 TO THE McCASKEY SALES FORCE 
 
 That you may know the McCaskey Register Com- 
 pany, the McCaskey policies, the McCaskey products 
 and the McCaskey sales program most fully, this sales 
 manual has been compiled for you. 
 
 In the full knowledge of the McCaskey business 
 X lies your greatest strength as a sales representative of 
 <s^the McCaskey Systems and Supplies. 
 
 ^ ‘‘The difference between success and failure is the 
 difference between knowing and guessing your busi- 
 That statement is continually made to the mer- 
 chant by the McCaskey salesmen most successful in the 
 selling of McCaskey Systems. “Know instead of guess 
 ^your business” is the request which the McCaskey Reg- 
 ister Company, in turn, makes of you. 
 
 ness. 
 
 
 Such knowledge comes only from a continued study 
 and application of the McCaskey Systems to the require- 
 ments of the merchant in business; from the fullest at- 
 tention to the plans and methods which have sold and 
 are selling the systems successfully throughout the 
 country. 
 
 The “Why’s and Wherefore’s” of the need for “The 
 McCaskey Way,” are herein set forth. How the sys- 
 '^ttm answers that need in the operation of any business, 
 credit or cash, is explained in full detail. 
 
 The surface of the market for McCaskey Systems 
 has been but scratched in the past decades of McCas- 
 >^key development. Indeed, the field in which McCaskey 
 >*Systems are enabled to serve is ever-expanding, ever- 
 I changing and the merit of the McCaskey product is pro- 
 ^;yiding increased distribution in an extraordinary man- 
 ner year after year. 
 
 IN. VO Knowledge of the product, intelligent approach to 
 ‘"^the merchant and co-operation with the company com- 
 ^bine to form the true salesmanship necessary to the suc- 
 ^cessful selling of McCaskey Systems. That knowledge 
 ^lies within this volume. The rest? 
 
 V “Gentlemen of the Sales Force! It’s up to you!” 
 
 THE McCASKEY REGISTER COMPANY, 
 
 Alliance, Ohio 
 
ACCOUNTS IN BUSINESS 
 
 Chapter I 
 
 Accounts In Business 
 
 The retail or wholesale merchant goes into business for the 
 money he can make that business earn for him. No matter 
 what his business policies he cannot successfully compete with 
 his fellow merchants without maintaining a record of his busi- 
 ness procedure, without in someway keeping track of the trans- 
 actions made, the money changing hands, and the profits earned 
 above the cost of the enterprise. Regardless of whether or not 
 he sells for credit or for cash or both, he must in some way 
 carry records which will keep him informed as to the intelli- 
 gent way in which to proceed. The modern name for the keep- 
 ing of such records is system; the modern name for the records 
 is accounts. 
 
 Every merchant, no matter what his business, must neces- 
 sarily keep some accounts. They may not be extensive, yet 
 they will tell him how much business he has done in a day, a 
 week or any period. They may be so complete as to control 
 every detail in business operation which has taken place dur- 
 ing the business hours. To the retail merchant system has 
 come slowly until the last twenty-five years. Old methods have 
 been eliminated by newer and more simple systems. Accounts 
 have become more easily accessible to any merchant. He has 
 been educated along the right lines of business administration 
 and is continually being guided to better, less complex and 
 more saving methods of taking charge of his business affairs. 
 
 In the handling of his sales, his credit or cash sales, he has 
 been taught ways and means of keeping account records which 
 make it possible to succeed when lack of method or system 
 has meant and will mean failure. Efforts have been made to 
 study the conditions which the merchant faces and develop for 
 him the most effective, most saving, serviceable and profitable 
 manner of meeting those conditions. How has the merchant 
 cared for his charge accounts? How has he met the demands 
 of records of sales? 
 
 “Charge it.” 
 
 “Charge it,” the words re-echo in hundreds of thousands of 
 stores throughout the United States, from coast to coast. 
 
 “Charge it,” and another business transaction is underway. 
 The customer, his wife or children are given this service by a 
 merchant. Somewhere record must be kept of the items and 
 the amounts charged in this manner. The merchant must keep 
 an account of the amounts owing him from this customer, from 
 every customer and separately, and in such a way that he can 
 obtain payment of the amount at given intervals or at a stated 
 time. 
 
 Ancient Methods In Use, 
 
 Since the first borrower received an article for temporary 
 use from the first lender in the earliest days of man^s history, 
 dates the life of the credit account, the origin of the first meth- 
 od of accounting. What that method, was is not important 
 here for the ancient methods in use in all parts of the country 
 today are far enough out of line, with the march of business 
 efficiency and progress. 
 
 — 2 -^ 
 
ACCOUNTS IN BUSINESS 
 
 Into the early history of the United States the daybook, the 
 journal and the ledger point to their usage. For generations 
 they did predominate and the hold which they gained on the 
 business men of the eighteenth and nineteenth century has 
 made obstinate users of them by the thousands far into the 
 twentieth century. 
 
 When the customer has said “Charge it’* to a day book and 
 ledger merchant, the charge is recorded on the page of the day- 
 book. The next sale, whether charge or cash, is recorded be- 
 low the first and so on throughout the day. At the beginning 
 of each new da}^ a new sheet is started. 
 
 From week to week or month to month the merchant posts 
 the charge sales in another book where an individual page is set 
 aside for each customer. By adding the balances of all the indi- 
 vidual pages alloted to customers having charge accounts he is 
 able to tell what his outstanding accounts amount to. By labor- 
 iously picking the cash sales from the pages of his day book 
 he can balance his actual cash against his daybook figures. By 
 searching out the items paid on account, also jotted down in 
 the daybook and posted to the ledger, he can determine his cash 
 sales, his credit sales and his collections. With this method 
 he has prepared for himself an energy eating, time consuming 
 job which develops into excessive drudgery and gives to his ac- 
 counting problems the time and energy his business demands. 
 He averts business failure only by multiple hours of overtime 
 and nightly application to this work. 
 
 When the end of the month comes he must get out his bills 
 to his customers. From each page of his ledger he must item- 
 ize each “Charge it” purchase, stamp an envelope and mail the 
 statements to everyone owing on an account. Of course, he hires 
 help, if his business is of any size; he has a staff of bookkeep- 
 ers to care for his accounts and his monthly billings; but with 
 each bookkeeper installed he is adding ‘dead weight’ to the 
 cost burden of doing business without in any way increasing 
 the earning power. 
 
 Three times this merchant has written the description and 
 amount of every charge purchase made. Three times has he 
 entered the name and address of every customer. These opera- 
 tions have multiplied to as many as millions of triplications in 
 this leading method of retail accounting during the last lOO 
 years. 
 
 Pass books have been the popular means of handling ac- 
 counts in mining communities and other sections where large 
 company stores serve large numbers connected in the same in- 
 dustry. In busy seasons with large forces working on the 
 books, the companies’ ledgers would frequently be several 
 weeks behind the up-to-date standings of the customers’ pass 
 books. Firms have been known to accept steadily a loss as 
 high as $1000 a month and even more as, a result of the inability 
 to check pass books accurately in such mining communities. 
 
 Other merchants have installed the salesbook plan of mak- 
 ing record of charges by clerks. However, the figures w^re 
 copied into large ledgers and hauled out again for use in mak- 
 ing up monthly statements. In going the rounds of the account- 
 ing methods available to the merchant there were none offered 
 before 1900 which seemed able to elirnhiate the midnight hours 
 on the books, the need for large bookkeeping staffs and the 
 
 
ACCOUNTS IN BUSINESS 
 
 general cause for worry over collections which faced the aver- 
 age proprietor forcibly content with such methods. 
 
 The Call of a New Day 
 
 There was of necessity born a new day. The twentieth cen- 
 tury entered with a call for efficient methods in industrial and 
 commercial affairs. With that call came the increased advan- 
 tages of electricity, a power still young in industrial and do- 
 mestic service. With that call came the automobile which made 
 its first appearance about 1900 to be laughed at. With that call 
 was originated a ‘ONE WRITING’ plan of handling the mer- 
 chant’s accounts. The use of the salesbook in duplicate and 
 triplicate sets of slips was discovered and introduced in a 
 method which provided for permanent records without the 
 need of posting and statement writing in addition to the orig- 
 inal entry. 
 
 Efforts to save time and eliminate duplicity of labor in the 
 handling of credit accounts was effected through a register. 
 This device was so arranged as to handle the slips and give in- 
 formation wanted instantly at any time. Never a second entry 
 of a single transaction was required. Never a wasted hour in 
 the working day or overtime night was necessary to keep any 
 accounts posted to date. No more were overworked bookkeep- 
 ing staffs in demand to work for balances and send out state- 
 ments. 
 
 This form of handling credit accounts developed into a sys 
 tern which is today serving merchants in all corners of the 
 globe. It has shown the way to save money in the operation 
 of business; to save time and to reduce overhead expense to 
 the amount of hundreds of thousands of dollars a year for hun- 
 dreds of thousands of merchant-users. 
 
 In service this system has produced the maximum of cus- 
 tomer satisfaction. It has eliminated to an entirety disputed 
 accounts, one of the most serious problems resulting from the 
 day book, ledger and statement method. 
 
 So simple it is in its workings and so easily handled by 
 merchant employes that the power in its results cannot be ade- 
 quately realized at first hearing. It ssives and earns both time 
 and money. It stops both the leaks and losses which jeopard- 
 ize the average business enterprise. It gives the service of all 
 employees, in part at least, to the upbuilding of the business. 
 
 Its educational force and efficient results can be demon- 
 strated and explained only by men capable of studying continu- 
 ally its greatly increasing strength financially in commercial 
 affairs. 
 
 To sell this ‘One Writing’ method is to persuade a mer- 
 chant with years of backward ways of business management 
 behind him to revolutionize his credit methods. He must be 
 educated to the power of saving possible to him by the in- 
 stallation of the ‘One Writing’ system. 
 
 The system here referred to is the McCaskey ‘One Writ- 
 ing’ System of Visible Accounting. Its service to merchants 
 had reached close to 500,000 users in 1927. 
 
 The Step Forward 
 
 The time came in 1922 for a step forward. In all the years 
 that the McCaskey Register Company was solving with com- 
 
ACCOUNTS IN BUSINESS 
 
 plete success the credit worries of the merchant, the cash prob- 
 lem was giving trouble. Both the credit and cash and the cash 
 merchants were lost in a sea of dissatisfaction in methods of 
 caring for cash accounts and totals. In taking the step to aid 
 the cash merchant and relieve the credit and cash merchant the 
 McCaskey Company not only developed a cash register system 
 which adds totals and departmentizes the cash business but 
 also produced a combination credit and cash register system of 
 a strength unknown up to that time. 
 
 The cash register system provides for the automatic keep- 
 ing of all credit and cash account records and totals. It pro- 
 vides a register for daily sales totals, department sales and 
 sales by clerks. Together with the McCaskey register provid- 
 ing credit account records with ‘One Writing’ it unites the cash 
 record figures, correctly obtained, and makes leak proof the en- 
 tire business system. 
 
 Nothing is more vital to the merchant, regardless of the 
 size of his business or the manner in which he runs it, than the 
 account totals which account for his active business operation. 
 Every bank, no matter how large the amount of capital being 
 transferred, strikes a balance every day. They must be able to 
 handle their investment and loans with the greatest possible in- 
 telligence. How much more important it is to a merchant with 
 much less an amount of capital to control to be able to know 
 what that capital is doing, wherein he is making his gains or 
 losses ! 
 
 The McCaskey Company took the step forward so that the 
 merchant can know, and know absolutely every day, the amount 
 of his sales, his cash sales or credit sales, his received on ac- 
 count totals, etc. ; these are necessary to his completed records. 
 In the past he has been handicapped by mental addition de- 
 laj^s, mental errors. 
 
 A cash register system is provided which will give the mer- 
 chant his totals, added mechanically and accurately. It forms 
 the cash section of his complete credit and cash register sys- 
 tem and a cash register system in itself for the strictly cash 
 store. 
 
 In keeping with the system of years standing which has en- 
 abled the merchant to keep track of every controlling, financial, 
 stock or other record toward the regulation of his business in a 
 series of total record books the completed McCaskey Credit 
 and Cash Register System provides the McCaskey Daily Rec- 
 ord Sheet and the McCaskey Business Recorder to per- 
 form this service. From his credit section and his 
 cash section the merchant is permitted from day to day to 
 speedily obtain his new totals with mechanical accuracy, know 
 each day where he stands financially, whether his entire busi- 
 ness or individual departments are progressive or backward, 
 and as a result be guided in his future business policy. 
 
 A man must know his business in order to make a profit 
 worthy of his time and effort! He must know all phases, the 
 “Why’’ of gains and losses in income and expense; of changing 
 turnover; of uncertain overhead. 
 
 Experts tell us after investigating the American retailing 
 world that we have too many retailers. The country is today 
 served by more than one and a half million retailers — 1,500,000 
 would-be merchants. 
 
 -5- 
 
ACCOUNTS IN BUSINESS 
 
 They tell us that but 100,000 of these, l-15th, are doing 
 a profitable business ; that 400,000, 4-15ths, are doing a fair 
 business ; that the other million, 2-3rds of the retailers, are just 
 getting by. 
 
 The failures each year are reported to run into figures 
 above 10,000 and the others going out of business, practically 
 failures, at the rate of another 10,000 annually. 
 
 There is a reason for all this. It is too easy to become a 
 retailer — to “start a little store/* Credit men say that 90 per 
 cent of them have no settled idea of overhead or turnover. 
 Thus inexperience is against them from the start, and this in- 
 experience based on lack of knowledge of retail methods be- 
 fore entering business is aided and abetted by continued lack 
 of knowledge of the condition of the business as it operates 
 to account for 1,000,000 dealers in retail merchandise and ser- 
 vice rating as 'almost* failures and producing actual failures 
 by the thousands year in and year out. 
 
 That envied goal, a successful business, exists only through 
 the use of knowledge gained readily by way of systematic pro- 
 cedure costing a minimum in time and expense, yet which pro- 
 duces every usable figure necessary to intelligent operation. It 
 is the need for such information that the McCaskey Systems, 
 credit and cash, have been devised to meet. They are success- 
 fully accomplishing the purpose, establishing efficiency in busi- 
 ness management, and bringing increased profits to business in 
 every commercial line. 
 
 CAN YOU ANSWER THESE QUESTIONS 
 EFFECTIVELY? 
 
 1 — What is the need for accounts and records in busi- 
 
 ness? 
 
 2 — ^How have charge accounts been handled in the 
 
 past? What are the old time methods still in use 
 in many places today? 
 
 3 — What is meant by the “One Writing’* method? 
 
 4 — In what ways does “One Writing’* effect a saving? 
 
 5 — ^How widely does McCaskey “One Writing’’ System 
 
 reach among merchants today? 
 
 6 — When was the McCaskey Cash Register System 
 
 introduced? 
 
 7 — What need was the McCaskey Cash Register Sys- 
 
 tem designed to fill? 
 
 8 — How far does the McCaskey Cash Register System 
 
 go to serve the merchant? 
 
 9 — What is the condition as to numbers of retailers ill 
 
 this country? How many are there, approximater 
 ly? . 
 
 10 — How many retailers fail annually? How many are 
 just ‘getting by?* How many are making a suc- 
 cess? 
 
 — d- 
 
McCASKEY HISTORY 
 
 Chapter II 
 
 McCaskey History 
 
 In the Beginning 
 
 Given the 'One Writing’ idea, a $30,000 backing and the mer- 
 cantile experience of sufficient years to inspire belief in the 
 value of their project, a small group of business men organized 
 in 1903 the McCaskey Register Company. Its purpose was to 
 manufacture a cabinet file and print salesbooks to be used with 
 it toward carrying out the ‘One Writing’ method of keeping ac- 
 counts. 
 
 A small shop in Rush Street, Alliance, Ohio, gave incuba- 
 tion to the idea and its practicability through a credit file 
 which received the name McCaskey System from one of the 
 founders. The multiplex salesbooks with duplicate and tripli- 
 cate sets of slips were printed on a small flat bed press. With 
 the early cabinet and banks of leaves completed and several 
 hundred salesbooks printed the McCaskey System was ready 
 for sales and installations. 
 
 The system was the same in 1903 as it is today — fundamen- 
 tally. The buyer of a system became a buyer of salesbooks to 
 use with his system. He took orders on the duplicate and trip- 
 licate books. The original he kept in his register, behind a clip 
 spring which held all the slips of sales to one customer. The 
 customer received a duplicate or triplicate. When he made a 
 second charge purchase the merchant brought forward the total 
 of the previous charge and added it to the new amount aud 
 plainly set down the total ov/ing to date. His customer re- 
 ceived another duplicate, a statement to date with ‘One Writ- 
 ing.’ 
 
 Thus, the ‘One Writing’ McCaskey System was under way. 
 There were no more books for that merchant to keep and la- 
 bor over. There were no more leaks from posting and un- 
 checked mistakes. He knew at all times what each of his cus- 
 tomers owed him and they knew also because they received a 
 statement in full with every purchase. 
 
 Such a system founded upon an idea developed entirely from 
 the needs of the merchant doing credit business and put into 
 practical working form by these merchants and a cabinet mak- 
 er became in less than 20 years the leading product of a $3.- 
 000,000 corporation, the McCaskey Register Company of today. 
 
 Down in the early Rush street home of the company the 
 register was manufactured to a great extent by hand. The 
 leaves moved up and down on spring hinges wound by hand. 
 The clip springs which held the sales slips in the compartments 
 were produced by hand. The small flat bed presses were fed 
 by hand. 
 
 Salesmen Face Objections 
 
 Early salesmen for the system were faced with the very 
 objections which greet the representatives of the company to- 
 day. However, they were the pioneers and were not able to 
 fall back and point to user after user in this or that section of 
 the country and in the many varied lines of business which 
 mark the use of the system at the present time. At first one 
 
 — 7 -^.. 
 
McCASKEY HISTORY 
 
 of the organizers took over the work of sales and sales manage- 
 ment. His success in placing the system was good yet marked 
 by strenuous effort. In the course of the few months which 
 led to the middle of 1904 numbers of salesmen were given ter- 
 ritories from a large list of interested applicants attracted to 
 the McCaskey in the stores of merchants who had bought and 
 used it with success from the start. 
 
 In those days an early purchaser was re-approached with 
 apprehension because the salesmen found the prospects so over- 
 whelmingly sure that the system would not work. Many so- 
 called systems had been improvised and sold as such but had 
 served more than ever to hold the merchant aloof from the 
 simple ‘One Writing’ method. For this very reason a good user 
 became a priceless sales help to allay the suspicions of the 
 previously ‘bitten’ merchants. But the McCaskey System in- 
 spired confidence in its users; it gave to the salesmen greater 
 assurance than ever once their own installations were proving 
 the exceptional claims which were made for them and though a 
 seemingly hazardous undertaking in a pioneer territory the 
 selling of the McCaskey Systems soon became an established 
 business with a merchant backing which brought income and 
 profit to the salesman and his company. 
 
 McCaskey Expansion 
 
 In the face of the mechanical difficulties of manufacture of 
 the register cabinets, obstacles to be overcome in the develop- 
 ment of any new product, and in battling salesbook competi- 
 tion with an outlaw size and form, the McCaskey Register 
 Company of 1904 sold about 2000 systems and salesbooks in 
 numbers sufficient to keep the systems running. By the end 
 of 1904 the capital stock had been increased to $100,000. The 
 company was becoming intrenched, established and its reputa- 
 tion was beginning to grow. 
 
 Rush Street began to see additions as early as 1904. In- 
 creased floor space was demanded for both register manufac- 
 ture and salesbook printing. A production of increased num- 
 bers of systems in 1905 and 1906 spoke for the hold which the 
 ‘One Writing’ idea was making on the merchant. His success 
 with the McCaskey System boosted sales to a remarkable de- 
 gree. 
 
 1905, 1906 and 1907 saw remarkable growth in the physical 
 dimensions of the Alliance plant. In the latter year a five 
 story building sprang upward along the tracks to house the 
 builders of system. The spare $100,000 stock peak of 1904 be- 
 came a quarter of a million in 1907, a half million in 1908 and a 
 million dollars in 1909 and 1910. System production reached a 
 proportionately enlarged figure. Hidden dreams of systems 
 for other lines of business, of manufacture in other parts of 
 the world, became a reality in 1909 when the System for Phy- 
 sicians and Surgeons was placed on the market and the per- 
 manent recording methods for the handling of controlling ac- 
 counts of the merchant began to broaden the reach of the ‘One 
 Writing’ idea. 
 
 Success with the manufacture of systems in a Hamilton, 
 Systems Ltd. Both registers and counter check (sales) books 
 Ontario, plant in 1909 was the forerunner of removal to To- 
 ronto a few months later and the organization of the McCaskey 
 were distributed to Canadian merchants from these factories. 
 
 - 8 — 
 
McCASKBY HISTORY 
 
 England began to inquire of the strength of the ‘One Writing’ 
 way and an office was opened the same year in Eondon. 
 
 Changes were facing the mechanics of the McCaskey Reg- 
 ister about this time. Enlarged facilities for salesbook print- 
 ing and carbonizing had been installed. Large rotary presses 
 were being assembled for the particular business of making 
 McCaskey sales books in McCaskey ways. A large force was 
 working on the improvement of the register. One of the most 
 important steps was the abandonment of the spring hinge and 
 the pyramid bank of leaves which had characterized the Style 
 1 or Standard Register since the first days of system building. 
 
 Effort was turned largely toward a means of giving ex- 
 pansion to the number of accounts possible to be cared for in 
 a single cabinet by a merchant according to business growth. 
 It was necessary to change the style of the bank of leaves to 
 permit expansion v/ithout exchanging the complete unit. 
 Through McCaskey ‘One Writing’ strength and saving small 
 businesses were enlarging and the salesmen, now scattered 
 throughout the whole country, were facing these requests for 
 increased account space. 
 
 Support to the McCaskey S^^stem of accounting was of- 
 fered late in 1909 when a recorder was placed on the market. 
 This produced a vehicle for the handling of cash in a money 
 drawer and making record of all cash receipts and expenditures 
 on a large pad provided for the purpose. The drawer was op- 
 erated at the time of noting the transaction by the combina- 
 tion-pressure on buttons at the side of the cabinet, under cover. 
 Here, then, was a means of caring for the cash and credit ac- 
 counts of the merchant giving added completeness to the ‘One 
 Writing’ idea which was continually opening bywa3^s to greater 
 McCaskey success. 
 
 Systems for Doctors 
 
 Doctors were considered as possible prospects for a ‘One 
 Writing’ System as far back as 1906 and 1907. From that time 
 until the fall of 1909 experiments v/ere underway to determine 
 the most satisfactory method of cutting down the doctor’s 
 bookkeeping v/aste and aiding him to better his business condi- 
 ion in a like manner to the merchant. The pyramid bank of 
 leaves in cabinets to be placed on pedestals, desks or tables, 
 and the pedestals themselves, desks and safes were manufac- 
 tured or provided by the McCaskey Register Conipany. 
 
 With ‘One Writing’ the doctor was enabled to take down 
 data and make changes at the time of visitation. These slips, 
 carried in a pocket bister}^ case, were filed within a visible metal 
 file for instant reference in his office. Drawer space' was given 
 in the pedestals and desks for the keeping of case histories in 
 box folders. Education toward saving, impressive demonstra- 
 tion of the possible ways for increasing collections and incomes 
 and the pronounced evidence of worth in the case history id^a 
 ioined to awaken the doctor’s sense of need for efficiency in 
 keeping his records. The Professional Sj^stem of Accounts for 
 Physicians and Surgeons was launched in 1909 and with but 
 few changes resulting from experience and progress has shown 
 a phenomenal success in its field. 
 
 In England and Canada 
 
 But a fev/ months after the installation of a London office 
 of the McCaskey Register Company a producing plant was con- 
 
 - 9 - 
 
McCASKEY HISTORY 
 
 sidered and finally developed in Manchester. Early in 1914 the 
 Alliance or mother company sent delegates to Manchester to 
 open up the printing of ‘Coupon’ check books as the English 
 term the salesbook. McCaskey presses were installed and 
 European and Asiatic requests for the McCaskey Systems and 
 supplies are now adequately handled by this company. 
 
 More than ten years after the organization of the McCas- 
 key Systems Etd., in Hamilton and later in Toronto, this com- 
 pany took steps to acquire and operate a new and up-to-date 
 plant in Gait, Ontario, about forty miles from Toronto. The 
 company was installed in the new Galt plant July 1920. 
 
 The Boston Press 
 
 New England called to the McCaskey Company in 1910 for 
 a special quality of book for their quiet and conservative New 
 England users and prospects. As a result the first step toward 
 expansion in this country was effected with the installation of 
 a printing plant in Boston, Massachusetts. The first orders for 
 this high grade specialty product were filled in the earlv 
 months of 1911. Today the ‘Boston’ books, of a quality adapted 
 to the highest grade of merchandising, mark the output of this 
 press and are to be found in every state in the Union. 
 
 *One Writing in Industry 
 
 As far back as 1908 the McCaskey Register Company was 
 working on a third system for the Eastman Kodak Company, 
 Rochester, N. Y. The first two systems were equipped to 
 handle 1260 accounts each and the order which was being filled 
 in December of that year for the same company was to care for 
 1500 individual items. 
 
 Quick to grasp the significance of time-saving possible with 
 the ‘One Writing’ idea in other fields than that of the merchant, 
 the early McCaskey designers worked with the Eastman Com- 
 pany in the planning of a system to handle their special indus- 
 trial work. Years were put in by the company toward achiev- 
 ing a perpetual inventory system, a tool check system, a double 
 stores control system etc. for the particular use of industrial 
 concerns. 
 
 Late in 1915 the Mansfield Sheet and Tin Plate Company, 
 Mansfield, Ohio, installed a double stores control system. The 
 Massillon Rolling Mill followed in the first months of 1916 
 with a perpetual inventory. Later the Eastman Kodak Com- 
 pany made acquisition of an up-to-date tool check system 
 which was equipped to keep track of 16,000 items. Records still 
 farther back than 1908 show that the Florence Casket Company 
 of Florenc^e, Mass., installed and applied to their special needs 
 the McCaskey ‘One Writing’ method in 1906. 
 
 The mere saving of time in checking tools with one writing 
 to the extent in which it is demonstrated by the Eastman Com- 
 pany and many other large concerns shows an actual money 
 saving of unlimited amounts. Each amount saved becomes so 
 much added to the profits of the company concerned. Today 
 the Industrial Systems of the McCaskey Register Company are 
 being applied to the individual requirements of any line of in- 
 dustrial pursuit. Listed as products of this division are the 
 Perpetual Inventory System, the Cost System including check 
 on material costs and pay roll fundamentals, the Systems for 
 Dispatching, Routing, Planning and Machine Control, and the 
 Tool Room or Tool Crib Check System. 
 
 —10— 
 
McCASKEY HISTORY 
 
 Among those in the manufacturing field who have installed 
 '‘One Writing” and the purposes to which they have applied 
 it, are : — ■ 
 
 The Wheeling Steel Corp., for material and labor control 
 (19,000 items); the Mansfield Sheet & Tin Plate Co., for dual 
 stock inventory; the Armstrong Cork Co., for material control 
 and tool check; the Eastman Kodak Co., for tool check, labor 
 distribution and parts follow-up (16,000 items) ; The Hupp Mo- 
 tor Co., for tool check and parts inventory control; Dodge 
 Brothers Inc., for tool check and parts inventory control; 
 Mason Tire & Rubber Co., for tool check and perpetual inven- 
 tory; the Stewart-Warner Speedometer Co., for parts follov\^- 
 up; the Bassick Manufacturing Company ( Alemite Systems) 
 for tool check; Durant Motors Inc., for tool check; Harvey 
 Hubbell Inc., (pull socket mfgrs.) for production control (16,- 
 000 items) ; A. B. Kirshbaumn Co., Philadelphia, clothing mfgrs. 
 for order follow-up; Joseph & Feiss, Cleveland clothing mfgrs. 
 for order follow-up; International Harvester Co., Tractor 
 Works, for tool check; Link Belt Mfgr. Co., for tool check; 
 Peggy Paige Inc., dress mfgrs., for order follow-up; Murad 
 Radio, Inc., for inventory. 
 
 When Fires Burn 
 
 When fires burn unbidden there is destruction and loss. 
 The McCaskey systems giving fire protection were born 
 of early McCaskey Company experience. Shortly after 
 the first years of McCaskey life the thought of a safe 
 register was being turned over in the minds of the company. 
 In 1906 when the phenomenal sales of the company were eclips- 
 ing the growth of previous specialty sales, fire brought a set 
 back to the Alliance factory. 
 
 Orders were coming in at a heavy rate when all of a large 
 stock of wooden registers on hand at the factory were destroy- 
 ed b}^ fire. In thirty days a new stock was developed and a 
 fighting McCaskey spirit successfully kept the orders filled. 
 How'ever, it is true that if AIcCaskey prospects had failed to 
 ask for fire protection of their accounts before that time, that 
 the McCaskey Company was invited by this experience to re- 
 alize that McCaskey registers would burn. 
 
 Years passed before the safe register idea took practical 
 form. In 1911 and 1912 the experimental department began to 
 bend serious efforts in this direction. A combination of ideas 
 finally resulted in the production of a cabinet made of two 
 metal boxes, one pressed out of, cold drawn steel making pos- 
 sible the elimination of v/elded joints, a serious weakness in 
 safe construction. The lid was similarly formed and when 
 closed over the base of the cabinet the total became hermetic- 
 ally sealed by a cam lock. A dead air space was provided be- 
 tween the leaves which rest in the base of the cabinet giving 
 added protection against fire. Air v/as prevented from getting 
 in when the cabinet was locked and further assurance against 
 fire was given. 
 
 Tests were made time after time before the company had 
 completed the cabinet construction described above. Other 
 supposed safe registers were placed with the McCaskey pro- 
 duct in ever3" case. There came a day when the fire failed to 
 bring disaster; when the McCaskey Safe Register withstood 
 all onslaughts and produced its salesslips and government notes 
 
 — 11 — 
 
McCASKEY HISTORY 
 
 iinscorched, undisturbed in any way. That date was September 
 5, 1914. 
 
 The Alliance Fire Chief at that time, K, O. Stickle bore 
 witness to the purposely planned conflagration. Over fifty 
 railroad ties, pine boards, oil and other highly inflamable and 
 heat conducting forces were used. Four McCaskey Safe Reg- 
 isters and the leading competing product claiming fire protec- 
 tion were submitted to this blaze. 
 
 McCaskeys Withstand Flames 
 
 In twenty minutes the competing register was in flames. It 
 was withdrawn and the fire put out. The slips within were 
 charred to a crisp. After three quarters of an hour the four 
 McCaskey registers were pulled from the smoking ashes. In 
 no case had the fire harmed, warped or injured the registers in 
 any v/ay. When withdrawn the slips and notes v/ere in perfect 
 condition. The fire chief and the company were agreeably de- 
 lighted with the test and the former swore out an affidavit to 
 the test before a notary. 
 
 In a few w^eeks the McCaskey Safe Register System was on 
 the open miarket. In a few years it had weathered unnumber- 
 ed tests from the actual fires and disasters of real life. Where 
 closed and locked, when left, it has withstood without destruc- 
 tion of a single account or slip in many of the hottest and most 
 vicious fires that many towns have ever witnessed. It was 
 successful in 1914 and it is proving successful today. Many 
 merchants ov/e their ability to meet the insurance adjuster 
 v/ith figures and proof of loss to the sole power of the McCas- 
 key Safe Register System to protect those figures for them. 
 
 Operate to Improve 
 
 Operations toward improving the service of the register 
 systemxs and the recorders took place during the years from 
 1910 to the present time. It became advisable in the strengthen- 
 ing of the McCaskey service to users to alter the standard de- 
 signs of cabinets at times to produce a register for some par- 
 ticular line of business. In this connection a laundry register 
 was developed in 1910, one whose leaves accommodated mor^ 
 accounts than the regular commercial register due to a coupon 
 system of keeping the check on customer’s accounts. What 
 was called a package register was planned and sold in 1911.^ In 
 the summer of the same year the double single was establish- 
 ed in stock. This register gave the advantage of two banks of 
 leaves in one cabinet. 
 
 Up to 1910 the credit systems were provided with a per- 
 manent index on paper. Of paramount importance to the suc- 
 cess of the ‘One Writing’ idea vras the index feature of the 
 register. Speed in finding the account of the customer was 
 questioned seriously by the merchant in early days and even at 
 this time non-users unknowingly question the McCaske}^ sav- 
 ing of time in rush hours. The}^ have to be shown and can 
 easily be won over where they once view a system in action 
 The index was so arranged, in alphabetical order, that the mer- 
 chant could glance at the paper diagram find the name and the 
 number of the compartment, then quickly reach for the right 
 leaf, numbered at the top, and open to the account of his cus- 
 tomer. 
 
 The interchangeable index behind a glass plate and on a 
 leaf of the register was the installation of 1910. The glass can 
 
 —12— 
 
McCASKEY HISTORY 
 
 be withdrawn and slips with the customer’s name inserted in 
 slots under the proper initial. Another change for the better 
 in locating the customer’s account with haste followed in 1911, 
 the manufacture of the ‘kwikfind’ leaves. In the place of a pre- 
 vious flat surface on the upper edge of the leaf where the mer- 
 chant or clerk grasps for the right leaf, a triangular ridge has 
 been added and gives increased speed in making selections of 
 leaves desired. 
 
 A WlcCaskey Credit Account System Bearing The 
 Label of the Underwriters' Laboratories 
 
 From 1914 ten years were given to the study of the mer- 
 chant’s needs, and to experimenting with system housings of 
 the modern safe type. The result of this decade of research 
 v/as the introduction in 1925 of a McCaskey Account System 
 housed in a cabinet of safe design and that safe bearing the 
 Class B label of the Underwriters’ Laboratories as a guarantee 
 of its protective strength. 
 
 In addition to the exceptional protection against fire of- 
 fered by the system housing bearing the Underwriters’ label, 
 increased account capacity within a single unit and safe capa- 
 city for petty cash, important papers and records other than 
 accounts were provided. 
 
 More than ever, with the introduction of the new systems 
 granting maximum fire protection, the McCaskey Account Sys- 
 tem became not only a protection to accounts from the system 
 angle but an insurance on outstanding accounts as well. In 
 fact these systems were bought because of the desire of mer- 
 chants to insure their accounts in the most effective, known 
 manner. 
 
 This step by the McCaskey Register Company interpreted 
 the merchant’s wants correctly; again as a pioneer the com- 
 pany presented the first and only product of its kind to be 
 had, a credit account system housed in a cabinet bearing the 
 stamp of approval of the Underwriters’ Laboratories and of- 
 fering the extreme simplicity and value found in McCaskey^ 
 ^‘One Writing” methods. 
 
 Electric Recorder History 
 
 The Kantforget Recorder of 1909 underwent certain chang- 
 es and became the Electric Recorder of 1912 and succeeding 
 years. This product was improved from time to time until 
 1922 when the McCaskey Cash Register System with its excep- 
 tional record keeping advantages and automatic accuracy in 
 operation began to replace the Electric Recorder. In 1926 the 
 latter was abandoned entirely; it had become an obsolete equip- 
 ment in the face of the remarkable services of the combination 
 cash register and adding machine equipment as improved. 
 
 Back to Salesbooks 
 
 Flat press days of 1906 gave the company great satisfaction 
 when 1000 books a day could be rolled from the presses in ca- 
 pacity performance. The price list issued in April of that year 
 showed that an even twenty styles were given the salesman on 
 which to quote to the customer. 
 
 But times were changing even then. The ingenuity of the 
 McCaskey printers was working toward the formation of new 
 forms and styles to accommodate more ably the growing class 
 of salesbook users. When the McCaskey Systems first awoke 
 
 ^ 13 - 
 
McCASKEY HISTORY 
 
 need for an outlaw size of salesbook few grocers, butchers, etc, 
 had ever used books. The department and dry goods stores 
 formed the largest class of retail trade interested in them. The 
 outlaw size gave need for the producing of various outlaw 
 styles. McCaskey presses were assembled to supply these more 
 unusual styles with the same McCaskey quality books as were 
 produced in the more popular styles. 
 
 Today the McCaskey salesman is able to quote from his 
 price list on a much wider range of styles of carbon-backed and 
 single carbon salesbooks. He is enabled to point to a press 
 equipment which includes fleets of rotary and flat-bed self 
 feeding presses which, v/ith the aid of a group of automatic 
 presses for smaller forms, could produce the immense total of 
 2,500,000 salesbooks a month at capacity production. More than 
 forty presses made up the equipment of the printing depart- 
 ment in the spring of 1927. 
 
 Perhaps the greatest step forward toward salesbook per- 
 fection was reached in the development of the Blue Carbon 
 Surety salesbooks in 1921. After long periods of experiment 
 the blue carbon ingredients were combined in such a success- 
 ful proportion as to make possible this most recent carbon- 
 backing feat. The blue carbon supplied the company with a 
 product which had the quality to satisfy the ultra-critical sales- 
 book user. It proved fifty per cent cleaner than the black. 
 Its reproduction on the duplicate slip presented a perfect car- 
 bon by color. 
 
 As McCaskey Systems systematized the merchant’s world 
 the call for the McCaskey 'outlaw’ salesbook became 
 
 so general that it replaced the form^er standard size, and 
 today it stands as the most popular sized and handy salesbook 
 on the market. McCaskey production of systems and supplies 
 forced competition to adopt the 'outlaw’ standard before 1914 
 when the Alliance factory was past ten years in service. 
 
 From Credit to Cash 
 
 The next ‘Step Forward’ in McCaskey progress came in 
 March 1922. The united action on the idea of presenting a 
 complete system, credit and cash, and a cash register system 
 for the cash merchant in order to completely cover the legiti- 
 mate McCaskey field of operations, was announced on that 
 date. For years the need for a cash register system, which 
 not only registered sales and departmentized business but at 
 the same time presented an adding power for the securing of 
 the totals of the business, cash or credit, with mechanical speed 
 and accuracy, had been seen and considered. When the mer- 
 chant needed most an efficient means of controlling his busi- 
 ness, cutting down his expenses, and maintaining a balance 
 against bankruptcy and failure during the depressive period in 
 1921 and earlv 1922 the company added this cash register sys- 
 tem for the further prevention of leaks and losses, the saving 
 of time and labor and the increasing of profits by reduction 
 of expense. 
 
 The Cash Register System includes a substantial wood 
 cabinet base and cash drawer which supports an adding and 
 registering unit. It is presented as a cash register section to 
 be used with a McCaskey credit register to form, a Complete 
 System — Credit and Cash; it is introduced as a single unit to 
 take care of the entire needs of the cash business; and it is 
 combined in a single unit with a small credit register to meet 
 
 — 14 — 
 
MoCASKEY HISTORY 
 
 the needs of the merchant doing a small credit business and a 
 large cash business as the McCaskey Combination Single Unit 
 System — Credit and Cash. 
 
 In this same connection an adding unit was placed on the 
 market as a separate adding and listing machine, it is the same 
 type of registering and adding unit which combines to form 
 the Cash Register System, a standard keyboard with eight 
 banks of keys, a lever that operates the mechanical parts which 
 register the figures on the detail strip and takes the totals, vis- 
 ible detail strip, visible dials and visible keyboard which make 
 the system easy of operation by anyone using it. 
 
 In the closing months of 1926 a six bank adding machine 
 was presented to the public. It was modeled after the larger 
 capacity machine from the standpoint of visibility and ease of 
 operation. This machine brought to the merchant the very 
 equipment necessary for counter use, and to fill all ordinary 
 office adding machine requirements. 
 
 With this inclusion of the Cash Register System for the 
 cash store field, the addition of the cash register section 
 for the complete system field and the advantage of a single 
 adding and listing unit for merchants with need for that feature 
 alone, the McCaskey Company completed the cycle and fur- 
 nished the merchant with the last requirement and the most 
 complete account, record and cash register system ever de- 
 veloped. Primarily and fundamentally the desire was expressed 
 to give the merchant a means of adding his totals accurately 
 and with mechanical speed as well as permitting him to enjoy 
 the most pronounced benefits which a cash register system 
 could include. The McCaskey Cash Register System and Cash 
 Register Section w^as the ‘Step Forward’ of 1922. It proved 
 itself at once with the merchant. With progressive improve- 
 ment from time to time it has approached the perfection de- 
 sired in meeting all situations faced. 
 
 1924-1925 Expansion Program 
 
 After becoming a $3,000,000 corporation, the company, as 
 always, worked in a larger and larger way toward newer sys- 
 tem products and improved units in order to mamtain the sys- 
 tem leadership gained. Through the introduction of the McCas- 
 key Cash Register System, the entry of the McCaskey Account 
 Systems bearing the label of the Underwriters’ Laboratories 
 and the continual addition of new and modern salesbook man- 
 ufacturing equipment, together with the natural growth of 
 business, there developed a serious need for greater space in 
 which to operate. Consequently, late in 1924 another building 
 program was launched. 
 
 The need for greater and better office facilities, the need 
 for more extensive quarters toward unencumbered, salesbook 
 manufacture, and the need for greater accommodations to 
 meet register manufacturing requirements — these several 
 needs were faced to insure profitable advancement of the busi- 
 ness. The step which accomplished satisfactorily the expan- 
 sion included the acquiring of a tract of several acres and the 
 construction of a completely up-to-date set of buildings to 
 house the office and the salesbook factory. Three modern 
 structures were completed in 1925 on a million dollar project — 
 a three story fireproof office building, an altogether modern 
 salesbook factory, and a power plant. 
 
 With the office and salesbook factory needs taken care 
 
 - 15 -. 
 
McCASKEY HISTORY 
 
 of in this manner, the extensive floor areas formerly given to 
 these divisions of the business in Plant No. 1 were released for 
 the expansion of the register manufacturing division to an ex~ 
 tent covering the immediate requirements of the latter depart- 
 ment. The new location of the company’s headquarters’"^f- 
 fices and salesbook factory in Alliance offers sufficient space 
 for future growth. 
 
 The Basis of Today* s Success 
 
 Without regard to what date “Today” may refer, 1927, 1937 
 or 1957, there is an unchanging basis for the continued success 
 of the McCaskey Register Company. The foundation on which 
 the several McCaskey System factories^ and salesbook and 
 supply factories, have been built, and the foundation on which 
 mercantile success has been maintained in the face of a grow- 
 ing, severe com.petition, has been the McCaskey “One Writing’^ 
 time and labor saving system, together with the introduction 
 of the McCaskey Cas^h Register Systems, with power to cut 
 down expense and increase profits as the result of systematic 
 and mechanical speed and accuracy in the handling of accounts 
 and records. 
 
 With reference to accounts, one entry of some kind must 
 be made to provide a permanent record of any kind. The 
 McCaskey “One Writing” Sj^stem success has demonstrated 
 beyond question that such records can be kept v/ith ONE 
 WRITING ONEY. 
 
 With reference to the daily, monthly and yearly records of 
 business by itemized, classified, transactions, the McCaskey 
 Credit and Cash Register Systems, including as they do the 
 Daily Record Sheet and the McCaskey Business Recorder, have 
 established with finality that a simply operated, complete sys- 
 tem unit giving more information and service for the dollar 
 invested than was previously possible, meets the overwhelming 
 need of business everywhere for this type of product and the 
 results it is capable of creating. 
 
 The McCaskey Register Company grew faster from the 
 first than the founders had a right to believe possible. In 
 comparison with other manufacturers of specialty produces, 
 its accomplishment in distributing close to 500,000 system 
 units in less than twenty-five years in the system field an- 
 nounce it a leader of its times by an astounding margin. The 
 company’s everlasting appeal to the m.erchant to simplify busi- 
 ness methods and take advantage of the full information to be 
 obtained by efficient methods is in line with the widespread 
 activities of the Chamber of Commerce of the United States 
 and all sincere organization efforts to improve business. 
 
 Remarkable coverage of mercantile concerns in the dis- 
 tribution of systems is responsible for the record which the 
 company holds today as the greatest force in the past or pres- 
 ent toward the creation of the extensive salesbook market. Not 
 only did the McCaskey Company originate the leading carbon- 
 backed salesbook on the market today — it created that market. 
 
 In early days the McCaskey Register Company manufac- 
 tured salesbooks because salesbooks were necessary to the op- 
 eration of the McCaske 3 ^ System. Today, by virtue of the un- 
 failing quality put into these salesbooks and the extreme ex- 
 tent to which the system has built demand for them, the fact 
 
 — 16 — 
 
McCASKE Y HISTORY 
 
 stands out that this company has created more salesbook bus- 
 iness than all other forces and salesbook companies combined. 
 
 More important to the sales force today — the M'cCaskey 
 Register Company, through its system distribution, is to con- 
 tinually enlarge on a tremendous scale the numbers of sales- 
 book users. Between fifty and one hundred different lines of 
 business are installing McCaskey Systems, credit or cash reg- 
 ister systems, every passing week. As a consequence, McCaske/ 
 System prestige is interesting more and more widely additional 
 prospects for McCaskey methods and concerns which have 
 never even considered salesbook usage are being brought au- 
 tomatically into the salesbook business field by the adoption 
 of McCaskey “One Writing” methods and general closer re- 
 lationship to McCaskey products. 
 
 The McCaskey Register Company today is a great busi- 
 ness organization moving progressively ahead. It is main- 
 taining peak years in business volume and earnings. It is pay- 
 ing dividends to stockholders. It is advancing its worthy em- 
 ployes. It is developing greater opportunities for those of its 
 sales organization in the form of advancement and earnings. 
 Its rise in the industrial world is significant — its future most 
 certainly tending to even greater expansion and development. 
 
 CAN YOU ANSWER THESE QUESTIONS 
 EFFECTIVELY? 
 
 1 — When and where was the McCaskey System first 
 
 manufactured? Tell something of the conditions 
 surrounding these beginnings. 
 
 2 — At what dates did expansion begin to take place? 
 
 How rapidly did the company grow? 
 
 3 — When did foreign branches of the business first 
 
 develop? Where are such branches located to- 
 day ? 
 
 A — When did McCaskey “One Writing” enter the Pro- 
 fessional field? The Industrial field? Name sev- 
 eral nationally known Industrial System users. 
 
 5 — When were systems giving fire protection first in- 
 
 troduced? How far has the company advanced 
 with such equipment today? 
 
 6 — Tell briefly of the McCaskey development in sales- 
 
 book manufacture. Explain “Outlaw size;” Tell 
 something of McCaskey plant capacity; When was 
 McCaskey Blue Carbon introduced? 
 
 7 — What steps did the AIcCaskey Register Company 
 
 take in 1922 to include the cash store in its system 
 market ? 
 
 8— — Of what does the McCaskey Complete System con- 
 
 sist ? 
 
 9 — What caused the 1924-1925 expansion program? 
 
 10 — ^On what grounds does the company base its be- 
 lief in a great future growth and development of 
 McCaskey S^^stem business? 
 
 —17— 
 

 
McCASKEY SALESMANSHIP 
 
 Chapter III 
 
 McCaskey Salesmanship 
 
 You Must Have Enthusiasm 
 
 Enthusiasm, is the dynamics of your personality. 
 
 Without it, whatever abilities you may possess lie dor- 
 mant and it is safe to say that nearly every man has more la- 
 tent power than he ever learns to use. You may have knowl- 
 edge, sound judgment, good faculties; but no one, not even 
 yourself, will know it until you discover how to put your heart 
 into thought and action. 
 
 A wonderful thing is the quality which we call enthusi- 
 asm. It is too often underrated as so much surplus and use- 
 less display of feeling, lacking in real substantiality. This 
 is an enormous mistake. You cannot go wrong in applying 
 all the genuine enthusiasm that you can stir up within you; 
 for it is the power that moves the world. There is nothing 
 comparable to it in things which it can accomplish. 
 
 We can cut through the hardest rocks with a diamond 
 drill and melt steel rails with a flame. We can tunnel 
 through mountains and make our way through any sort of 
 physical obstruction. We can checkmate and divert the very 
 laws of Nature, by our science. 
 
 But there is no power in the world that can cut through 
 another man’s mental opposition, except persuasion. And per- 
 suasion is reason plus enthusiasm, with the emphasis on en- 
 thusiasm. 
 
 Enthusiasm is the art of high persuasion. 
 
 And did you ever stop to think that your progress is com- 
 mensurate with your ability to move the minds of other peo- 
 ple? If you are a salesman, this is pre-eminently so. Even if 
 you are a clerk, it is the zest which you put into your work 
 that enkindles an appreciation in the mind of your employer 
 
 You have a good idea — don’t think that other people will 
 recognize it at once. Columbus had a good idea, but he didn’t 
 get “across” with it without much of this high persuasion. 
 
 If you would like to be a power among men, cultivate en- 
 thusiasm. People will like you better for it ; you will escape 
 the dull routine of a mechanical existance and you will make 
 headway wherever you are. It cannot be otherwise, for this is 
 the law of human life. Put your soul into your work and not 
 only will you find it pleasanter every hour of the day, but peo- 
 ple will believe in you just as they believe in electricity when 
 they get in touch with a dynamo. 
 
 And remember this — there is no secret about this “gift” of 
 enthusiasm. It is the sure reward of deep, honest thought and 
 hardest, persistent work. — J. Ogden Armour. 
 
 What The Company Gives and Demands 
 
 This company puts into your hands, as salesman, the most 
 complete and salable specialty products which have ever been 
 placed in the hands of specialty salesmen. 
 
 101 
 
McCASKEY SALESMANSHIP 
 
 You are supplied a splendid class of goods. You are armed 
 and equipped with systems and allied products which, in point 
 of merit and price, are absolutely beyond the reach of competi- 
 tion ; which cover a field including every line of commercial 
 activity engaged in by the retail merchant and a wide expanse 
 of wholesale interests. No McCaskey salesman need ever feel 
 the fear of competition for a single instant. No McCaskey 
 salesman need be idle for a single working day with a territory 
 before him in which every merchant is a prospective buyer of 
 his product. 
 
 You are supplied splendid advertising support, unfailing 
 assistance from the sales and sales promotion departments of 
 the company. Every facility for doing business on the big- 
 gest and most comprehensive scale is placed at your disposal 
 — the strongest inducements to a real success. 
 
 The McCaskey Company demands men who are not only 
 smart, but industrious; men who are willing to work with both 
 hands and brain; men who are conscientiously bound to find 
 out the very best way to do everything that needs to be done 
 in the business, to learn the best arguments, the best answers 
 to every objection, the best methods of overcoming every ob- 
 stacle. They must subscribe to the best principles of work 
 and accomplishment, be men who are bound to reach the high- 
 est pinnacle of success. 
 
 There are plenty of other businesses v/here men can lag be- 
 hind and straggle half way down the mountain side, and still 
 be accounted successful; but the McCaskey organization wants 
 all its people at the top — it wants every man a “top-notcher.’' 
 
 The race for business is so strenuous at the present day 
 that only the most enduring, only the swiftest can hold the 
 pace ; and our organization cannot afford to keep v/ithin its 
 ranks any man who, by lack of conscientious determination to 
 do his best, holds back by one step its forward progress. 
 
 The McCaskey Company expects a salesman to spend six 
 days a week in his territory in the presence of possible buyers. 
 
 It expects each salesman to give information on every call 
 on possible buyers and to mail this information to Alliance on 
 the original of the request for follow-up advertising form, the 
 duplicate being sent at the same time to the division manager. 
 
 It expects each salesman to mail his division manager an 
 itinerary card not later than Monday morning of each week 
 and additional cards when the salesman finds that he is going 
 to be forced to make a change — covering his itinerary as chang 
 ed. 
 
 It expects each salesman to take care of all Call Notices at 
 once; to make a report from 0-555 on which the Call Notice is 
 sent out, sending the original to Alliance, the duplicate to the 
 division manager. 
 
 It expects you, as salesman, to install all systems promptly 
 so that you and the company may enjoy the customer’s good 
 will and influence, and for the further reason that the customer 
 will pay more promptly and thus eliminate the danger of a 
 charge back. Have each customer sign an installation sheet 
 and mail to your division manager. 
 
 It expects you to make all of the towns in your territory 
 and to work each town thoroughly and at reasonable intervals. 
 
 102 
 
McCASKEY SALESMANSHIP 
 
 Perhaps one of the greatest sources of less to a salesman lies 
 in the fact that he does not make all his towns at reasonable 
 intervals and work them thoroughly. Too often he thinks it 
 useless to make certain towns or call on certain individuals. 
 Often he later regrets his negligence, finds that others have 
 called and made the sale. 
 
 Make Your Territory Produce 
 
 Be determined to succeed. Say to yourself at the start, 
 am in this business to sell systems and salesbooks and to 
 make money. I cannot afford to fool or trifle with it. I can- 
 not afford to go after it in any haphazard sort of way. I can- 
 not afford to neglect any ideas which will help to make my 
 work a success.’’ 
 
 If you are really determined to learn the most effective 
 way in which every point should be treated, you WILL learn 
 it, and you will increase your sales accordingly. If you are 
 thoroughly decided to it you can do it. But it will never be 
 done by impatience, by not having time to learn all these wavs 
 and methods. You must know the product and how to meet the 
 circumstances which will face you. You must have this knowl- 
 edge so thoroughly at your command as to present it sincerely 
 and with enthusiasm. 
 
 A salesman who knows what his system will do, and then 
 is not enthusiastic over it, has chosen the wrong line of busi- 
 ness. 
 
 You have the systems, the facts, the testimony from close 
 to 500,000 users to back up the strongest and most con- 
 vincing argument that any salesman ever made. This ought 
 to fill your mind to the brim with an overwhelming conviction 
 of the value of what you are offering. No objection or argu- 
 ment of a prospect ought to nonplus you or force you to waver 
 for a single instant in the determination to place the matter 
 fully and squarely in its true light. 
 
 Your flaming enthusiasm should be so strong as to sweep 
 away doubts and objections like so much chaff. You can know 
 that you are offering as unquestionable a source of profit as 
 any government bond from which there is nothing to do but 
 clip coupons. The fact that your prospect does not see it in 
 that light at first does not alter the truth a particle. You see 
 it! You KNOW it! Experience of hundreds of thousands of 
 merchants has demonstrated it. They vouch for it. You must 
 make him see it, and when he does HE WILL BUY IT! 
 
 Work your territory thoroughly. Don’t think that your 
 success is a question of territory. Success depends a great deal 
 more on how you work the territory. Cultivate your territory 
 like you would till a piece of soil. There are gardeners with 
 a half acre lot who make more money than the average farmer 
 does out of a hundred acre farm; no better land but better care, 
 thorough work toward the best results from every available 
 inch. 
 
 Many salesmen make the mistake of looking upon the Mc- 
 Caskey System business as one which the individual salesman 
 cannot build up for himself. They think or act on the basis — 
 ‘‘Make the sale ; get all the commission you can. and be done 
 with it.” Treated that way, it is true that the McCaskey Sys- 
 tem business cannot be built up. 
 
 But— if you are long headed about it and sell to each pur- 
 chaser the system which you are convinced that he ought to 
 
 103 
 
McCASKEY SALESMANSHIP 
 
 have, conscientiously, from his point of view, take pains to see 
 that it is properly and promptly installed, show him how to 
 operate it correctly and get the very best in benefits from it, 
 and make it a charge on your mind whenever you can to give 
 him any suggestions or pointers on it, you will not only save a 
 lot in dissatisfaction and time and worry in making wrong 
 things right, but you will positively do something in building 
 up a business for yourself in the same way that a commercial 
 business is built up. 
 
 Consider Towns as Customers 
 
 It is true that a man does not wear out or use up a Mc- 
 Caskey System as he does groceries; but you should consider 
 towns as your customers, just as individuals are the customers 
 of a com.mercial business and realize that one town will buy 
 many systems if it is properly handled, that it will return an 
 income from salesbooks alone where prospects are closely fol- 
 lowed up that will make the town a beneficial place to work 
 and keep in line at all times. 
 
 Check over the towns that you have made and keep an eye 
 on the ones you have not made. Make them all — do not neglect 
 any of them. Make return calls on all of them. 
 
 If you would be a successful salesman, be like the success- 
 ful farmer who does not cultivate onlj^ a small part of his ter- 
 ritory. Do not let the weeds, “Competition and unbelief” be- 
 come rooted in an unworked part but keep the plants and 
 shoots of the McCaskey way in all parts and see to it that they 
 keep sprouting. 
 
 Cultivate your territory by making all of the towns at in- 
 tervals and calling on EVERYBODY in each town and at- 
 tempting to sell everyone one or more of your products, and 
 make return calls. In all cases report each system prospect 
 called on to your compaii}^ and each salesbook prospect to your 
 division office that the advertising and other follow-ups may 
 be brought into action and the greatest support given toward 
 system and salesbook distribution. 
 
 The livest mailing list for your territory will be the list of 
 S3'^stem prospects you have called on, if you cover your terri- 
 tory and if your reports are mailed in promptly. Complete ad- 
 vertising follow-up combining one, two, three and even four 
 pieces of advertising go forvrard on this list. 
 
 Probably the most serious mistake, which good salesmen 
 make, results from failure to get all of the advantages out of 
 a sale once made. Even good salesmen are apt to think that 
 when a contract is once signed they have received all the profit 
 possible to them in that direction. As a matter of fact, there 
 is ho more valuable assistance which a salesman can turn to his 
 account than the good will of a satisfied system or salesbook 
 customer. When properly used it is a perpetual, standing ad- 
 vertisement in the very locality where he needs it most. 
 
 Properly Made Sales Count 
 
 One sale properly made and the contract fulfilled on the 
 salesman’s part to the letter, and beyond, is worth three or 
 more improperly made, even with a larger commission on ev- 
 ery one of them. The sale properly made will, help to make 
 many others. The several improperly made are liable to elim- 
 inate all further dealings vcith the buyers themselves and then 
 soread dissatisfaction among other merchants throughout the 
 vicinity. 
 
 104 
 
McCASKEY SALESMANSHIP 
 
 When you make one sale in a town, no matter how small it 
 might be, use that one as a lever to make others. It has been 
 proven by our own most successful salesmen that there is hard- 
 ly a territory in which it does not hold true that the more sys- 
 tems you sell, the more you CAN sell. 
 
 Work your territory closely. One reason why some terri- 
 tories are never in good shape is that they have just been skim- 
 med, not worked closely enough. When you go to a town to 
 see one man, you lose the benefit of that trip if you immediate- 
 ly leave for another town and another man. McCaskey Systems 
 cover such a vast area of possibilities that you can afford to 
 completely cover every town, see every merchant before you 
 leave. You’ll make sales you never dreamed were a possibility, 
 make your expenses go farther and build up a real McCaskey 
 business of your own which will return greater profits to you. 
 
 Your territory has been given you with the understanding 
 that you will give your whole time and energy to working it. 
 Do not pass small towns with the idea that there is no business 
 in them. No merchants have more need for a system, or would 
 derive greater benefit from its use. The country merchants 
 who have little or no system, or the town fellows who have 
 felt themselves too small for registers and systems will be 
 found a most profitable part of the territory. 
 
 A door to door canvass of the merchants in a town is very 
 important to keeping a territory properly covered and the Mc- 
 Caskey Systems thoroughly before every prospect. From door 
 to door you will find prospects for good systems where you 
 never would otherwise give yourself a chance to find them. 
 The salesmen who thoroughly canvass the towns in their terri- 
 tory become the most successful business getters on the sale- 
 force. 
 
 Six days a week in the territory, an unhesitating, applica 
 tion to business even in the evenings where opportunities caJ 
 be made and unfailing attention to the reports and communica 
 tions between you and your division and company offices g 
 far toward making a territory pay. You can do it because otl: 
 ers have ! 
 
 The Product, An Ideal System 
 
 In the commercial field the McCaskey Register Compan 
 has placed an ideal system. Based upon speed and accurac 
 in keeping the merchants’ records, both the credit and cash re. 
 ister systems have subscribed to the qualifications necessar 
 to the greatest saving in time, labor and expense and the grea 
 est service to both merchant and customer. 
 
 Of paramount importance is the credit system which Ivji 
 accomplished so much in the replacement of time-v/orn met' ** 
 ods requiring many times the time and labor necessary in kee » 
 ing business records. Of miore recent introduction is the M • 
 Caskey Cash Register System for the cash store or cash e 1 
 of any business. It is ideal in the speed and accurac}^ w’ I 
 which it can handle the entire sales and cash records of a /' 
 business. Equipped as it is with a registering, listing and ad ■ 
 ing unit, symbols to separate the sales by clerks, departmen ) 
 and accounts, and a Business Recorder in which to place t‘ ) 
 totals mechanically obtained the cash register system coi ♦ 
 bines successfully every feature which the merchant requit ) 
 to keep his business most intelligently under control. 
 
 There are certain features necessary to an ideal credit s] 
 
 105 
 
McCASKEY SALESMANSHIP 
 
 tern. The ideal book of original entry, that on which “One 
 Writing” will give a permanent record; the ideal account, that 
 which is always posted and balanced to date for instant settle- 
 ment ; and the ideal statement, which gives the customer his ac- 
 count standing to date with every purchase made; these three 
 elements are essential to the ideal system of accounts. Their 
 availability with the McCaskey Credit Section is the ground 
 work upon which the McCaskey way was built up. For this rea- 
 son the McCaskey System is the credit system leader in the 
 commercial field. 
 
 Below are outlined the attributes of an ideal system of ac- 
 counts. To tell of these the McCaskey System is prepared to 
 agree most successfully: 
 
 WHAT CONSTITUTES AN IDEAE SYSTEM 
 OF ACCOUNTS? 
 
 (1) The Ideal Book of Original Entry is the salesbook, be- 
 cause: Sales people can carry salesbooks with them. 
 
 Salesbooks make it easy for the sales people to make 
 charges. 
 
 Salesbooks make it possible to take the order first and as- 
 semble the goods afterwards and check them off as assem- 
 bled, and thus make sure that all items are charged. 
 
 Salesbooks make it possible to take orders over the tele- 
 phone, or by driver and fill them without copying them. 
 
 (2) The Ideal Account is one: 
 
 That combines the original entry with the final entry so 
 that it is not necessary to look elsewhere for records as evi- 
 dence or verification, as the original entry is the only entry 
 of value for these purposes. 
 
 That eliminates the work of posting and making itemized 
 statements, for it not only eliminates work but also chances 
 for errors in recopying. 
 
 That is always posted, balanced and ready for instant set- 
 tlement without the possibility of overlooking unposted 
 items. 
 
 That is acknowledged by the customer to be correct. 
 
 That is readily accessible so that the accounts may be ex- 
 amined easily and quickly. 
 
 That may be limited and the limit brought to the attention 
 of the one completing the charge so that they may become 
 aware of the customer's credit limit before he gets his charge 
 purchase. 
 
 That enables the merchant to check up promises to pay 
 automatically. 
 
 That the customer will pay promptly, without questioning, 
 and thus cause nothing to mar his appreciation of the fact 
 that credit service has been extended to him. 
 
 (3) The Ideal Statement is one: 
 
 That enables the customer to SEE at the time the trans- 
 action takes place, and the details are fresh in his mind 
 whether or not his account is absolutely correct after a 
 charge has been added or a credit deducted. 
 
 That enables the customer to KNOW at all times what he 
 owes, so that he can provide to meet it. 
 
 That enables the customer to see vvhit he is spending from 
 time to time so that he can live within his income. 
 
 1G6 
 
McCASKEY SALESMANSHIP 
 
 That makes it EASY for the customer to pay his bill 
 whenever he wants to, regardless of what time of the month 
 it is. 
 
 That is made at the same time the original entry is made 
 and shows the customer’s ‘Account to date’ so as to attach 
 a value to it to the extent that the customer will insist on 
 getting it, force the clerk to make the charge in order to 
 give the customer this information which he cannot get 
 without the “account forwarded’’ and the record of the latest 
 purchase. 
 
 The Product 
 
 The McCaskey product is designed in utmost simplicity to 
 take care of the record needs of the merchant, credit or cash. 
 The McCaskey Complete System — Credit and Cash, the Mc- 
 Caskey Cash Register Sj^stem and the McCaskey Combination 
 Single Unit System care for the severally different situations. 
 The McCaskey Complete System — Credit and Cash, cares for 
 the credit accounts as well as the cash records and will be con- 
 sidered in this summary as representative of the McCaskey 
 Systems. 
 
 Accounts receivable or charge accounts with customers, ac- 
 counts payable or credit accounts held by wholesalers and the 
 controlling accounts which deal with the income and expense, 
 statistics and conditions of the business include those kept by 
 the successful merchant. 
 
 With a carefully kept record of his charge accounts with 
 customers, the merchant is able to obtain his money, keep 
 track of his outstanding totals and plan to keep his collec- 
 tions on his credit accounts coming in with regularity. 
 
 By keeping accurate and up-to-date record of his in- 
 voices and checks, the discount dates, etc., he is enabled 
 to meet or plan intelligently the payment on his accounts ow- 
 ing to wholesalers, stand b}^ his obligations and maintain a rep- 
 utation as good credit, and as a good man to do business with. 
 
 Not only must the modern merchant know his totals of out- 
 standing debts and credits but also the expenses and income 
 derived from doing business, statistics regarding departments, 
 clerks and accounts ; totals for the days, months and years in 
 such a condition that he can keep them with the least possible 
 effort yet be able to compare them and keep track of his pro- 
 gress or backward trend at all times. The McCaskey S 3 ''stems 
 provide an absolute check, the entire information which is nec- 
 essary to his success and the means for keeping that informa- 
 tion up to date in the best and simplest way, with absolute ac- 
 curac 3 ^ and speed. 
 
 The Complete System 
 
 The McCaskey Complete S 3 ^stem — Credit and Cash — con- 
 sists of the following three fundamental divisions : 
 
 (1) The Credit Section, a McCaskey Account Register. 
 
 (2) The Cash Register Section, or McCaskey Cash Reg- 
 
 ister System. 
 
 (3) The McCaskey Daily Record Sheet and The McCas- 
 
 ke}'' Business Recorder. 
 
 The Credit Section handles the customer’s account with 
 but ‘One Writing’ and is the greatest labor-saving and time- 
 saving device ever invented for commerc'al accounting.^ In 
 giving this service the McCaskey Credit Section eliminates 
 fosses due to other methods or lack of methods, increases ser- 
 
 107 
 
McCASKEY SALESMANSHIP 
 
 vice to customers and consequently customer satisfaction and 
 throws every possible safeguard about the account itself. 
 Many hours of time are released for business building, ex- 
 penses are cut down, losses and mistakes are stopped and the 
 business is carried forward in the most intelligent manner. 
 
 Through the Cash Register Section the merchant is per- 
 mitted a means of registering and listing sales, departmentiz- 
 ing his business, securing records by clerk or accounts and ob- 
 taining all of his business and record totals with mechanical 
 speed and accuracy. When each sale is registered, the depart- 
 ment or clerk and account to which the sale is credited is reg- 
 istered at the same time. The figures can be taken off at the 
 end of the day, quickly added on the cash register system me- 
 chanically and set down in the Business Recorder. The total 
 of the cash receipts for the day is carried in the total dials of 
 the system during the day and can be viewed at any time by 
 the owner. This total can be locked from the inspection of all 
 not given access to the dial shutter key. 
 
 All original entries of business transactions, together with 
 full detail, (except those recorded on the McCaskey Cash Reg- 
 ister System) are recorded on the McCaskey Daily Record 
 Sheet. On the one side space is provided for entry of all cash 
 receipts other than from sales, of all cash paid out of the cash 
 drawer, and daily balances of such accounts as are necessary to 
 provide a clear picture of the condition of the business. The 
 reverse side of this sheet provides space for entries of all in- 
 voices received, of all credit memos received, and of all checks 
 issued. In other words, the Daily Record Sheet makes it a sim- 
 ple matter to collect in one place all activities of the business 
 which affect the controlling financial accounts of the business. 
 These sheets carry specific instructions making simple and 
 clear the entries to be made to the Controlling Section of the 
 McCaskey Business Recorder. 
 
 The totals of the business day, month and year are set 
 down in the McCaskey Business Recorder in such form that 
 they can be most easih^ studied for an understanding of the 
 trend of the business. Sections provide for Sales Distribution 
 by departments, clerks or accounts as taken from the Cash 
 Register System detail strip, for record of totals of controlling 
 accounts which deal with income and expenses and general 
 condition of the business, for a statement of earnings which 
 provides the necessary figures to eliminate all income tax dif- 
 ficulties and with the McCaskey Business Recorder, so ar- 
 ranged as to make it adaptable to any business, no matter what 
 pecularities are faced, the merchant can keep his account rec- 
 ords to suit his own convenience and desires. The totals 
 are in columns, easy to find, easy to enter and easy to carry 
 forward from day to day and month to month, the accumula- 
 tion for the year to date being easily kept up to date. 
 
 With this product you, as a McCaskey salesman, should 
 make your approach to the merchant with the knowledge that 
 you are offering the highest type of commercial service, a 
 proposition which, if you can make him understand it and buy, 
 will cut down his expense, increase his profits and generally 
 raise his standard of doing business and at the same time 
 achieve for you a real success in business. 
 
 The Manner of Your Approach 
 
 There is no man living who can sell McCaskey Systems un- 
 less he has the ability to get people to listen to him. To in- 
 
 108 
 
McCASKEY SALESMANSHIP 
 
 terest business men, you must be a business man yourself. In 
 this business you must be a system man and a business man. 
 You must be in a position to appreciate the merchant’s mis- 
 fortune with his present system. You must be in a position to 
 appreciate the customer’s misfortune with the merchant’s pres- 
 ent S3^stem. In other words, you must be able, if necessary, to 
 go behind the very counter and show him how to run his busi- 
 ness. Study business principles; be a thorough business man 
 and KNOW your business. 
 
 Knowledge is the first step in salesmanship. You can never 
 reach any of the others until your feet are firmly planted on 
 knowledge. The first rule for selling McCaskey Systems is, 
 KNOW YOUR SYSTEM. The second rule is, KNOW YOUR 
 PROSPECT’S SYSTEM. Learn absolutely everything to be 
 known about your system. Never stop studying it. Never be 
 afraid to learn too much. Never stop looking into its capabili- 
 ties. 
 
 Know all that is possible to know about your prospect 
 where you want to sell a system before you approach him. 
 Then learn all that he will tell you before you proceed to pre- 
 sent your attack. Knowledge is pov/er. It will put strength 
 into your efforts and help you to olace them where they will 
 tell. 
 
 In order to get all the information possible you must study 
 the facts. Visit the store and make use of all your faculties 
 of observation so that you will understand as fully as possible 
 the particular situation to be handled before you seek an inter- 
 view with the proprietor. Study the man himself, take note of 
 his manner toward others. Watch his clerks to see how they 
 treat customers and put up goods. 
 
 Make a mental picture of the size and arrangement of the 
 store, the stock of goods and select a suitable place for the 
 system which should be installed. 
 
 Know How They Do It 
 
 Observe especially just how the clerks deal with those buy- 
 ing on credit, how they handle cash sales and whether or not 
 they make any attempt to keep clerk or department records. 
 With regard to credit system consideration, it is important to 
 observe carefully the following: 
 
 What the merchant uses for making the original entries for 
 charge sales. 
 
 If the merchant uses a daybook for the original entry of 
 charge sales, whether the clerks go directly to the daybook 
 when they complete a charge sale, or whether they trust to 
 their memories and wait on others before doing so. 
 
 If the merchant uses salesbooks, who makes them, the kind, 
 and if the “Account Forward” space is on them. 
 
 If the merchant uses a duplicating or a non-duplicating 
 ledger. 
 
 If the charges are made at a central point. 
 
 If the merchant makes itemized statements. 
 
 If the merchant, clerk, cashier or bookkeeper does the 
 posting. 
 
 If the merchant has a safe that would hold the bank of 
 leaves of a system. 
 
 109 
 
McCASKEY SALESMANSHIP 
 
 If the merchant keeps a separate record of his cash and 
 credit sales. 
 
 If the merchant's accounts are protected from possible 
 loss in case of fire. 
 
 If a customer comes in to settle his account while you are 
 there, how long it takes the merchant and whether or not the 
 customer feels entirely satisfied as to the account. Cultivate 
 your powers of observation and you will be able to take in the 
 situation quickly. 
 
 With regard to cash register system consideration make 
 the following observations : 
 
 Has the prospect a register or cash register system of any 
 kind ? 
 
 Does he use an adding machine? 
 
 What would the McCaskey System of handling his cash 
 and records give him that he has not the use of? 
 
 If he has the central change system note how long it takes 
 for change to be made and returned from the central point. 
 
 Does he keep department, clerk and account rliatrsKntion ? 
 
 Does he depend on mental addition, etc? 
 
 Points That Gain Favor 
 
 When you have secured a hearing you must be enabled to 
 make the most of your opportunity and put your case well. 
 You must hear the prospect patiently and answer his ques- 
 tions fully. If objections are raised you must be in a position 
 to meet them squarely and overcome them. 
 
 The point at which to begin with a prospect is the point 
 where he is ready to begin. Take him as he stands. Get his 
 story first, if he has one to tell. Don’t cut him short. Listen 
 to his tale of woe. Sympathize with him. Find out his state 
 of mind, then, when you have a good map of his mental atti- 
 tude you are in the right position to lay out your own cam- 
 paign successfully. 
 
 It is good salesmanship not to commit yourself too far 
 as to the precise thing which the customer ought to have until 
 he expresses his ideas. Find out what is in his mind before 
 telling him what is in yours. 
 
 This is a business in which you must be dignified. There 
 is no higher class of business in the world than that of the 
 McCaskey System salesman. No higher compliment can be 
 paid a man than to say that he is a successful McCaskey sales- 
 man. 
 
 First impressions are of immense importance. If a man 
 likes your looks, the instant he sets eyes on you and is pleased 
 with your manner from the start, you have gained a great 
 point. Appearances “cut ice.” They are worth all they cost. 
 The well-groomed, clean cut man has a distinct advantage. 
 
 Men like to talk to a man who appears healthy, wide awake 
 and active. His physical vitality effects their minds favorably 
 tov/ard him and his goods. They miss that satisfaction in talk- 
 ing to a man who looks jaded, heavy-eyed and sallow. 
 
 Look into a man’s face when talking to him. Do not shift 
 from ceiling to floor and every other direction. Carry yourself 
 erectly, not stiffly. Sell yourself to him through the confi- 
 dence which 3^ou have in yourself and the McCaskey System 
 you are bringing to him. 
 
 110 
 
McCASKEY SALESMANSHIP 
 
 Manner is next in importance to appearance. Manner is a 
 different thing from manners; yet if a man's manners are cor- 
 rect, his manner stands a good chance of being acceptable. 
 There are three things that will give a man an attractive man- 
 ner — earnestness, politeness and confidence. If you are in dead 
 earnest about what you have to say, if you are at heart a gen- 
 tleman, and if you believe you are going to succeed, your man- 
 ner will be right. 
 
 However, do not stop to think about your manner. Noth- 
 ing spoils it as much as self-consciousness. Think of your 
 facts. Consider respectfully your listener’s right and opinions. 
 Feel certain that you will close him, but forget yourself. 
 
 Self Questioning an Aid 
 
 There must be a substantial basis for you to work on each 
 day. Self-questioning every day by a salesman helps him to 
 keep himself up to scratch on all phases of his work. The fol- 
 lowing questions asked before making the first approach of the 
 day will prompt you to check up on weak points and serve to 
 perfect your appearance, manner and confidential enthusiasm in 
 McCaskey Systems: 
 
 Am I able to explain the McCaskey Systems so clearly 
 that the prospect cannot help but understand it? 
 
 Am I able to get the prospect’s attention so that I can 
 present the McCaskey System for his business? 
 
 Am I installing my systems properly and explaining 
 them clearly so that my users are good users and boosters 
 for me? 
 
 Am I covering all of my territory, calling on everyone 
 in each town? 
 
 Am I getting a fund of experience of McCaskey users 
 before and after using the systems to use in making my 
 talk more realistic to the prospect? 
 
 Am I able to write up my orders correctly so that they 
 may not have to be sent back to me for correction? 
 
 Am I familiar with the supplies that go with each sys- 
 tem, so that I won’t make any mistakes in that regard and 
 be charged with extra supplies given unwittingly? 
 
 Am I unselling myself on systems and salesbooks by 
 not making much of an effort to sell them and thus giving 
 prospects an impression by inference that I do not think 
 they should buy? 
 
 Am I able to demonstrate a system for all lines of busi- 
 ness in my territory and to show the prospects the advan- 
 tage over their old systems. 
 
 Am I carrying the proper equipment with me on the 
 road? 
 
 Am I familiar with all the various salesbooks we man- 
 ufacture — as to kind, style, grade of paper, colors of paper, 
 colors of ink on face of original, duplicate and triplicate, 1 
 to 50 numbering, the ads on the back of the slips, etc., 
 perforation, book or consecutive numbering. (Write de- 
 scription of each one, frequently, and compare with your 
 price lists and see how thoroughly you understand them). 
 
 Am I acquainted with the regular men who make m3^ 
 territory so as to learn of prospects through that medium? 
 
 Ill 
 
McCASKEY SALESMANSHIP 
 
 Am I familiar with all the arguments so that I can meet 
 objections offered me and sustain the claims I make for the 
 systems. ^ 
 
 Am I inclined to let the selling talk lag and lose the 
 customer’s interest, and give up when I should be growing 
 more persistent and enthusiastic? 
 
 Am I reading the trade papers and some of the best 
 books on retailing? 
 
 If you are not absolutely positive that you can answer each 
 question as it should be answered, then you are deficient in 
 some respect. You must specialize along the line of your de- 
 ficiency. Be a specialist in the system business. 
 
 Obtain These Four 
 
 In making your approach obtain the following four funda- 
 mentals from your prospect: His attention — 
 
 His interest — 
 
 His confidence — 
 
 His resolve. 
 
 You will get his attention by stating to him immediately 
 after the introduction that the object of your visit is to in- 
 crease his profits, his service, save his money and solve his 
 cash and credit problems. Make him understand at once that 
 your business has to do with more money in his pocket — ap- 
 peal to the selfish side of his nature and make him want to 
 hear more of your proposition. 
 
 You will get his interest by having him fully appreciate 
 that information is protection to him; that protection and 
 service mean profit. 
 
 You will get his confidence by making it possible for him 
 to understand the fairness of your proposition; by leading him 
 to expect you to show proof of your claims ; by assuring him 
 that your expert survey of his system will cost him nothing. 
 
 You will get his resolve to buy by making him realize that 
 actual and possible losses really occur in the daily transaction 
 between his clerks and customers. Later, of course, your com- 
 plete demonstration will serve to thoroughly convince the 
 prospect that all the claims that you have made are true and 
 that the system will prevent the losses he is sustaining at the 
 present time. 
 
 Situation Merits Dignity 
 
 While a salesman should adapt h’imself to his man, he 
 should at the same time have a fixed idea of what he has to 
 say. He should treat the situation v/ith dignity and earnest- 
 ness, realizing that to the merchant the purchase of a system 
 is an important matter, too serious to be treated with flip- 
 pancy. 
 
 A merchant should never be approached the first time with 
 a funn}^ story, or an attempt at wit. The first impression 
 should be that the salesman sets a distinct value upon both 
 his own time and that of the merchant ; that he has something 
 important to say and does not intend to trifle about it. 
 
 Success in selling depends largely upon the results of the 
 salesman’s first interview with the merchant whom he ap- 
 proaches. 
 
 You must not proceed on the theory that merchants usually 
 
 112 
 
McCASKEY SALESMANSHIP 
 
 know what their own best interests are. They don^t. No man 
 always does. The majority of men are going contrary to their 
 best interests every day. They seem to be almost wilfully 
 blind to the things that would help them and make them bet- 
 ter off. 
 
 You know the story of the man who stood on the London 
 Bridge and offered golden guineas for a shilling a piece, and no 
 one would touch the bargain. Thousands of merchants are 
 just like that They don’t see, they can’t see, without having 
 it fairly thrust upon them, that the McCaskey System will be 
 a source of profit to them^ — actually a money making affair. 
 It is your business to know enough about merchandising to 
 know that this is so, to insist upon it and to make them see it. 
 
 Put yourself in the prospect’s place from the very start. 
 Make him feel that you are not trying to force your business 
 upon him, but that you want to discuss how his business may 
 be benefited by you. 
 
 Don’t compel his attention by loud or fast talking; don’t 
 make him feel that he can’t get a word in edgewise and has to 
 listen until you get out of breath. That sort of compulsion 
 never makes customers. Just make him believe that you have 
 something to say and that you will say it quickly. 
 
 If he is inclined at the start to argue and says, “Oh, we 
 have a system of our own that is perfectly satisfactory, and I 
 don’t care to change it,” or “It’s a good deal better than any- 
 thing you can show me,” don’t contradict him flatly, but say 
 to him, “Perhaps you are right. It may be that I cannot sug- 
 gest anything that will interest you. At the same time Pd be 
 glad to know something about your system. You can possibly 
 teach me something, and if I can’t interest 3^ou it won’t do any 
 harm to either of us.” 
 
 The instant a prospect shows a readiness to listen, give him 
 your story in a nut shell. If he evidences an interest to hear 
 you, take his willingness for granted. Don’t make a long pre- 
 amble. Don’t waste a lot of words, saying, “If you will only 
 listen to me I’ll tell you this,” or “If you will free your mind 
 fiom prejudice, I will explain that,” or “If you will only give 
 me your attention for a few minutes I propose to tell you the 
 other.” etc. Don’t ‘propose,’ but tell him without preliminaries. 
 
 By your previous investigation of his store and circum- 
 stances, you are now prepared to give him facts — not surmises. 
 You knov7 his weaknesses. Let those truths, like solid shot, go 
 straight home. In a quiet, dignified way show the strength of 
 your position. 
 
 It has been said a number of times that a person should 
 find a man’s level, then get to his level. When you meet a man 
 who is below your level, it is not necessary to get to his level 
 to do business with him. 
 
 In going into certain stores, such as dry goods stores, many 
 a man has ruined his chances by having a partly smoked cigar 
 in his mouth. A great many proprietors of stores whose cus- 
 tomers are mostly women object to this. 
 
 As a lawyer prepares his brief before the case is tried, so 
 you have prepared your brief before the arrival of the mer- 
 chant, and can present it to him in a far more convincing man- 
 ner. Any merchant will appreciate such a careful preparation, 
 and your influence will be far greater, and the chance of clos- 
 
 113 
 
McCASKEY SALESMANSHIP 
 
 ing the sale far better than by a haphazard, careless effort to 
 obtain a sale. 
 
 Your Purpose to Impress 
 
 Your purpose in this interview is to so interest the mer- 
 chant in a McCaskey System for his store that he will be suf- 
 ficiently impressed by your statements to feel that there are, 
 or may be, losses in his store which a McCaskey System will 
 correct. Precious time is frittered away by demonstrating a 
 system to a merchant who is simply curious. You can put a 
 system on a barrel on a street corner and collect a crowd of 
 curiosity seekers, but the merchant who buys is the merchant 
 who has been impressed at your first interview and is seeking 
 knowledge. 
 
 Few men are ready to jump quickly to a logical conclusion. 
 A merchant seldom believes all at once that he is losing a great 
 deal of money through errors in store transactions. If you tell 
 him that bluntly, he may discredit that and all your other state- 
 ments. But he is usually willing to admit that he loses a lit- 
 tle now and then. You must gradually, point by point, force 
 the truth upon him that what he thinks is merely a ‘little now 
 and then^ when added together actually amounts to a great deal. 
 
 The best preparation for answering trival objections is to 
 go, in your own mind, right down to the root of the matter 
 and be thoroughly armed and equipped with the knowledge of 
 his weak points, and one or two comprehensive replies which 
 sweep away all objections. Answering the numerous petty ob- 
 jections which a prospect sometimes thoughtlessly raises is 
 like picking up separate specks of dirt off the floor. It is often 
 better to have one good strong broom of an argument and 
 sweep them all away at once. 
 
 You must first find out what is in his mind. Let him state 
 his ideas, ask questions, or air his troubles, if he has any, very 
 freely. Meet them fairly and squarely without evasion. Sym- 
 pathize with him. Look at matters from his standpoint. Then 
 get him on your own grounds as soon as possible. 
 
 Instead of answering specifically a long list of trivial ques- 
 tions, it is sometimes better to jump right over them, so to 
 speak, and come down solid on a few particular points which 
 will open the prospect’s eyes to what is probably going on in 
 his store. You might say to him something like this: 
 
 “Mr. Prospect, it is certainly a fact that no matter how 
 careful a merchant and his clerks may be they will sometimes 
 forget to charge a purchase or to make a proper record of some 
 other transaction. Nov/ you and your clerks may be as careful 
 as anyone can be ; you may have an excellent syvStem, but you 
 are only human. Every man is liable to make mistakes. None 
 are infallible. In spite of your carefulness and your system, 
 you will admit that even in your store mistakes do sometimes 
 creep in.” 
 
 Every merchant will admit this. Then narrow the ques- 
 tion down a little more closely: 
 
 “Couldn’t a small credit purchase go out of your store un- 
 charged today without your ever finding it out?” 
 
 He must allow that this is possible. He must also admit 
 that if it happens once it might happen again ; and if you can 
 plant deeply and strongly in his mind the conviction that he is 
 losing money, he will then naturally be glad to investigate any 
 means that promises to save it for him. 
 
 114 
 
McCASKEY SALESMANSHIP 
 
 Convincing a man that he needs help is nine-tenths of the 
 battle. If you were trying to sell a consumption cure, there 
 would be no use in telling how wonderfully effective it is to a 
 man who doesn’t believe that he has the consumption. Your 
 first effort must be directed toward pointing out the prospect’s 
 ‘complaint.’ Unless he sees this, he isn’t ready for the remedy. 
 
 The men who have been in the busiifess a while get so fa- 
 miliar with their arguments that the value of these arguments 
 is apt to become dulled in their own minds. You must never 
 forget that they are always new to the prospect, and you must 
 always present them as if you were giving them for the first 
 time. In addition to knowing the man’s system, before you 
 attempt to talk to him, always know his name also, before you 
 go in. Above all things, never make a mis-statement to a man. 
 
 Work Early and Late 
 
 There are no appointed days or hours when sales can be 
 made more easily than at other hours or on other days. Your 
 arguments will be as effective at 8:00 A. M. as at ten o’clock or 
 three in the afternoon, providing 3^011 are in the presence of a 
 possible buyer. 
 
 The successful salesman works early and late. He knows 
 that the number of his sales depends entirely upon the number 
 of hours spent in the presence of the prospects, and the number 
 of demonstrations made. He realizes the fact that many mer- 
 chants refuse to look at his system during the day for the rea- 
 son that they are too busy. What does the successful salesman 
 do in such a case ? 
 
 He shows the merchant that the very best time for him to 
 investigate the best known system for retail stores is after he 
 has closed his place of business, because he can then take suf- 
 ficient time to look into it thoroughly. He does this because 
 he knows the customer will not be constantly thinking of re- 
 turning to his store. Thus he is certain of the merchant’s en- 
 tire attention, which means that his chances for selling a sys- 
 tem are increased several hundred percent. It is a noticeable 
 fact that the very best systems are sold at such times, under 
 such conditions. 
 
 The successful salesman never loses the opportunity of 
 placing the system in the merchant’s store. He is always busy 
 in his territor^^ for he knows that it is there that he must win 
 his success. The successful salesman realizes that his time is 
 money, and he spends six days each week and often as many 
 evenings, securing orders. 
 
 Why Salesmen Fail 
 
 Yet there are salesmen who fail! Why? It is often diffi- 
 cult to analyze the personal qualities and methods which make 
 one salesman successful and another a failure. A salesman hav- 
 ing difficulty in attaining success might improve himself a 
 hundred per cent by keeping clear of the following faults which 
 interfere with his grow^th : 
 
 A salesman ma^^ fail from lack of tact in introducing 
 himself to the merchant he visits. 
 
 He may fail if he is slovenly and careless in his dress 
 and habits, because this leads other men to think that he is 
 not prosperous and does not represent a first class concern. 
 
 He may fail because he does not answer the prospect’s 
 115 
 
McCASKEY SALESMANSHIP 
 
 questions and objections intelligently, concisely and with- 
 out too much detail. 
 
 He may fail if he speaks indistinctly, or too rapidly, or 
 if he lacks animation and earnestness. 
 
 He may fail because he indulges in ungentlemanly, 
 awkward expressions and gestures, or offends the prospect 
 by undue familiarity. 
 
 He may fail for lack of dignity. 
 
 He may fail by neglecting to urge the prospect to look 
 into the system itself which he has with him. He should 
 frequently do so while having the preliminary talk. 
 
 He may fail because he gives an indiscreet answer to 
 the prospect’s questions. 
 
 He may fail by not making proper use of the advertis- 
 ing matter furnished for distribution. 
 
 He may fail because he has not spent six days a week 
 in the presence of possible buyers. 
 
 He may fail because he does not fully understand the 
 system itself, or cannot describe it in suitable language. 
 
 He may fail for lack of knowledge of the prospect’s 
 business, and the way in which the McCaskey System would 
 help him. 
 
 He may fail because he does not carry a sample with 
 him when on the road. 
 
 He may fail, and often does, because he stops when he 
 shows a prospect the different features of the system and 
 answers all his objections, instead of realizing that so far 
 he has just cleared away the debris and that now is the time 
 to build his sales structure — to do the positive kind of sell- 
 ing. 
 
 General Grant said that there is always a time in a bat- 
 tle when both sides are almost tired out and a lull in the 
 fighting takes place — when, if one side recognizes this and 
 pounds hard, it is almost sure to win. This piece of mili- 
 tary strategy holds equally good in making a sale. Pound 
 and pound hard — do not give him a chance to say ‘No.’ 
 Make the results of the use of the system so realistic to 
 , him that he cannot help but buy it. 
 
 He may fail by neglecting to do or say one of a hundred 
 different things in the Vight way; also by doing or saying a 
 thing at the wrong time, in the wrong way. 
 
 He must analyze himself every day; analyze every dem- 
 onstration and approach. When he has failed he must dig up a 
 reason and correct the weakness. Success comes in strength 
 and strength can be acquired. 
 
 Before You Demonstrate 
 
 Before you demonstrate you must decide what you are to 
 demonstrate. You must decide what the particular situation at 
 hand requires. If the prospect is a Complete System — Credit 
 and Cash prospect, demonstrate the complete system. If not, 
 do not ! 
 
 If he is simply in need of a credit system, demonstrate the 
 Credit Section alone. If he is simply in need of a cash regis- 
 
 116 
 
McCASKEY SALESMANSHIP 
 
 ter system, demonstrate the Cash Register Section alone. Don^t 
 over do. Sell him what he ought to have. 
 
 Keep in mind always that when you have arrived at the 
 demonstration, you have secured his attention, obtained his in- 
 terest and have him in a state of mind to listen and be shown. 
 You have now to point out the way the McCaskey System ac- 
 complishes the keeping of his accounts. Where you can drive 
 home a strong selling point by a striking comparison with his 
 present system, do so, but do not start an argument. The dem- 
 onstration is the explanation of how the McCaskey System 
 works to meet every claim you have made for it in securing 
 the interview, the proof of all that you have stated to the pros- 
 pect in obtaining his consent to show the system. 
 
 Appeal to the prospect should be made through the medium 
 of every sense possible — hearing, seeing, muscular touch, etc. 
 — for these are the channels through which he gets his ideas, 
 and the more of these 3^ou bring into play, the more readily 
 will he get the idea you wish to convey to him. Do not just 
 ‘talk about it,' show him — make the transaction and have him 
 see how it is done. If possible have ^lim make the transactions, 
 locate the account in the credit section or register the sale on 
 the cash register section. Have him go through the register 
 and see how easily he could keep in touch with his accounts 
 receivable with the visible system. Have him register some 
 sales on the detail strip by symbols, remove the housing and 
 take his separate totals from the cash register section. Em- 
 phasize the visibility as necessary in a cash register system, 
 adding machine, credit system, etc. 
 
 Bear in mind that you cannot get him enthusiastic about 
 the system unless j^ou are pronouncedly enthusiastic yourself. 
 Be enthusiastic ! 
 
 Remember that while 3^ou know the McCaskey way ex- 
 ceptionally well, it is new to your prospect, regardless of what 
 he may say to the contrary, unless he has actually used the 
 sj^stem. Be as careful as possible to bring out every point 
 clearly, as if you were giving your very first talk on it. It 
 is impossible for you to make it too clear. 
 
 Make a point that you make for the thousandth time just 
 as forcibly as if you had just discovered it and were enthus- 
 iasticall}^ making it for the first time. It is the first time your 
 prospect has heard it. 
 
 Do not permit yourself to m.ake 3^our talk in an automatic 
 sort of way. If you find yourself on the verge of doing so, 
 give 3^our talk a new ‘dress.’ Vary it so as to make it more in- 
 teresting to yourself. 
 
 Remember that a man’s mind is never neutral, that as soon 
 as he sees a thing, he decides that it is either good or bad. 
 Before you demonstrate find out about the various transactions 
 which he has to handle, and the information he wants, so that 
 3 ^ou can make a concrete demonstration, such that when you 
 get through, he won’t say “It is all right, but I can’t use it in 
 my business.” Demonstrate for use in his particular business. 
 
 Do not suggest objections to him by showing him how to 
 overcome them, unless he brings them up, or you have reasons 
 to think he has them in mind. For instance — do not show a 
 prospect, who is using a ledger, how to detect errors in “Ac- 
 counts Forwarded” unless he brings this up. On the other 
 
 117 
 
McCASKEY SALESJMANSHIP 
 
 hand, if the prospect were using the individual book system, 
 you could emphasize this. 
 
 Do not “argue'' with him, or agree with his objection; grad- 
 ually warp him around to your view point. An argument will 
 not get you anywhere. 
 
 The System To Demonstrate 
 
 To a grocer the McCaskey System for Grocers is the one 
 to demonstrate; to a hardware dealer, the McCaskey Hardware 
 System; to a lumber firm, a drug store prospect or a music 
 house, the McCaskey System as adapted to and used by the 
 particular line of business in question. Fundamentally they 
 all handle their accounts with ‘One Writing' if they use the 
 McCaskey System but there is a marked difference between 
 the grocery and the lumber yard, the dry cleaner and the drug 
 store or garage Each particular line of business has some 
 phase of special service, etc, which must be dealt with sepa- 
 rately; each proprietor of a business wants to talk in terms of 
 his own business. 
 
 From first to last carry out each feature of the operation 
 of the system before the prospect's eyes Eet him see as well 
 as hear; make sure of his complete understanding before pro- 
 ceeding from one point or feature to the next. Before demon- 
 strating you tell him some of the things which the McCaskey 
 System can do for him. As you reach certain places in the 
 demonstration, tie up these points so that your prospect sees 
 that the saving is actual, that the elimination of error is a real 
 and practical thing. Before demonstrating you have learned 
 just how he handles his accounts, you have noted mentally the 
 weaknesses which he faces in his present system — in your dem- 
 onstration then point out the McCaskey advantages in a clear, 
 concise way, taking care not to antagonize your prospect in any 
 way. Make your statements of McCaskey operation cor- 
 respond with your actions in carrying out the details and com- 
 bine clearly to make him SEE, HEAR and UNDERSTAND 
 where his system is falling short. 
 
 THE CREDIT SYSTEM DEMONSTRATION 
 
 “There is one group of merchants, Mr 
 
 who are enthusiastic about the credit business, as opposed to 
 those who are continually complaining about it; this is the 
 group equipped to handle and control a credit business in the 
 modern, up-to-the-minute w^ay. It is folly to think of trying to 
 keep step with modern business competition with the business 
 methods of twenty, thirty or fifty years ago. Because they do 
 attempt it, many are facing failure every year. Many others 
 are bound to fail this year unless thev take advantage of more 
 effective, profitable means of operating and controlling their 
 business. 
 
 “The McCaskey System for handling accounts and business 
 records is the result of this need for absolute control of a 
 credit business, and the McCaskey is meeting this need most 
 profitably for hundreds of thousands of credit merchants. 
 
 “The McCaskey cuts down the time and effort which has 
 been wasted on posting accounts to ledgers, statements, etc. 
 It provides that these accounts be permanently balanced and 
 controlled by “One Writing" instead of three or four writings 
 or entries of each item purchased It provides that both you 
 
 118 
 
CREDIT SYSTEM DEMONSTRATION 
 
 and your customer be informed up-to-the-minute as to the 
 standing of the account at all times. 
 
 “The McCaskey does away with posting. It completely 
 stops the mistakes which result from rewriting figures over 
 and over. It provides the customer with a statement to date 
 at the time of each purchase, and makes it easy for him to pay, 
 makes it easy for him to check his account and assure himself 
 that it is correct. Thus the McCaskey betters collections and 
 eliminates disputes entirely; it makes unnecessary unprofit- 
 able adjustments for the purpose of holding trade and cuts 
 down the overhead burden of running the business. 
 
 “The McCaskey enforces the recording of all charge sales. 
 It does away with the forgotten charge loss against which 
 older methods do not protect you. 
 
 “The McCaskey provides you with an automatic check 
 against a customer overbuying. By the aid of its credit limit 
 feature it protects you against bad accounts or carelessness on 
 the part of a customer. This is another step that modern busi- 
 ness system takes because modern credit business needs that 
 protection. 
 
 “Very quickly I will show you how simply and completely 
 the McCaskey “One Writing” System takes charge of your 
 credit business. You will find it a partner with ability to lift 
 permanently account and bookkeeping troubles from your 
 mind. A sample entry on account will convince you of 
 McCaskey “One Writing” value; the manner in which the ac- 
 count balance is carried forward will establish how fully the 
 M’cCaskey provides you with complete control. 
 
 “Most effective use of the system in the busi- 
 
 ness (mention the prospect's own line of business) is obtained 
 by use of this style of triplicate salesbook (if at all possible a 
 book from the same line of business as that to which you are 
 demonstrating) which gives you an original record of the trans- 
 action and two copies as legible and clear as can be obtained 
 by any method of duplication. There is not the slightest need 
 for arrangement of carbons, etc., each original and each dupli- 
 cate slip having the carbon backs, McCaskey Surety Carbon, 
 which make for clear duplicate and triplicate impressions. 
 
 Make A Charge 
 
 “McCaskey System users distribute the books throughout 
 the store that clerks may pick them up anywhere they happen 
 to be and immediately start to take a customer's order without 
 hunting or wasting time crossing and recrossing the store. 
 Should John Jones, a customer of yours, enter to make pur- 
 chases on account, you would at once select a salesbook and en- 
 ter in order the items he purchases. 
 
 “To make it perfectly clear, we’ll say he orders a dozen 
 oranges at 90c, sliced ham at 80c, potatoes costing 60c and corn 
 starch at 25c. These four items are entered, one below the 
 other, and the amounts placed in the left hand column, as I 
 am doing here. The next thing is to obtain the total of the 
 several items, $2.55, in this case, and enter it here in the 
 columns to the right. 
 
 (Where the customer does not use salesbooks, the 
 
 details of the entries should be fully made and care- 
 fully explained so that he follows you throughout — 
 
 119 
 
McCASKEY SALESMANSHIP 
 
 where he is a user of salesbooks, the matter of entries 
 should be carried out but passed over as quickly as 
 possible to the point where the McCaskey method dif- 
 fers from that the prospect is usings) 
 
 “These entries must be made each time a charge sale oc- 
 curs regardless of the method used, Mr 
 
 The McCaskey makes them in the quickest possible way on a 
 salesbook easily and quickly obtained. In case of a call by 
 telephone, a salesbook is right at hand and the full entries can 
 be taken first hand from the telephone. Where your driver 
 makes the rounds of the store’s customers, the entries are made 
 as quickly and effectively right at the door of the customer’s 
 home on a salesbook carried for the purpose. 
 
 “With the entries made, and the slips totaled, you or your 
 clerks quickly gather together the items listed, never once 
 needing to question the customer, and being in no danger of 
 forgetting to charge an item ordered because by the McCaskey 
 method the entries are made first, before the merchandise is 
 gathered and placed in the hands of customers. Here is where 
 the McCaskey S 3 ^stem eliminates the forgotten charge, a fac- 
 tor which results in heavy losses in many stores through less 
 efficient methods of controlling the charge account. 
 
 Complete The Sale 
 
 “After the goods have been secured, the oranges, sliced 
 ham, potatoes and cornstarch in the case at hand, you are ready 
 to complete the charge to the customer’s account. You turn 
 readily to the McCaske^^ Credit Register — by reference to the 
 alphabetical index to customers, you locate the name Jones in 
 the ‘J’s’ and the number of his account. No. 20 — by the use of 
 the finder numbers at the top of the leaves it is but the matter 
 of a split-second to reach for the leaves up to the number 20 
 and open up the register to find that the Jones’ account is down 
 here in the lower right hand corner of the front side of this 
 leaf. 
 
 The beauty of the indexing plan is that new help can handle 
 the register almost as quickly as those of you who are ac- 
 customed to operate it everyday. You will have the account 
 numbers of your regular customers fully in mind within a 
 period of two weeks. Yet by the index you can locate any ac- 
 count compartment number without loss of time. 
 
 Now that we have John Jones’ compartment, No. 20, we no- 
 tice that the amount owing on his account is $25.40. That 
 amount is entered up here in the space marked “Account For- 
 warded.’ To this previous balance owing we add the $2.55 cov- 
 ering the purchases just made and enter at the foot of the right 
 hand column the new amount owing on his account — in this 
 case, $27.95. This is the total amount owing on the account 
 to the minute. All of this has been the action of a single mo- 
 ment. yet I have explained it step by step. You will be able 
 to handle actual business much more quickly. 
 
 Disposition of Slips 
 
 “With the record on the- salesslip complete you tear the 
 slips from the book, three distinct records of the purchase just 
 made and of the standing of the account to date. The top 
 one, or original slip, is taken off and placed in the front of the 
 customer’s compartment in the register. It becomes at once 
 
 120 
 
CREDIT SYSTEM DEMONSTRATION 
 
 your completed record of the account without anything more to 
 be done — no posting or copying of figures and entries. 
 
 ‘‘In placing this original copy of the purchase record in 
 the front of the compartment in the register you will notice 
 that I have placed it between the two clip springs, this com^ 
 partment clip spring and this audit clip spring which becomes 
 most valuable to you later in the day when you are auditing 
 your active accounts. In fact, you will notice; at once that 
 there is a marked difference of appearance betwjcen these com- 
 partments where all the slips are back of both ^pripgs and this 
 active one where the newly filed clip is separated by the two 
 springs. 
 
 “The second slip or duplicate copy of the records just com- 
 pleted with ONE WRITING is placed on a spindle file. Here 
 it remains until the end of the day when you audit your active 
 accounts in a moment’s time, take off any statistical records 
 you wish as to sales by departments, or by clerks, etc., and 
 correct any errors that might have been made. 
 
 “The third slip or triplicate copy of the record of the pur- 
 chase and the standing of the account to date, made at the 
 same time as the first two, with ONE WRITING, is given or 
 sent to the customer. In this case you would give this slip to 
 John Jones, and in doing so you would give him a statement to 
 date of the account he carries with you. He will know the 
 total amount of goods purchased today and exactly what he 
 owes you for groceries (or whatever the line of goods sold). 
 
 “Before going further I want you to see for yourself how 
 accessible the account compartments of the McCaskey Reg- 
 ister are. In the first place your index carries the names of 
 all the customers who do a credit business with you. The al- 
 phabetical arrangement is convenient for instant location of 
 the name, the number beside the name is the key to the com- 
 partment and with lightning speed you open to the leaf de- 
 sired. Each account is always kept balanced right up to the 
 minute so that your entire list of credit customers are fulb^ 
 cared for at all times, and under control. 
 
 The Customer's Slip Holder 
 
 “To further bind the customer’s interest in your store and 
 in his account with you, we provide this miniature register, a 
 slip holder including a single compartment which is given the 
 customer to hang in his home. When the triplicate slips are 
 carried home or delivered with the goods bought, they are 
 placed in this slip holder and held permanently as a home reg- 
 ister, granting 3"Our customers the same advantage as that 
 which “One Writing” gives you, full knowledge of the account 
 standing at all times. 
 
 Corrections On Account 
 
 Errors in the slips are found at the time of the daily audit 
 and corrections are made by making out a new slip and adding 
 to or deducting from the account balance according to the 
 amount of the error and whether or not it favors the merchant 
 or customer. The original slip is placed in the front of the 
 compartment between the compartment and audit clip springs, 
 the duplicate on the spindle file and the triplicate is foHpd 
 and placed in the front of the customer’s compartment before 
 the audit clip spring to be turned over to him or her at the 
 time of the next purchase and while the recent one is yet clear 
 
 121 
 
McCASKEY SALESMANSHIP 
 
 ill the customer’s mind. Thus all arguments are avoided; dis- 
 putes and costly adjustments over the amount of the account 
 balance are done away with by this McCaskey method of keep- 
 ing the customer as well as the merchant posted as to every 
 transaction and the total amount of the account each time 
 there is a change in the total owing. 
 
 “Customers learn promptly to ask for their triplicate slips. 
 They like the idea of watching their account. It is a service 
 which is appreciated. The AIcCaskey makes it impossible for 
 a customer to come in and make a charge which will be for- 
 gotten and the profit from a goodly number of sales lost. 
 Again, the posting of the charge to the customer’s page in your 
 ledger is cause for mistakes. This necessitates a second writ- 
 ing of the items and figures, additional labor for you or your 
 bookkeeper. How much more satisfactory it will be to you 
 to have those twenty balanced accounts made visible by the 
 simple opening of the register, up-to-date and ready for settle- 
 ment as the result of that single entry on the triplicate sales- 
 book and the speedy reference to the compartment in the reg- 
 ister. 
 
 A Payment On Account — Partial 
 
 “You will be glad to know how simply you handle a pay- 
 ment on account. When John Jones comes in to make a partial 
 payment on account the transaction is handled with the same 
 method used to record a purchase. You simply take a sales- 
 book and make entry of the amount paid as : 
 
 ‘By Cash $15.00.’ 
 
 “In the case of John Jones, the $15.00 would be entered in 
 the right hand column of the slips ; from the register compart- 
 ment, No. 20, his ‘Account Forwarded’ amount or $27.95 would 
 be obtained and the entry made as ‘Account Forwarded.’ The 
 $15.00 would be deducted from the $27.95 to give the new bal- 
 ance owing on the account, or $12.95. 
 
 “The original slip is then placed in the front of the custom- 
 er’s compartment, as with the record of the purchase, showing 
 the new balance owing on the account to date. The yellow 
 duplicate is given to the customer as his receipt for the amount 
 paid, and as a statement to date of the balance owing. The pink 
 triplicate is placed on the spindle file for audit at the end of 
 the day. 
 
 “It will be recalled that in the handling of a record of a 
 purchase the yellow duplicate is filed for audit and the pink 
 triplicate given the customer; in the collection of money on 
 account the reverse disposition of the slips is made. There is 
 a distinct advantage to you in this method. At the end of the 
 day, when a moment is given to auditing of active accounts 
 and the taking off of your financial records, the total of the 
 yellow duplicates on the spindle file will be the total charge 
 sales made that day, and the total of the pink triplicates on 
 the spindle file will be the total of collections on accounts for 
 that day. The McCaskey method makes it easy to quickly 
 distribute the charges and collections by the simplicity of the 
 colored slip usage. 
 
 A Payment In Full 
 
 “When John Jones comes in to pay his account in full the 
 entry is made as in the case of the partial payment, ‘By Cash 
 $27.95’ and entered in the proper space. Two lines are then 
 drawn under the $27.95 being credited to the account to signify 
 
 122 
 
CREDIT SYSTEM DEMONSTRATION 
 
 that the account is balanced, paid up in full. The salesslips 
 are handled as before, and the amount received is rung up as 
 received on account in the cash register system. 
 
 “Mr , the McCaskey Credit System will pay 
 
 for its own installation by keeping you always in position to 
 make settlement on account. You do not have to keep custom- 
 ers waiting when they come to pay their bill, you have their 
 account balanced to the minute and can take care of a payment 
 as easily as you can the simplest kind of a sale. You do not 
 have to keep others waiting while you look up daybooks and 
 ledgers to determine whether all items have been posted, etc., 
 you have the account stated to the minute in the customer’s 
 compartment in the McCaskey and can .handle the situation 
 speedily and accurately even during busy times without dis- 
 gruntling your customers and losing business. 
 
 “When the account is paid up you take the salesslips from 
 the compartment, with the exception of the last one which 
 shows the record of final payment and the balanced condition 
 of the account. The paid slips are filed in our metal filing 
 cabinet behind a card bearing the same number as that of the 
 customer’s compartment in the register. They are retained 
 for as long a time as you feel it necessary to keep posted on 
 that customer’s purchases, etc. 
 
 Miscellaneous or Transient Accounts 
 
 “Let me call to your attention here, Mr. , that 
 
 the McCaskey is also prepared to take care of those other ac- 
 counts which are more ticklish and troublesome even than the 
 regular charge account. I refer to the miscellaneous charge 
 to a transient credit or cash customer. You have customers 
 who are generally cash buyers who now and then come in and 
 find they have not the change to pay for their purchase. Natur- 
 ally, they charge it. This is, no doubt, one of the hardest prob- 
 lems you have to contend with. You are asked to ‘Remember 
 it’ until your customer comes in again. 
 
 “Your customer, accustomed to paying cash, usually over- 
 looks this item on account when he comes in again. You are 
 busy and forget it. Time passes by and he thinks he has paid 
 it. You are inclined to give him the benefit of the doubt and 
 consequently the small miscellaneous charge becomes a loss. 
 
 “The McCaskey is specially prepared to handle such cus- 
 tomers so that you do not have to face loss or dispute over 
 these small items that sometimes prove big business misfor- 
 tunes. In the fore part of the register, 19 compartments are 
 set aside to take care of these accounts. If I should come in 
 and ask to make a transient charge, you will take a salesbook 
 and make the entries in this manner just as in case of any 
 charge sale. We’ll say I buy bananas amounting to 50c and 
 you enter it properly. 
 
 “The first or original slip is placed in a compartment letter- 
 ed by my initial. We say it is ‘B’ and you place my slip in one 
 of the pockets in this transient account folder, we’ll say sec- 
 tion 2 of ‘B’ compartment. My name together with the amount 
 of my purchase which is the total I owe you is placed on this 
 visible cover of the transient account folder. The duplicate 
 slip is placed on the audit file as in any other sale and the 
 triplicate slip is given to me. 
 
 “When I come in at a later date to buy something, expect- 
 
 123 
 
McCASKEY SALESMANSHIP 
 
 ing to pay cash, a salesslip is again made out, the item purchased 
 entered and the 50c previously charged against me is brought 
 forward in the ‘Account Forwarded’ space, and the full total of 
 the account entered below on the slip. This slip is handed me 
 and reminds me of the previous purchase that was charged, or 
 I question it and you open the transient account folder in com- 
 partment ‘B’ and show me the slip giving the date, the item 
 and the amount charged. I am convinced then, in a purely bus- 
 iness-like way and close the account satisfied. In case I should 
 not wish to pay for the back charge at the time you call it to 
 my attention, it has been brought foremost in my mind and you 
 have a visible, accessible record of the charge. It will ulti- 
 mately be paid without loss. 
 
 The C, O. D, Problem Solved 
 
 “This C. O. D. compartment will call to your attention 
 that the McCaskey provides as capably for handling the C. O. 
 D. situation. You have customers who order and plan to pay 
 for the goods on delivery; others you require payment from 
 because they are not privileged to carry an account with you. 
 When such a charge is made the slips are marked “C. O. D.” 
 The driver is informed whether or not to leave the merchan- 
 dise if the items are not paid for. 
 
 “The original slip is placed in the C. O. D. compartment 
 of the McCaskey. The duplicate and triplicate slips are sent 
 with the driver. When the goods are paid for, notation is 
 made on the slips and the triplicate is left for the customer’s 
 receipt and the duplicate is returned to the store for the in- 
 formation of yourself (or cashier) who handles the transaction 
 as a cash sale, ringing it up on your cash register. 
 
 “When the goods are left but no payment is made, the trip- 
 licate is left with the customer as his statement to date and 
 the duplicate is returned to the store with a notation as to 
 the handling of the situation. The original is taken from the 
 C. O. D. compartment and placed in the proper transient ac- 
 count compartment lettered by the initial letter of the cus- 
 tomer’s name. It is then regularly carried as a transient ac- 
 count until paid. 
 
 The McCaskey Credit Limit Plan 
 
 “Now, Mr , if I came into your store today 
 
 and wanted to open an account with you, what would be the 
 first thing you would do? Why you would investigate me. 
 You would want to know where I have been trading, if it has 
 been in this town, where I work, and you would request cer- 
 tain references. After you had obtained satisfactory informa- 
 tion, you would determine the amount you would feel justified 
 in permitting me to reach as a maximum account balance, or 
 you might give me an opportunity to agree with you on a mu- 
 tually satisfactory account balance. In this case we will sup- 
 pose the amount decided upon would be $50.00 and I would 
 agree to pay you once each month. 
 
 ‘Wou would take one of these red cards, furnished with 
 the system, and enter upon it the information you require on 
 the back together with the amount of the Credit Limit deter- 
 mined upon, $50.00. This same amount would be entered here at 
 the top of the front side where it will stand above the sales- 
 slips when placed in the back of the compartment in this man- 
 ner. 
 
 “This leads us to the reason why the wholesaler does not 
 
 124 
 
CREDIT SYSTEM DEMONSTRATION 
 
 find the same fault with the credit business that so many re- 
 tailers find. They do almost an entire credit business; how- 
 ever, they give close attention to the amount of risk taken in 
 giving credit to each merchant placed on their books. Mer- 
 chants are looked up in Dun and Bradstreet before they are 
 shipped a bill of goods. Your rating is determined, your bank- 
 ing and other business relationships are investigated. All of 
 this gives the wholesaler something on which to base his judg- 
 ment as to your credit standing. 
 
 ^‘The retailer has been extremely lax though he is much 
 closer to his customers and has greater access to reliable refer- 
 ences. To protect the merchant, the McCaskey System in- 
 cludes this credit limit plan that works. The wholesaler’s per- 
 centage of loss due to bad accounts is so small that it is negli- 
 gible. The same thing is true of the McCaskey Credit System 
 user by virtue of this simple credit limit method. 
 
 ‘‘To continue — the red card, signifying danger, is placed in 
 the back of the compartment. When the day should arrive that 
 the amount of the balance owing on the account, as shown by 
 the forward slip in the compartment, reaches the limit figure 
 entered on this card, the card is brought to the front of the 
 compartment and its “Credit Stopped” announcement automat- 
 ically stops further purchases on account. When auditing the 
 active accounts of each day the account balances and the credit 
 limit amounts are compared at a glance. 
 
 “When a customer whose “Credit Stopped” card has been 
 brought to the front of the compartment comes in the store to 
 buy again, whether you are in the store or some clerk is hand- 
 ling the trade, whoever turns to the register to obtain the 
 amount of the “Account Forwarded” sees this red card and in- 
 forms the customer that his credit limit has been reached and 
 that it will be necessary to make a payment on the account or 
 see you before further charge purchases are made. 
 
 “Thus you make it easy for your customer to keep his ac- 
 count within his ability to pay. It protects both you and your 
 customer. It prevents ‘dead beat’ accounts and makes a friend 
 and permanent customer of one who might have become care- 
 less, and thus extravagant about the account. 
 
 “Can you check against overbuying on the part of your 
 customers with your present system? Absolutely not! The 
 McCaskey System has developed this plan to meet a situation 
 which has not been taken care of for you by any other means. 
 
 “The retailer who misrepresents himself to the wholesaler 
 in order to get delivery of an order is liable for obtaining 
 goods on false pretenses, if he cannot make good the payment 
 and is investigated to the extent that his utterances concerning 
 his standing v/ere false. The same can apply to a consumer, 
 your customer, if he has misrepresented his circumstances and 
 his ability to pay. The retailer must safe-guard his credit bus- 
 iness if he is to profit by giving credit service to those who 
 are deserving of it. 
 
 fTo doubly strengthen this argument for the McCaskey 
 
 Credit Limit plan, you should obtain from some legal 
 
 authority the state law in your state which covers the 
 
 purchase of goods on credit under false pretenses. 
 
 Knowledge of the law, as it stands, in your state will 
 
 125 
 
McCASKEY SALESMANSHIP 
 
 prove extremely effective at this point in the demon- 
 stration.) 
 
 The Check On Promised Payments 
 “Agreement can be made -with the average customer who 
 gets behind with a retailer that part payment of a certain 
 amount will be made on a certain date, etc,, until the back ac- 
 count is paid up. The expectation has been, in some cases, 
 that the retailer will forget the promise, and you will admit, 
 that he generally does. However, the date agreed to by the cus- 
 tomer making the promise of payment is probably that of his 
 next pay day, and if the merchant is able to follow up the 
 promise on that day, he is almost sure to get at least a part of 
 his money. And particularly if the customer is impressed 
 with the fact that that merchant is following closely such 
 promises, he will be inclined to be more punctual in making his 
 payments. 
 
 “The McCaskey System user makes note of his promise to 
 pay on the Due Card, here. On the one side is place for the 
 amount of payment promised ; below that a line for the date on 
 which payment is to be made, and a line for the customer’s 
 name. 
 
 “If the privilege of buying on account is to be withdrawn 
 until the payment is made the card is placed in front of the 
 slips in the front of the compartment. However, if the custo- 
 mer is to be allowed continued buying rights on account, the 
 card is placed in the back of the compartment and the date 
 when payment is to be made is entered also on the back of the 
 card on the cut out portion which extends above the slips in 
 the compartment. 
 
 “When the promised date of payment arrives you note it as 
 the slips are audited for the day, and you take immediate steps 
 to advise the customer of the date of payment — in practically 
 every case the method insures prompt payments. Where the 
 customer fails to make his payment on time, the due card is 
 kept in the front of the compartment until the customer comes 
 to the store. Attention is called to the unpaid amount prom- 
 ised by the clerk making the charge sale to his account, and 
 the matter is taken up with you before other goods are per- 
 mitted sold on credit. 
 
 A Review of the Demonstration 
 
 “You have probably noticed, Mr , that we have 
 
 taken care of every step in the life of a credit account through 
 the McCaskey method, completed all necessary bookkeeping to 
 the extent of having accounts thoroughly balanced to date with 
 “One Writing,’’ and have placed ourselves in position to get 
 our permanent daily record totals in the easiest possible man- 
 ner. Before proceeding to make clear how that is done, how- 
 ever, let me emphasize just what we have done so far: 
 
 “1st — We have made our charges and completed all sales 
 with ‘One Writing,’ a single entry of the customer’s name and 
 the items charged; we have made three records at one and the 
 same time, one an original and itemized record of the most re- 
 cent purchases and at the same time your permanent up-to-the 
 minute record of the account balanced to date; we have ob- 
 tained the very same information in duplicate for use as an 
 auditing aid and for separation of department and clerk sales 
 statistics when wanted; we have prepared the very same in- 
 formation in triplicate and have provided the customer with 
 
 126 
 
CREDIT SYSTEM DEMONSTRATION 
 
 a Statement of the account to date. The same thing has been 
 done with equal simplicity whether sales were made over the 
 counter, handled by telephone or otherwise. There has been 
 NOTHING LEFT TO BE DONE TONIGHT toward posting 
 and bookkeeping on accounts. You need pay no more attention 
 to them until tomorrow. 
 
 (Here the salesman should compare the McCaskey 
 
 method with that used by the prospect and point out 
 
 enthusiastically and clearly the McCaskey advantages) 
 
 “2nd — We have accepted partial and full payments on ac- 
 count with the same ‘One Writing’ simplicity and complete- 
 ness To begin with we have made it easy for the customer to 
 pay you by keeping him informed at all times as to the stand- 
 ing on his account; and then we have been ready to make in- 
 stant settlement, without any delays, waits or disputes when 
 he has presented himself to make payment. 
 
 (Again compare the method used with the McCaskey 
 
 System and point out vigorously the advantages of the 
 
 McCaskey). 
 
 “3rd — We have taken care of the miscellaneous, transient 
 charge as effectively and as finally as the regular charge and 
 have absolutely insured its payment by a business-like remind- 
 er. Here again is a feature of the McCaskey which absolutely 
 closes a wide open door to losses in your present method. 
 
 “4th — We have met the serious C. O. D. transaction, have 
 preserved in the C. O. D. compartment the original record of 
 the sale and have provided for checking of collections and non- 
 collections so as to have absolute control of such transactions 
 from delivery to collection. 
 
 “5th — We have investigated those applying for charge ac- 
 count privileges, recorded information on them in a perman- 
 ent way, and have established a Credit Limit plan which auto- 
 matically protects us from ‘dead beats,’ from intentional or un- 
 intentional overbuying, etc. We have served both our custom- 
 ers and ourselves by handling credit business more closely in 
 the manner of the wholesaler whose loss from such business is 
 negligible. 
 
 “6th — We have provided for the promise of payment by a 
 customer whom we believe worthy of our consideration and 
 have automatically checked the date of promise and made it 
 easy for him to recognize the date and the obligation and make 
 payment while he has the money, it being natural that the date 
 named would be a time when he expects to receive either wages 
 or other income. 
 
 “We have saved bookkeeping time and labor and expense 
 by completing the handling of the account with one writing. 
 We have prevented the outcropping of errors by doing away 
 with second and third writings of the figures in the transfer 
 of accounts from either a daybook or a salesbook to a ledger 
 and again to a statement. 
 
 “We have considered how close to 500,000 merchants 
 throughout the United States have solved the most serious 
 problems which face the credit merchant, and we have dealt 
 with an established, proven method which has been in service 
 since 1903 saving expense, bettering collections and adding 
 profits to businesses of all of those who have intelligently 
 
 127 
 
McCASKBY SALESMANSHIP 
 
 given themselves and the system a chance to get business-like 
 results for them. 
 
 The Steps In The Demonstration 
 
 When this stage of the demonstration of the Credit Section 
 is reached you should restate the advantages of the McCaskey 
 System over the prospect’s system. Recall the steps which 
 make these advantages marked and emphasize again those 
 which appealed most strongly to the prospect during the dem- 
 onstration. Without criticising his system show him where he 
 will gain materially by the use of the McCaskey System, elab- 
 orate on the points most essentially adapted to his situation 
 and draw in the names of users in his line of business which 
 might have weight with him. 
 
 Summarized, the steps in the demonstration of the Credit 
 Section include the following, in each case the McCaskey Sys- 
 tem operation is compared to that of the method used by the 
 prospect : 
 
 (1) Make a charge and complete the sale; in store, by 
 phone, by driver ; compare with method used and 
 point out advantages. 
 
 (2) Make partial payment on account; 
 
 (3) Make payment in full on account. File paid tickets, 
 place balanced slip in compartment, ring up Rec’d on 
 Acc’t in McCaskey Cash Register Section. 
 
 (4) Make a miscellaneous charge and show how handled; 
 
 (5) Make a C. O. D. charge and show how handled; 
 
 (6) Credit Limit — how handled — advantages ; 
 
 (7) Due Card — how handled — advantages; 
 
 (8) Repeated emphasis of McCaskey advantages especial- 
 ly those which appeal to the merchant; 
 
 (9) Mentioning of users, showing of letters, etc., in same 
 line of business, in same locality, where possible. 
 
 SIGNIFICANT FACTORS ENTERING INTO McCASKEY 
 ^^ONE WRITING^^ CREDIT SYSTEM OPERATION 
 
 Brief explanation is given below of several significant 
 factors which enter into the McCaskey Credit System opera- 
 tion but which do not necessarily enter into every demonstra- 
 tion. To the salesman it will obviously appear that certain 
 of these factors cover certain objections to the system that 
 may be raised, or that they enter in only when a business is 
 carried on in a manner which requires the special equipment 
 included here. 
 
 Future Order Slip Holders 
 
 Six Future Order Slip Holders may be included as regular 
 supplies. They are provided for the convenience of the mer- 
 chant in having a suitable place to put slips carrying orders to 
 be delivered on future dates. In most cases they are used to 
 cover each day of the week; an order taken Tuesday to be de- 
 livered Friday will be entered in the regular way and then 
 placed in the Friday slip holder until Friday comes and all 
 Friday’s orders are filled and delivered. Any business such 
 as that of a florist, gift shop, etc., must provide a means of 
 meeting the future order situation continually. The McCaskey 
 Future Order Slip Holders cover the need fully. 
 
 Announcement Sheets 
 
 With each credit system sale including the customers slip 
 
 128 
 
CREDIT SYSTEM DEMONSTRATION 
 
 holders, announcement letters addressed “To Our Customers’* 
 are furnished in a quantity covering the account capacity of 
 the register. This letter makes known the adoption of the 
 McCaskey System, explains the McCaskey customer’s slip 
 holder and the advantages of the McCaskey “One Writing” 
 method from the standpoint of the customer. 
 
 Two-Drawer Metal Filing Cabinet 
 
 A two drawer file in which to file overflow slips from the 
 register, permanent records of paid up accounts, duplicates held 
 for audit or statement use, etc. Wood or metal registers con- 
 taining drawers in the base of the cabinet do not require these 
 files. The metal files are supplied according to provisions on 
 page 55, Register Price List. 
 
 Box File 
 
 An open box file is provided with numerical index cards 
 (1 to capacity of register) when triplicate salesbooks are used 
 with the system. This provision makes possible the conven- 
 ient filing of the duplicate slip for statement use, etc. 
 
 Balance Record and Delinquent Envelopes 
 
 Balance Record Envelopes are provided as optional sup- 
 plies with all credit systems. This envelope is for the pur- 
 pose of filing away register slips each time a customer pays 
 on account and leaves a balance. All the slips are preserved 
 in this way for reference. The envelopes also serve in filing 
 slips on accounts discontinued or delinquent. In any cases 
 where the slips in the compartment become too numerous for 
 proper operation of the register the balance record envelope 
 offers a convenient, practical way of relieving the congestion. 
 The same envelopes serve for filing conveniently the slips car- 
 rying the record of past due or delinquent accounts. 
 
 Delinquent Card 
 
 This is a large card 8j4xl0%” offering space for the entry 
 of the names of 74 delinquent credit customers. The Register 
 Number, Date, Name and Amount are provided for so that a 
 merchant can keep in one place and have before his eyes when- 
 ever desired a full record of the delinquent credit customers 
 he is carrying. The card is of particular value at the time of 
 installation of the McCaskey when the effort is being made 
 to clean up all outstanding accounts which have become past 
 due. 
 
 The Route Card 
 
 The Route Card is a large tag card, (8^ x 11”) carrying on 
 each side space for thirty-five names of customers and space 
 for a full week’s record of carrying account totals forward. 
 These cards make it possible to carry the McCaskey “One 
 Writing” idea out on the route and provide both business and 
 customer with posted account totals just as conveniently as in 
 the store. Lines are provided for such information as route 
 number, dates, driver’s name etc. A metal holder is made to 
 use with the Route Card so that entries can be made easily and 
 the card can be protected while in the hands of the driver. 
 
 Monthly Individual Account Book 
 
 The Monthly Individual Account Book makes it possible 
 for the McCaskey user to list his credit customers and keep 
 record each month of the amount of business done with each. 
 In this way he is enabled to locate customers whose business 
 is falling off and take steps to get them back in line, etc. 
 
 129 
 
McCASKEY SALESMANSHIP 
 
 Prescription Record Card 
 
 This is a card used by druggists to keep a record of the 
 date and prescription number of prescriptions filled for custo- 
 mers so that instant reference can be made and refills deliv- 
 ered without time waste or uncertainty as to accuracy of pre- 
 scription called for. The cards are filed in the back of the cus- 
 tomer’s compartment in the McCaskey Register. 
 
 The **Vacant” Card 
 
 The “Vacant” card points out compartments open to use 
 by new customers. These cards are placed in compartments 
 when customers have finally closed their accounts and are 
 moving out of town, or for other reasons have withdrawn their 
 business. The cards provide space for full information on the 
 last occupant of the compartment and are filed carefully, after 
 a new customer has been given the compartment, so that the 
 merchant will always be in position to study his own observa- 
 tions concerning old customers should the occasion present it- 
 self when he would wish such information. 
 
 Variety In Index Cards 
 
 1 to 31 index cards, A to Z index cards or the numerical 
 index limited only by the capacity of the register from 1 to — , 
 are available to meet the needs of McCaskey System users in 
 filing slips for permanent record, for statement use, in over- 
 flow from the register, etc. 
 
 Other Supplies 
 
 Other supplies have been covered by the demonstration, 
 such as — interchangeable index. Credit Limit card. Due Cards, 
 etc. Stock salesbooks are provided for convenience until spe- 
 cial printed books are obtainable. Slip holders for customers 
 are provided when desired in a quantity determined by the ac- 
 tive account capacity of the system purchased. 
 
 THE CASH REGISTER SYSTEM 
 DEMONSTRA TION 
 
 In a large measure the following cash register system dem- 
 onstration is an explanation of the manner in which the 
 McCaskey Cash register system operates to give the results 
 which are responsible for its value to the merchant. However, 
 a strong cash register system demonstration today is not a me- 
 chanical demonstration, but the demonstration of the idea and 
 result which make the mechanical advantages worth while. A 
 presentation of the mechanical side of the McCaskey cash reg- 
 ister system to the point that the general operating idea is un- 
 derstood is enough; once this brief story is told, the selling 
 power in McCaskey System lies in the information to be ob- 
 tained and used every day in such an easy, accurate manner. 
 The approach to the following demonstration illustrates this 
 point, that the results of the operation are stronger selling 
 factors than the details of operation; that the information con- 
 tained on the Daily Record Sheet and in the pages of the 
 McCaskey Business Recorder (see pages 143 to 150) is the vital 
 reason for making installation of such a system. The fact, then, 
 that the McCaskey is the only machine on the market which 
 will go so far, so effectively, at such a price, makes even more 
 remarkable the opportunity that lies before the merchant or 
 business man to purchase and put into use the McCaskey Cash 
 Register System. 
 
 “The cash register system does a real job in business to- 
 day. It makes a record of every transaction that takes place in 
 
 130 
 
CASH REGISTER SYSTEM DEMONSTRATION 
 
 your business during the day and then arranges that information 
 in such a way that it gives you a complete picture of just what 
 the dollars you take in represent in the way of merchandise 
 costs, expenses and profits to you. 
 
 “Do you know what your cash receipts were yesterday? Do 
 you know what part of that was cash sales? Do you know what 
 your charge sales were? What was received on outstanding ac- 
 counts? What department brought in the most business? The 
 most profit? What expenses were discharged? What your 
 purchases were? 
 
 “If you do not have that information for yesterday, for 
 today and every day, at any rate for each month— how can you 
 do more than guess in contracting for merchandise, in facing 
 expenses and in otherwise controlling your business. These 
 are figures which are vital to you, if this business is to make 
 you money. And these are the figures which the McCaskey 
 Cash Register System is giving every day to those who have 
 the system and who come to it for the information. 
 
 “The cash register proposition that is doing the profit 
 building job in modern business is the cash register system 
 that obtains for you the original information on every transac- 
 tion, evety day, and then puts that information in a form which 
 you can use to guide yourself in buying merchandise, promot- 
 ing your business, controlling expenses, selling merchandise 
 and getting the profit money you ought to get out of the busi- 
 ness. 
 
 “You will notice that I say McCaskey Cash Register Sys- 
 tem. The McCaskey is a system; it is far more than a cash 
 register. It is a system different from any you are used to 
 seeing. It is a system designed to meet today’s business de- 
 mands, your present requirements in the way of information 
 as to just what is happening in your business from day to day, 
 week to week and month to month. 
 
 “No longer can you or any other afford to do business with 
 a system of twenty-five years ago or older ; you must have 
 more information today or you will fail ; you must get that 
 information in a quick and accurate way or you find that the 
 expense of your methods is eating up your profits. 
 
 “For these reasons you will find a considerable difference 
 in the McCaskey — ^you will find yourself equipped to handle a 
 greater capacity of information, a greater capacity in figures 
 and you will find the McCaskey to provide these advantages 
 in a far simpler way than you would at first believe possible. 
 There are a wealth of features about the McCaskey you will 
 be surprised to see and be delighted to put to work helping 
 you control your own business. 
 
 “The McCaskey provides you not only a record of your 
 business according to the details surrounding each transaction 
 but at the same time includes the McCaskey Business Record- 
 er, a simple record of totals by the day, month and year. It per- 
 mits every possible record of the business you might desire 
 through the McCaskey Daily Record Sheet in the most easily 
 kept manner. With these aids you can run your business with 
 full intelligence and with additional profit. 
 
 “There are those who say that the McCaskey keeps them 
 more closely in touch with their business than any equipment 
 which they could keep in their store (or place of business). 
 
 131 
 
McCASKEY SALESMANSHIP 
 
 There are additional reasons for this above and beyond those 
 I have mentioned. A brief demonstration will make so clear 
 the exceptional advantages to be gained that I am confident 
 you will agree to McCaskey Cash Register System capabilities 
 when I am through. 
 
 A Printed Record of Every Transaction 
 
 “Get this, Mr ! When you purchase a McCaskey 
 
 Cash Register System you are getting more than a cash regis- 
 ter by which you can obtain on the detail strip an absolute 
 printed record of every transaction taking place in your busi- 
 ness, but in addition the most approved type of adding machine 
 as well. You not only obtain the records of sales by clerks 
 and departments, by cash sales and credit sales, of received on 
 account and paid out items, etc, but you are furnished with a 
 means for obtaining the full totals on each of these records 
 with mechanical speed and accuracy You are saved time and 
 errors at the close of the day in arranging your business infor- 
 mation in a usable manner. 
 
 (If a merchant has no adding machine) — ‘T note that you 
 do not have an adding machine; that feature of the McCaskey 
 System will be of sufficient importance in its service to you 
 to pay completely for the system according to the small month- 
 ly payments which are allowed. It will be an immediate aid 
 to you and will take its place for but a short time on your 
 payroll, paying its own way. 
 
 “Let us take just a moment, Mr. , and go into the 
 
 system in brief detail so that you can have in mind the exact 
 method of operation. Here is a completely equipped McCaskey 
 Cash Register System which will give you a clear understand- 
 ing of its appearance. Let us operate it for a moment as in 
 your store, noticing that all registering and adding service is 
 obtained through the operation of this section, the register- 
 ing and adding unit. 
 
 “You see on this outside row on the left eight white keys 
 bearing the three-letter abbreviations of department names; 
 the ninth key, a yellow one, is the Received on Account key. 
 In the next row are nine clerk keys in light green, lettered 
 from A to H and X. Installation of the system in your busi- 
 ness would permit of the printing of the department abbrevia- 
 tions according to the departments into which your business 
 is best divided toward obtaining records of sales by individual 
 departments; the clerk letters will be assigned to your clerks 
 and will operate to give records of sales by individual clerks. 
 
 “Each sale registered will be printed after the department 
 key, the clerk key, and the keys representing the amount of 
 the sale — from the remaining six columns of figures running 
 from 1 to 9 — are depressed and the operating lever pulled for- 
 ward and allowed to return. 
 
 Register a Sale 
 
 “Since you are the proprietor of the business, let’s register 
 an eight gallon sale of gas amounting to $1.92 by you, using 
 the clerk ‘A’ for your key. You would first press down the 
 department key marked ‘GAS’ then the ‘A’ key representing 
 yourself as making the sale, and the amount as follows: In op- 
 erating the McCaskey you figure your cents, dollars, tens and 
 hundreds of dollars from the extreme right, working leftwards 
 as you would on paper. The ‘1’ would be in the third column 
 
 132 
 
CASH REGISTER SYSTEM DEMONSTRATION 
 
 from the right; your ‘9’ in the second column from the right 
 and the ‘2’ in the first column. When the keys are all depress- 
 ed, you have an opportunity to look over them and check 
 against error before you pull the lever forward and print them 
 on the detail strip. 
 
 “As the lever is pulled forward and released to return, you 
 will notice that you have accomplished three things — you have 
 registered the item in full on the detail strip, you have also 
 registered the amount of the sale in these total dials at the 
 foot of the keyboard, and third, you have opened the cash 
 drawer which has caused the bell to ring. On the detail strip 
 you have registered four things — the department from which 
 the sale was made, who made the sale, whether-or-not it was 
 a cash or charge sale, and the amount concerned in the trans- 
 action. As each sale is registered the amount of cash received 
 is added into the total dials with mechanical accuracy. 
 
 “In order to follow through a bit further let's register an- 
 other and watch it add in. This time Clerk ‘D' will ring up 
 a sale of an inner tube made from Dept. ‘TIR', the Tire Dept, 
 represented by this sixth key in the row of department keys; 
 the amount of the sale to be $6.50. When the keys are proper- 
 ly depressed, (the ‘O' in the first column on the right being ig- 
 nored because ciphers are printed automatically,) the lever is 
 operated as before and the transaction is registered. The new 
 amount adds to the figure already in the total dials, giving us a 
 new total of $8.42. The drawer opens and the bell rings as be- 
 fore. 
 
 “At the end of the day, by reading the detail strip, you will 
 know that Clerk ‘A' has made a sale of gas and that the amount 
 of the sale was $1.92; that Clerk ‘D' has made a sale from the 
 Tire Department (TIR) for $6.50. Throughout the day you can 
 watch the growth of the amount of cash received by watching 
 the total in the dials. 
 
 Registering a Charge Sale 
 
 “Following the last sale Mrs. Walters drives up and buys a 
 set of chains from the Accessories Dept., indicated by this fifth 
 key marked ‘ACS/ and asks that the amount be charged. We'll 
 say that the chains cost her $7.25. 
 
 “The keys are depressed for department, clerk and amount 
 as before, and in addition this ‘Charge' key, with the bright 
 red top here at the left of the keyboard. The ‘Charge' key is 
 held down as the lever is operated. This sale you will see reg- 
 istered as the others on the detail strip with the exception that 
 the large ‘C with the small capital ‘H' within, the charge sale 
 symbol, is printed in line with the item and to the right of 
 the figures showing the amount of the sale. In this case, how- 
 ever, since there is no money placed in the cash drawer, the 
 amount of the charge sale is not added into the total in the 
 dials, the amount remaining as before when the item is regis- 
 tered. 
 
 “As a check against your method of handling charge sales 
 you have another advantage on the McCaskey. After the 
 charge sale has been registered, the detail strip can be turned 
 upward so that the item will rest against this plate or auto- 
 graphic attachment. Very quickly you can insert in pencil the 
 name and initials of the party making the charge purchase. 
 
 Handling a *‘Paid Out** Transaction 
 
 “At another time during the day's business it will become 
 
 133 
 
McCASKEY SALESMANSHIP 
 
 necessary for you, as proprietor, to pay out some money from 
 the cash drawer to take care of some such item as express, 
 freight or the like. If your key is the ‘A' key, you will press 
 that key and the keys for the amount of money to be paid out, 
 perhaps $3.66. You will next press the blue ‘Paid ouP key 
 here to the left and hold it down with your left thumb, just as 
 you did the ‘Charge’ key until the operation of the lever is com- 
 plete. The entire record of this transaction is printed on the 
 detail strip as were the others, however, this time in red ink 
 and with the printing of the ‘Paid out’ symbol a large ‘P’ with 
 a small ‘o’ beneath it to the right of the amount figures of the 
 item paid out. The amount, being paid out, is not added to the 
 amount in the cash drawer and so is not added to the amount in 
 the dials, that amount remaining unchanged as in the case of 
 the charge sale. The autographic attachment might here be 
 used again, the word ‘express,’ written in, etc, giving full re- 
 cord. 
 
 Making a Received on Account Record 
 “There is still a fourth type of transaction we want to show 
 on the detail strip. It is the record of an amount received on 
 account. Should- Mr. Barber come in to make a payment on 
 account of $19.50, you simply depress this ‘REC’ key at the 
 top of the left hand row of symbols, the clerk receiving the 
 payment, perhaps Clerk ‘A,’ and then the keys representing the 
 amount. The item is registered the same as a sale except 
 that the ‘Received on Account’ item would be recognized by 
 the ‘REC’ here in the department column of the detail strip. 
 This time the amount in money being received into the system 
 will be added into the amount already in the dials. 
 
 “Again you can use the autographic attachment, if you de- 
 sire, and make record on the detail strip in pencil of the name 
 of Mr. Barber below the item as registered. 
 
 Reports Entire Day*s Business 
 “Thus the McCaskey Cash Register System reports the 
 business transactions of the entire day. Cash sales, charge 
 sales, paid out and received on account amounts are fully re- 
 corded to the extent of written notations when desired grant- 
 ing an exceptional variety of usable information about your 
 business. When you have summarized a day’s transactions reg- 
 istered on the detail strip as we have registered these several 
 items here, you will have a wonderful picture of the activity 
 of each department and each clerk through the day to the ex- 
 tent of the business done. 
 
 The Indicating Symbol and the Bell 
 “You will notice also that when this lever is pulled for- 
 ward and the cash drawer is opened, that this purple dot, the 
 McCaskey Cash Register’s indicating symbol has registered 
 and the bell has rung. You cannot operate the McCaskey 
 without this symbol or some other, such as the paid out, charge 
 or total indication, printing on the detail strip; also the draw- 
 er cannot be opened without the bell ringing. For these rea- 
 sons, you can either tell by ear when the register is being 
 used, or you can determine by glancing at the detail strip just 
 how many times the drawer has been opened? 
 
 Absolute Privacy — Locks and Housing 
 
 “In case you have not already noticed it, Mr. , a 
 
 very important and well established feature of the McCaskey 
 Cash Register System is that of privacy of records and infor- 
 mation. The locks and housing are appropriately placed to 
 
 134 
 
CASH REGISTER SYSTEM DEMONSTRATION 
 
 protect all that you might wish to conceal from the eyes of 
 others. There is a lock at the Total Key, here, which makes 
 it impossible for anyone to depress the Total Key and take a 
 total on the detail strip or clear the machine without the use 
 of the key, once it is locked. With the same key you are en- 
 abled to lock this shutter which covers the total dials. Then no 
 one can know the amount of cash received into the business 
 during the day except those with access to the key. Another 
 lock serves to hold the detail strip housing in place and pre- 
 vent its being taken off. The same key will unlock the hous- 
 ing. A fourth lock is in the top of the base here and unlocks 
 the cash drawer. You will find this convenient when you wish 
 to leave the store temporarily, etc. 
 
 ‘‘The detail strip housing not only protects the information 
 on the detail strip from the eyes of others, but also protects it 
 against dirt, dust, etc. By the aid of this feature the figures on 
 the detail strip are kept clear and readable. 
 
 “This small lever immediately to the left of the rewind 
 here operates forward and backward. When it is in a forward 
 position it locks the detail strip so that it cannot be turned 
 back. This means that once a record has been made, there is 
 no changing it. Your detail strip records cannot be tampered 
 with. 
 
 Full Data on Detail Strip 
 
 “There are times when you will leave the store and will 
 wish to get an idea of how much cash business has been done, 
 or keep a record of how much additional cash business is done 
 while you are away. This is often the case when you go out to 
 lunch, no doubt, or go out on some business appointment. Sini- 
 ply hold down the Total Key and operate the lever. This will 
 register the amount of cash receipts to the*‘minute on the detail 
 strip and clear the machine. At once you will want to set up 
 the amount of the total you have taken, just as you would any 
 item, pull the lever and again print the amount on the detail 
 strip and put the total back in the dials. 
 
 “After you return you repeat the identical operation I have 
 explained to find the amount of business which has been done 
 in your absence. Take the total and set up the amount on the 
 keyboard and print it on the detail strip again by pulling the 
 lever. A brief subtraction of the total taken before you left 
 from that taken after your return will give you the total 
 amount of cash receipts during your absence. Had the total 
 been $43.60 when you went out to your appointment and $66.90 
 when you returned you would know that your cash receipts in 
 the meantime have been $23.30. 
 
 When Adding Machine is Needed 
 
 “Again, Mr. , there are times when you have im- 
 
 mediate need of an adding machine’s services to add checks, 
 etc., toward making a bank deposit, checking invoices or esti- 
 mates etc., during the business day. The McCaskey will take 
 prompt and excellent care of your needs. 
 
 “You have but to throw this switch as far as possible from 
 right to left, temporarily locking your cash drawer; and then 
 take a total, using the Total Key as before, and you have clear- 
 ed your machine and are ready to operate it as a distinctly 
 separate adding machine unit. When you have completed your 
 calculations, simply enter the amount of the cash receipts from 
 the total you have taken previously, unlock the cash drawer 
 
 135 
 
McCASKEY SALESMANSHIP 
 
 by the switch, and you have a cash register system again, com- 
 plete and ready for registering sales and other business trans- 
 actions. 
 
 “We’ll say that further transactions are completed during 
 the day. In each case you will know what departments sales 
 were made from, who made them, what items were paid out and 
 what amounts were received on account. You will have full 
 data as to details by use of the autographic attachment. You 
 will have full protection of your private business records by 
 service of the locks and housing. In fact you will provide your- 
 self with a simple, complete record of the entire day’s business 
 on this McCaskey cash register system detail strip. Then, when 
 the day is done, you are in position to make a rapid, accurate 
 recapitulation of your detail strip information and through the 
 support of the McCaskey Daily Record Sheet and the McCas- 
 key Business Recorder obtain a permanent record of totals 
 which will permit the comparison of one day’s business with 
 another, one month’s with another, etc. 
 
 Total of Day*s Receipts 
 
 “In a moment we can complete the full day’s business rec- 
 ord. We’ll hold down the Total Key and take the total of the 
 day’s cash receipts on the detail strip, leaving the machine 
 clear. The next thing to do is to throw this switch so that the 
 cash drawer will not operate, unlock and remove the housing. 
 The detail strip is quickly torn off and the unused end clamped 
 with this metal clamp. Now you are ready to use the McCas- 
 key Cash Register System strictly as an adding machine. From 
 this point the services of the system are many and effective 
 in cutting down the time ordinarily spent in totaling accounts 
 and auditing salesslips and invoices ; errors are eliminated by 
 mechanical accuracy in this work. 
 
 Account and Record Totals 
 
 “From the detail strip you quickly set down each cash sale 
 item and get your total of cash sales: next you set down each 
 charge sale item as indicated by the large ^C’ and small ‘H’ en- 
 closed at the right of the strip and you have your charge sales 
 total. Add the two and you have the total sales for the day. 
 
 “By aid of the paid out symbol, the large T’ and the small 
 ‘o’ you select the paid out items in red and total them; in the 
 sam<» way, picking out the received on account items by the 
 ‘RFC’ symbol. 
 
 Checking the Cash Drawer 
 
 “Check on the amount of cash in the drawer is quicklv made 
 bv subtracting the total of the paid outs from the amount of 
 change placed in the cash drawer at the beginning of the day 
 added to that received from cash sales and received on account 
 amounts as indicated on the detail strip total. 
 
 Department and Clerk Totals 
 
 “To continue in the makeup of your daily business record, 
 we will obtain the department and clerk sales’ totals by indi- 
 vidual departments and clerks. All sales marked by the ‘GAS’ 
 denartment key will be listed and totaled; those marked bv 
 *OTIv’ kev etc. When the total of sales for each department is 
 determined, total the totals and the grand total of sales by de- 
 partments should eaiial the total of cash sales and charge sales 
 as obtained above. The same orocedure is followed in obtain- 
 ing the total of the individual clerk sales, thos'=‘ made bv ‘A,’ 
 then ‘B,’ etc. Again total the totals of the clerk sales for the 
 
 136 
 
CASH REGISTER SYSTEM DEMONSTRATION 
 
 day and the amount obtained should equal that of the depart- 
 men sales, and also that of the cash and charge sales combined. 
 
 From Detail Strip to Daily Record Sheet 
 and Business Recorder 
 
 “The detail strip used in the listing and totaling of these 
 records for the day is torn from the system and held for use in 
 entering the totals on the Daily Record Sheet and into the 
 McCaskey Business Recorder. Before we turn to those fea- 
 tures let me be sure that you realize the additional services 
 yet to be rendered by the adding and registering unit. These 
 slipholders have a definite purpose. With your other records 
 taken off as we have done, you are free to audit the salesslips 
 turned in during the day and, if you wish, insert the slip in 
 these holders and register the purple total at the foot of the 
 slip. The same treatment can be given invoices or estimate 
 sheets, etc. All your calculating and listing can be handled 
 so much more quickly than before with this equipment. 
 
 The Value of Department Records 
 
 “Mr. , it may be that you have not kept any such 
 
 records as these department or clerk records heretofore. Per- 
 haps you have not considered them worth anything to you. To- 
 day, however, you will find that the merchants operating most 
 successfully take advantage of such records as these to insure 
 profits from their business They realize that they cannot 
 know that a department is a losing or profit making depart- 
 ment unless they have records on that department. They re- 
 alize that they cannot know that a clerk is an earning clerk un- 
 less they have records on the sales of that clerk With compe- 
 tition keen there is too much at stake in indifference to such 
 information. However, when the details of such importance 
 can be obtained with such ease as that offered by the McCas- 
 key Cash Register System by daily records on the detail strip 
 and by permanent daily and monthly and yearly totals as speed- 
 il}^ entered in the McCaskey Business Recorder, you will find 
 such information readily gained and quickly applied to the 
 most thorough-going and profitable management of the busi- 
 ness. You would be surprised if you knew that the goods in 
 one or two or more of the departments in your business were 
 not turning over rapidly enough to pay the interest on the 
 money you have tied up in them. I have had numbers of users 
 find that such was the case with them — the McCaskey Cash 
 Register System has saved the business in just such instances. 
 
 “With these Daily Record Sheets and- Business Recorder 
 totals you can compare your totals from day to day, month to 
 month and year to year. With this information you can set 
 quotas for your various departments to work toward, quotas 
 for your clerks to work toward and quotas for the business as 
 a whole to work toward. Thus additional ambition is created 
 in everyone connected with the business and more satisfactory, 
 profitable results obtained. 
 
 “Now then, we have not only discussed the value of de- 
 partment records but we have agreed to some extent that they 
 are necessary to intelligent and profitable business manage- 
 ment. You have seen these records in the making; you have 
 seen them totaled accurately and with rapidity. They are next 
 placed permanently in the McCaskey Business Recorder. This 
 very important permanent record section of the McCaskey 
 System will be shown you directly. (See “The Daily Record 
 Sheet and Business Recorder Demonstration’* pages 143 to 150). 
 
 137 
 
McCASKEY SALESMANSHIP 
 
 Three Divisions with Multifold Advantages 
 
 ‘‘What has the McCaskey Cash Register System to offer 
 you now? A cash register section or unit of practically un- 
 limited registering capacity. An adding and calculating unit 
 which provides full records with speed and accuracy. A Mc- 
 Caskey Business Recorder in which all records for the year 
 are carried so as to keep you instantly informed as to the con- 
 ditions of the business. These three divisions, each with multi- 
 fold advantages, are to become installed with the minimum of 
 effort on your part and are to operate immediately to cut down 
 your time wastes, eliminate your losses through error and give 
 you from this time forward the information required for the 
 most intelligent business management. 
 
 “The final thing for you to decide upon is the style which 
 wilf adapt itself most thoroughly to your requirements. Be- 
 cause my business takes me to so many dealers whose problems 
 are the same as yours, perhaps I can help you select the equip- 
 ment which is finding general approval in your business. We 
 have a variety of styles in keyboards, cabinets and finishes. 
 Here is the design I had in my mind to meet your require- 
 ments. With the full advantage of the system in mind, you no 
 doubt look forward to as little delay as possible in making the 
 installation. We can have it here 
 
 PHYSICAL AND SERVICE ADVANTAGES 
 
 The most favorable presentation of the McCaskey Cash 
 Register System can only be made through a full knowledge of 
 and a working experience with the physical and service fea- 
 tures of the systems. While a single demonstration may em- 
 body but a fev/ of these features, every advantage of the sys- 
 tem should be on the tongue’s end when the situation calls for 
 additional sales points. In this section will be found a classi- 
 fied outline of the physical and service points which combine 
 to make up the systems together with crisp and clear explan- 
 atory paragraphs. The major divisions of the system mechani- 
 cally include the cash register and the adding and listing ma- 
 chine. Each such heading is briefly expanded as are the more 
 detailed elements or parts which belong to these divisions. 
 
 The cash register system — 
 
 Composed of a registering unit and cash drawer com- 
 bination by which all business transactions are regis- 
 tered and in which cash received is handled ^ and 
 change made — cash sales, charge sales, paid out items 
 and received on account amounts are separated togeth- 
 er with full information on sales by departments, and 
 by clerks. The record is furnished complete on a 
 detail strip as a means to intelligent business manage- 
 ment and control. 
 
 The adding and listing machine — 
 
 A rugged, portable standard keyboard adding unit with 
 a capacity range of from six to seven figures according 
 to style or from 9 999 99 to 99 999 99. 
 
 The McCaskey Daily Record Sheet — 
 
 A sheet designed to carry a full record of the detailed 
 activities of the business other than detailed sales rec- 
 ords, containing full entries on all receipts and expendi- 
 tures of cash, up-to-the-minute balances showing the 
 
 138 
 
CASH REGISTER SYSTEM DEMONSTRATION 
 
 financial condition of the business at a glance, full 
 daily record of invoices entered, checks issued, credit 
 memos received, etc.; arranged to make easy perman- 
 ent entries to the McCaskey Business Recorder. 
 
 The McCaskey Business Recorder — 
 
 A conveniently sized, durably covered book in 
 which all sales statistics, controlling account figures, 
 monthly statement of net worth and statement of earn- 
 ings is included to provide a birdseye view of the con- 
 dition of the business from day to day, month to month 
 and year to year. 
 
 Cabinet Styles — 
 
 Include the B-17 or B-27 systems with medium base 
 and metal cash drawer; the BB-17 or BB-27 with the 
 large wood cash drawer ; and the C-17 or CC-17 etc., 
 the combination single unit system — credit and cash. 
 
 Cash Drawer'-^ 
 
 The smaller metal cash drawer of the B or C systems 
 carries 6 change compartments and 3 currency com- 
 partments; the larger wood drawer of the BB and 
 CC systems carries 7 change compartments and 6 cur- 
 rency or miscellaneous compartments. 
 
 Keyboards — 
 
 All standard 72-key keyboards with amount keys indi- 
 cating the dollars and cents values of the individual 
 keys; on the B-17, BB-17, etc., is one row of eight sym- 
 bol keys, three-letter abbreviation of departments or 
 letters A to H for clerks according to the needs of the 
 business, and seven banks of keys for registering and 
 adding amounts; on the B-27, BB-27, etc, is a single row 
 of three-letter abbreviations of departments, a single 
 row of nine lettered keys from A to H and X for clerk 
 keys and six banks of keys for registering and adding 
 amounts. 
 
 Special Keyboard-^ 
 
 72-key keyboard with special arrangement, more parti- 
 cularly for filling stations and garages. Is B-17, BB-17, 
 etc., style with one row of three-letter abbreviations 
 for departments, two rows of black keys with numerals 
 for registering number of units sold from 1 to 99, and 
 five rows or banks of keys for registering and adding 
 amounts. 
 
 Keys, Special^ 
 
 Total Key — for taking totals, clearing keyboard only or 
 for clearing machine ; prints in purple showing ‘T’ to 
 the right side of detail strip. 
 
 Paid Out Key — a blue key for use in registering paid out 
 items ; prints in red, showing symbol to the right 
 side of detail strip. When this key is used the amount 
 is not added into the total in the dials; it may be used 
 for non-add key services when the system is being used 
 for listing and calculating purposes. 
 
 Charge Key — a red key for registering charge sales ; 
 prints in purple, showing symbol on the right side 
 of the detail strip. The amount is not added into the 
 total dials when this key is used. 
 
 139 
 
McCASKEY SALESMANSHIP 
 
 Received on Account Key — The top key on the first or de- 
 partment row of symbol keys bearing the letters ‘REC’ 
 to indicate amounts received on account. The amounts 
 printed with this key are added into the totals in the 
 dials because they represent money received into the 
 cash drawer. 
 
 Repeat Key — when pressed and locked back makes pos- 
 sible repeated printing and adding of item set up on 
 keyboard. 
 
 Lever — 
 
 When operated by forward pull and released per- 
 forms three distinct functions — prints item set up with 
 full description on detail strip, adds amount into totals 
 and opens cash drawer; completes all other operations 
 of the system as proper keys are pressed. 
 
 Cash Drawer Bell — 
 
 Mechanically operated as drawer opens, announcing 
 action on the part of the system; impossible to open 
 cash drawer without ringing the bell. 
 
 Detail Strips 
 
 Paper roll on which all items placed in system are 
 printed; it unwinds automatically with each operation 
 and is ready for the next. 
 
 Detail Strip Rewind — 
 
 An automatic attachment by which the used end of the 
 detail strip rewinds about a spool upon which it is 
 clamped. 
 
 Detail Strip Spacer — 
 
 Lever to right of detail strip housing grants control 
 over spacing of items printed on detail strip; user has 
 alternative of single or double spacing of items. 
 
 Detail Strip Reverse Lock — 
 
 Lever to left of detail strip rewind which can be set so 
 that detail strip can or cannot be reversed at wish of 
 proprietor. 
 
 Detail Strip Housing — 
 
 Metal cover which is placed over the rewind attach- 
 ment and the detail strip and locked to give full pro- 
 tection and privacy to the detail strip. 
 
 Symbol Keys— 
 
 Keys in first or first and second rows from the left by 
 which departments and clerks are designated (see key- 
 board description). 
 
 Symbol Keys, Printed — 
 
 Provide for special printing of names on symbol key- 
 tops for departments, etc, according to requirements of 
 individual buyers. 
 
 Special Type Bars — 
 
 The extra width type bar on the left end of the row of 
 printing type bars; wide enough to carry the three- 
 letter abbreviations for the departments of the particu- 
 lar business and the ‘REC for the received on account 
 symbol. 
 
 Indicating Symbol — 
 
 Prints a large dot on the detail strip when the operat- 
 
 140 
 
CASH REGISTER SYSTEM DEMONSTRATION 
 
 ing lever is pulled forward and the machine is operat- 
 ed, making it impossible to operate the system without 
 the printing of the dot or other symbols. 
 
 Total Dials--- 
 
 Number wheels beneath glass covered slot at foot of 
 keyboard which register the amount of the total held 
 in the machine. 
 
 Dial Shutter-^ 
 
 Slide which covers the total dials concealing the total 
 figures from view. 
 
 Locks— 
 
 Total Key Lock — small lock between total and paid out 
 keys which prevents the total key from operating when 
 locked. 
 
 Dial Shutter Lock — to the right end of dial slot by opera- 
 tion of which the dial shutter is locked open or closed. 
 
 Detail Strip Housing Lock — small lock on right hand side 
 of housing which prevents housing from being re- 
 moved. 
 
 Cash Drawer Lock — lock at front right hand corner of reg- 
 istering and adding unit by which cash drawer is lock- 
 ed against operation when lever is pulled. 
 
 Cash Drawer Switch — 
 
 Slide switch directly back of cash drawer lock by which 
 operation of cash drawer can be stopped at time desired 
 for use of system in adding or listing capacity. 
 
 Autographic Attachment — 
 
 Metal plate back of detail strip providing means of 
 entering any data desired by pencil, etc., during course 
 of business day or while calculating, etc. 
 
 Audit Slip Holders — 
 
 Metal hooks hanging from the lower edge of auto- 
 graph attachment plate, one on either side of the detail 
 strip, by use of which salesslips, checks, invoices, etc., 
 can be held in place while total or amount item is print- 
 ed. 
 
 Amount of Purchase Pads — 
 
 Pads of slips partly carbonized and printed with name 
 of business to be used in giving customer record of 
 amount of items purchased. 
 
 Parts — minimized — 
 
 Solid type bars and other mechanical perfections make 
 possible operation of McCaskey with approximately 
 1000 less parts than other standard keyboard adding 
 units. 
 
 Ribbon— 
 
 Automatically reverses itself without attention, two 
 color for registering items in purple, paid outs in red. 
 
 Key Tops— 
 
 Durable typewriter keytops instead of less satisfac- 
 tory celluloid buttons, etc. 
 
 141 
 
McCASKEY SALESMANSHIP 
 
 SERVICE ADVANTAGES AS A CASH REGISTER— 
 AS AN ADDING MACHINE 
 Perhaps nothing is more striking in its impression on a 
 prospect who is wavering, following a demonstration, than a 
 clear cut, crisp summary of the advantages to be derived from 
 the product in question. In realization of this fact, the several 
 service advantages of the cash register section of the McCas- 
 key System have been enumerated below, and following that 
 the adding machine services. 
 
 As a cash register, the McCaskey Cash Register System: 
 Registers cash sales — 
 
 Registers charge sales — 
 
 Registers paid out items in red — 
 
 Registers received on account amounts — 
 
 Shows by indicating symbol when register has been oper- 
 ated — 
 
 Registers sales or transactions by the department from 
 which they are made — 
 
 Registers sales or transactions by the clerks making them — 
 Registers these amounts with almost unlimited capacity, 
 from $9,999.99 to $99,999.99 according to the style used — 
 Gives a total of the day’s receipts in the total dials at any 
 time during the day and at the close of the business 
 day — 
 
 Gives privacy and lock protection to the records on the 
 detail strip — 
 
 Gives privacy and lock protection to the totals in the 
 dials — 
 
 Protects the total key by lock — 
 
 Protects the cash drawer by lock — 
 
 Announces operation of the cash drawer by bell — 
 
 Permits entry by way of autographic attachment of any 
 special information desired on any transactions taking 
 place — 
 
 As an adding and listing machine, the system: 
 
 Adds — 
 
 Subtracts 
 Multiplies — 
 
 Lists — 
 
 Provides a purple ‘T’ as a clear signal — 
 
 Provides purple totals on the detail strip — 
 
 Totals and checks cash drawer money — 
 
 Totals and checks department sales — 
 
 Totals and checks clerk sales — 
 
 Totals and checks controlling accounts — 
 
 Totals and checks any and all other records desired — 
 Provides check protection — 
 
 Audits salesslips — 
 
 Audits invoices — 
 
 Calculates estimates — 
 
 Lists stock items for inventory — 
 
 Performs these functions with the greatest possible speed 
 and accuracy — why? 
 
 1 — Corrections are made in any individual column with- 
 out disturbing figures in other colums — eliminating 
 unnecessary repetition. 
 
 2 — Ciphers^ are printed automatically — eliminating at 
 least thirty percent of the work of operating the key 
 board (ciphers represent approximately thirty per- 
 cent of all the figures used.) 
 
 142 
 
DAILY RECORD SHEET A.ND BUSINESS RECORDER 
 
 3 — Two, three and even four keys can be pressed at 
 the same time where combinations occur permitting 
 such operations (555, 667, 234, etc). 
 
 Maintains three-fold visibility from any position in which 
 the system can be reasonably operated — 
 
 1 — The detail strip is visible and the amount printed 
 can be checked at once it registers. 
 
 2 — The keyboard is visible and the amount set up can 
 be checked before the lever is operated. 
 
 3 — The total dials are visible and the totals can be 
 taken off instantly. 
 
 THE, DAILY RECORD SHEET AND BUSINESS 
 RECORDER DEMONSTRATION 
 
 *‘To operate this business or any business, for that matter, 
 so that it will bring you the real profit that the business is 
 capable of bringing, you ought to have before you every day of 
 the year, in some sort of usable fashion, the figures which rep- 
 resent just what is happening in the business. You ought to 
 know each day how you stand financially — know what your 
 cash condition is, your bank condition, your outstanding ac- 
 counts receivable, your accounts payable to others, etc. You 
 ought to know what the business is costing you — what your 
 expenses are from day to day and month to month, whether 
 your merchandise is marked to cover such expenses and yet in- 
 clude a per cent of net profit which you have a right to expect 
 to make your investment of time and money profitable. You 
 ought to know what the divisions of your business are doing 
 for you, losing money or making it. 
 
 “In this day every business ought to be departmentized in 
 some respect, so that you who run the business can put your 
 fingers on the strong departments and make them count more 
 and more heavily towards profits, and put your fingers on 
 the weaker points and correct existing evils or do away all 
 together with departments being operated at a loss and drain- 
 ing the profits being made elsewhere. You ought to know 
 what your help means to you. Figures are available today 
 which will tell you what a clerk should sell in your line of 
 business to be worth the salary paid. Maybe you could make 
 more money if you paid some clerks more; perhaps others are 
 being paid too much. If you have not the means of knowing 
 these things in your business, you need the system which will 
 give you that information at small cost, but with telling effect. 
 
 “Other businesses fail by the hundreds and thousands ev- 
 ery year because of incompetency. That means that the fel- 
 lows who run the business do not know enough about it to 
 protect themselves from losses. Competition in such a busi- 
 ness as yours is so almighty keen today that you know and I 
 know that there is no money to be made except a fellow is 
 posted to the minute, on his toes to take advantage of favor- 
 able breaks and on his toes to protect himself against unfav- 
 orable breaks. 
 
 “That is the problem which the McCaskey System (credit 
 or cash or complete) has solved for hundreds of thousands of 
 others. It is in position to do the same for you. You prob- 
 ably know what your total sales come to each day. Do you 
 know what part of them were cash sales and what part were 
 credit? Do you know how much money you have outstanding 
 
 143 
 
McCASKEY SALESMANSHIP 
 
 on credit accounts ? Do you know that the departments from 
 which your sales were made are paying you profit or losing 
 you money? Do you know how much money you have in the 
 bank today? How much you owe others? How much it is 
 costing you every day or every month to operate this business? 
 How your expenses are divided and whether or not some of 
 them are top heavy and unfavorably proportioned to help you 
 make the money you can make here? These are but a few of 
 the questions you should be able to answer by records at hand 
 every day. The answers to these questions are existant facts 
 concerning this particular business that you can and should 
 have to help the business grow, pay you profit and make your 
 time here worth while. 
 
 “These are questions which the McCaskey Daily Record 
 Sheet and the McCaskey Business Recorder will answer for 
 you every day of the world. And they are but a few of the 
 questions these McCaskey System features are prepared to 
 answer. The McCaskey goes through with you from the time 
 of the original transaction to the completed record. I am safe 
 in saying that you have never known a means of getting into 
 black and white so much important information with such 
 little effort. The McCaskey makes it easy for you to know 
 these things you want to know if you want to make your busi- 
 ness develop according to its possibilities. 
 
 The Daily Record Sheet 
 
 “Glance for a minute at this McCaskey Daily Record Sheet 
 Pad. As these simple directions for its use state, it ‘is a con- 
 venient form on which to record cash, checks, invoices, etc., 
 daily.’ 
 
 “With the McCaskey system through which to handle your 
 sales on account and the McCaskey cash register by which to 
 record your sales and other transactions throughout the day, 
 this Daily Record Sheet makes it possible for you to maintain 
 all other necessary records, and makes it an easy matter to 
 place your permanent record totals in this McCaskey Business 
 Recorder for a lasting, daily, monthly and yearly record of all 
 important facts and figures which report the operation of the 
 business. 
 
 “The first thing you will notice here is the Cash Record. 
 On the lines of this section each day you make a record of all 
 incoming cash or all outgoing cash except that having to do 
 with your sales. All cash received or paid out together with 
 the clerk number, the register number and the name of the 
 person from whom the cash was received or to whom it was 
 paid. In this account column you place the name of the ex- 
 pense account or other account which will be effected by cash 
 receipts other than the cash received on account, and by pay- 
 ments made from the cash drawer on expenses, or for other 
 reasons than for expense or for merchandise, because an en- 
 tire column is given to that paid out for merchandise. In fact, 
 whenever anything is paid out in cash from the cash drawer 
 record is made here, and whenever any cash is received aside 
 from that received on sales, entry is made here. Thus the sheet 
 makes possible an absolutely complete record of every cash 
 transaction taking place. At the foot of the section a summary 
 is made each day of all cash received and in this^ instance the 
 total of sales is brought over from the cash register and the 
 totals of the columns above set down and added to give the 
 total cash receipts for the day. 
 
 144 
 
DAILY RECORD SHEET AND BUSINESS RECORDER 
 
 “Here is a place also for the cash sales total and the credit 
 sales total so that on the same form you have a complete suni- 
 mary of sales as taken from your McCaskey cash and credit 
 registers. To complete the story we give a place here for the 
 summary of cash paid out during the day. It may have been 
 paid out for stock, or for expense, or for some other reason, 
 such as for property acquired, fixtures, etc., or the money 
 might have been withdrawn for deposit. All of these items are 
 gathered and totaled to let you know each day how much cash 
 was paid out. 
 
 “Right along side here is one of those answers to ques- 
 tions I told you the McCaskey would give. Here is a balance 
 of your cash right up-to-the-minute every night. Space is pro- 
 vided to list the cash you had at hand at the beginning of the 
 day, and to add the total cash received for the total figure of 
 cash. Next the total of cash paid out during the day is de- 
 ducted so that you have every day your total of cash on hand. 
 The manner in which you have obtained it is a check on your 
 records for the day. The cash drawer should come out right 
 if your records are properly entered. 
 
 “Let us turn the sheet over for a moment so that you can 
 see the very clear way in which the McCaskey System provides 
 for a full entry of all invoices, checks, credit memorandums, 
 etc. In this section headed Invoices Received, you will list 
 every invoice that is to be paid by check. Space is provided 
 for the date of the invoice, the name of the company or indi- 
 vidual sending it and the amount of the invoice. Again there 
 is an account column in which to note which expense account 
 or what other account the invoice may properly be related to 
 other than the merchandise account. Each invoice amount is 
 entered in this column headed ‘Total of Each Invoice.^ Also 
 each invoice amount is entered in one of these other three col- 
 umns so that your merchandise purchases, your expenses and 
 your other expenditures are kept separate and ready to be 
 quickly and easily totalled at the end of the day. Here you 
 answer again important questions which are necessary to the 
 intelligent management of your business. 
 
 “You no doubt receive credit memorandums from time to 
 time; the Daily Record Sheet gives space for making entry of 
 them and reminds you to credit the proper accounts that your 
 records be kept accurate and in balance. 
 
 “Nothing comes closer to the heart of your business than 
 your records of checks issued; when such expenditures are 
 controlled and you are in position to know at all times what 
 such payments cover in the way of merchandise costs, ex- 
 penses, etc., you can work intelligently toward cutting costs, 
 etc., but if you do not know these details, you merely guess as 
 to the condition of your business. The Daily Record Sheet 
 divides the record of checks issued into two divisions, one 
 where record is made of checks issued in payment of invoices 
 which have been entered previously, the other to record checks 
 issued when no invoice has been entered. 
 
 “In the first case, the sheet provides for entry of the num- 
 ber of the check, the amount of the invoice being paid, the 
 amount of the check, the cash discount taken, the deducation 
 for merchandise returned, if any, and any other deductions 
 made and the account favored by such deductions ; in the oth- 
 er case, the number of the check, the amount of the check and 
 the account affected by the payment. Plenty of room is pro- 
 
 145 
 
McCASKEY SALESMANSHIP 
 
 vided for all checks issued in a single day. The totals of these 
 columns tell you each day the amount of the invoices paid, 
 the total amount of checks issued, the amount of discount 
 earned, the amount of deductions taken, and the expense ac- 
 counts and other accounts to which all payments belong. 
 
 “Now then, with the information gained from these sever- 
 al sources, you have made out for yourself each day a report 
 as comprehensive and vital as the executives of any great and 
 profitable business require placed before them for daily study, 
 and as a guide to their activities toward building up the busi- 
 ness. 
 
 “We turn back now to this section of the sheet headed 
 ‘Daily Balances.’ You will remember that we obtained up here 
 a daily balance of the cash on hand. That is but one import- 
 ant item in the control of a business. Consequently we pro- 
 vide through this sheet space to keep a record of the daily 
 balance in the bank, of the daily balance of accounts receiv- 
 able, the money owed you by customers, and the daily balance 
 of accounts payable or the money you owe your creditors. To 
 carry you a step further in providing information on which to 
 determine the course of the business you will notice we have 
 also included space for the up-to-the-minute report on cash 
 sales to date, on credit sales to date and on your purchases of 
 merchandise to date, from the beginning of the month, the 
 year, or any other seasonal landmark you wish to figure from. 
 All the information carried here has been obtained as the sim- 
 ple result of the entries made throughout the day and the to- 
 taling of the columns, together with the consistent carrying 
 forward of balances from the day before. Did you ever realize 
 that you could know so much about your business with so little 
 effort? McCaskey users tell us they wish they had had the 
 McCaskey long ago, they know they would have made more 
 money. They appreciate tremendously its value to them to- 
 day. 
 
 The Business Recorder 
 
 “But the Daily Record Sheet cannot do everything for you. 
 It presents for your consideration the business as it stands to- 
 day. It blends with the McCaskey Business Recorder to 
 grant you a comparison with the standing of the business for 
 last month, the month before, the same month a year ago, etc. 
 
 “Since we have been considering the original entries on the 
 financial or controlling end of the business, we will turn to 
 the Controlling Section of the Business Recorder. In it you 
 keep the accounts which tell you from day to day and month 
 to month just what the business is doing. The figures entered 
 to these accounts are taken from the Daily Record Sheet 
 each day. In fact these notations at the foot of the several 
 sections of the Daily Record Sheet are the instructions which 
 make it easy for you to accurately and fully make all Business 
 Recorder entries so that you can take a daily trial balance if 
 you desire. 
 
 The Controlling Accounts 
 
 “In the very front of the Business Recorder is a page of 
 instructions You will notice that we have included here the 
 several accounts which are practically essential to any busi- 
 ness. You are at liberty, however, to add to or cut down the 
 number of Controlling Accounts suggested as you desire. 
 
 “From the McCaskey Daily Recorder Sheet you carry the 
 totals into the Business Recorder, into the Controlling Sec- 
 
 146 
 
DAILY RECORD SHEET AND BUSINESS RECORDER 
 
 tion. It is in this section that you carry your permanent rec- 
 ords of the financial condition of the business. Take the first 
 account shown here in my sample installation, the Cash Ac- 
 count. The first column is the ‘Cash Received' column and in 
 it you enter the total of ‘Cash Receipts' as obtained from the 
 front side of the Daily Record Sheet under Cash Record. In 
 the next column of the Business Recorder you enter the 
 amount of ‘Cash Paid Out,' this is simply the cash paid out 
 total taken from the same Cash Record. In that way you con- 
 trol your entire business by keeping the cash account, bank 
 account, accounts receivable account, merchandise account, ac- 
 counts payable account, net worth, sales and discount acounts, 
 and as many divisions of an expense account as you wish. 
 
 “Let's take a moment to be sure we understand each other 
 on the importance of these several accounts. Money in the 
 form of profits stands as the leading reason for your business 
 activity. A careful plan of keeping informed as to where you 
 stand in the way of money available for financing the busi- 
 ness is important. This Daily Record Sheet and Business 
 Recorder complete such a plan. By keeping this daily record of 
 cash received and cash paid out, you are in position to know 
 at all times what cash you can command. 
 
 “Working hand in hand with the cash account is the bank 
 account. In it you keep a record of the money you put in the 
 bank, and of the money you check out; you are continually in- 
 formed as to your cash assets available. 
 
 “The accounts receivable account is simply a record of 
 your sales to customers given the credit buying privilege, and 
 your record of payments made to you on their accounts. You 
 are enabled to keep track of sales and collections through this 
 account. When the totals at the end of the month show the 
 collections in proportion to sales to be above the average, you 
 know that your accounts are in a favorable condition, that col- 
 lections are good. You are able to see at once when collec- 
 tions fall short and you are warned to take the proper steps 
 to keep credit buying and payments under control You cannot 
 be badly scorched by poor credit customers under such a daily 
 study of your true credit account condition. 
 
 “A comparative record showing the amount of purchases 
 against the year before, etc., is permitted by the merchandise 
 account. Also the relationship of purchases to sales contin- 
 ually gives you important information on which to operate 
 your business. The merchandise total from a given date should 
 not pile up faster than the sales total or you will find your- 
 self carrying a greater investment in merchandise than is nec- 
 essary or profitable. Consistent study of this account develops 
 wisdom in buying. 
 
 “The money you owe your creditors is controlled by the 
 accounts payable account. By it you keep record of just what 
 you owe according to invoices received; and just what you 
 have paid according to checks issued on invoices. 
 
 “By keeping a sales account you have a record of the main 
 source of business income. It is through sales that you watch 
 your business develop. By watching this account you can see 
 any forward or backward trend. Your comparative record of 
 sales from month to month, season to season, etc., becomes a 
 
 147 
 
McCASKEY SALESMANSHIP 
 
 barometer by which you guide yourself in framing the business 
 policy. 
 
 “The interest and discount earned by the business is evi- 
 dence of good management. It is carried in a separate ac- 
 count and is another source of income. 
 
 “Here in the very back of the book is another controlling 
 account, the List of Property. All purchases or sales of prop* 
 erty, fixtures, etc., are listed here, giving in one place a fully 
 desirable record of what the business owns. 
 
 “There is also a net worth account which tells you from 
 month to month just what the business is worth to you. 
 This total increases or falls off according to the profit or loss 
 resulting from the month's activity; or according to withdraw- 
 als from or additions to the capital invested. 
 
 “The expense account, generally broken down into a num- 
 ber of separate expense accounts can be handled in any way 
 your particular business requires. Here we have suggested 
 eight divisions, light, heat and power, salaries and wages, store 
 supplies, office expense, advertising, delivery expense, insur- 
 ance and taxes, and general expense. Every business can be 
 taken care of in a different way; the McCaskey Business Re- 
 corder is so arranged to permit of broad detail or a very mini- 
 mum of expense detail as you desire. You will notice that 
 there are twelve columns on each of these pages. The flexi- 
 bility which characterizes the book has won strong favor with 
 McCaskey System users everywhere. 
 
 “Thus you see readily enough that the McCaskey Daily 
 Record Sheet and the Controlling Section of the McCaskey 
 Business Recorder are in position to work closely with you 
 and keep you informed as to where your income is coming 
 from, what your expenditures are for, and just what each dol- 
 lar does for you in this business. 
 
 The Sales Distribution Section 
 
 “While the Controlling Section is telling you what the 
 business is doing, the Sales Distribution Section provides 
 statistics, easily obtained and entered, which tell you why the 
 condition of the business is as it is — good or bad, etc. Here 
 we provide a place for you to keep close track of sales by de- 
 partments each day, each month and each year; the same record 
 is available through this section for sales by clerks. 
 
 Department Sales Records 
 
 “The Chamber of Commerce of the United States, by ex- 
 perience gained in many investigations of such businesses as 
 yours, has stated that all information relating to a business 
 has value to its owner; that a store must be departmentalized 
 if the owner is to know how much money he is receiving for 
 different kinds of merchandise. More and more merchants 
 are recognizing that success in business is due in part to such 
 a plan. They appreciate the fact that it is this method of de- 
 partmentization that puts the big department store over. They 
 have found out as you will that each department of a business 
 should be run as a business within itself, if you would protect 
 the earnings of profitable departments from being eaten up by 
 the losses of departments which are unprofitable yet unknown 
 to be so as far as you are concerned. The McCaskey System 
 makes it easy for you to obtain and use this information. The 
 detail strip of the McCaskey cash register supplies the origin- 
 
 148 
 
DAILY RECORD SHEET AND BUSINESS RECORDER 
 
 al information — the Sales Distribution Section of the Business 
 Recorder holds it for your permanent use. 
 
 Clerk Sales Records 
 
 ‘^Clerks in your store are either making you money or los- 
 ing you money. They may be paid too much or too little for 
 the kind of business you are doing and the manner in which 
 they are aiding you to develop it. Here again studies have 
 been made. Merchants find that they have so much to pay for 
 fixed expenses, so much to devote to other business building 
 methods, and that they can afford to pay but a certain percent 
 of their total sales for salaries and wages. What an individual 
 sales person earns is based most fairly on what that person 
 sells. The McCaskey System provides you with information 
 on which to judge what such salaries or wages should be, and 
 gives space here in the Sales Distribution Section to keep your 
 daily, monthly and yearly record of the business done by each 
 of your clerks. Attention to this problem is another step in 
 the direction of eliminating carelessness and losses, and re- 
 warding yourself and your associates for ambition and loyalty 
 with profits. 
 
 The Statement of Earnings 
 
 “Now I am going to show you the thing that every man in 
 business is 100% interested in knowing — how to know your 
 profit with the minimum amount of work. Through the instruc- 
 tion sheet in the fore part of this Business Recorder, and again 
 through the use of the McCaskey System Supplement, this 
 booklet which accompanies every Business Recorder, you are 
 shown the ready way in which to take a McCaskey trial bal- 
 ance. This is simply a listing of the account totals in the Con- 
 trolling Section in a manner which proves the accuracy of the 
 entries for the month. When this is done and your balance is 
 properly obtained you make up what we have called your 
 Statement of Earnings. 
 
 “This statement is but the listing of all your income totals 
 and all totals of cost and expense for the purpose of gaining a 
 profit and loss figure. The Federal Income Tax Return can 
 be completed in a few moments at the end of the year due to 
 the complete manner in which the monthly figures are set 
 down in the Business Recorder from month to month. Revenue 
 men have frequently approved highly the McCaskey method of 
 providing this necessary information. The government de- 
 mands that you have it — the McCaskey makes it a matter of 
 moments each year by aiding you to consistent month-to-month 
 figures. 
 
 The Total Record 
 
 “Finally, through the Business Recorder, we do you one 
 more good turn — we make easy the handling of the monthly 
 total record statement. Here are listed your assets and your 
 liabilities as of the end of each month. The figures are taken 
 from your Controlling Section, the matter of few moments. 
 
 Summary of Business Recorder 
 
 “The information contained in this book has many out- 
 standing advantages for you. It will tell you the things that 
 will help you to make more money and protect your business 
 against costly losses It will give you the information your 
 banker will want any time you present a request for a loan. 
 Many a banker has studied the McCaskey Business Recorder, 
 recognized the efficient control of the business established as 
 the result of such complete information and complimented the 
 merchant on such effective methods. Businesses have been in- 
 
 149 
 
McCASKEY SALESMANSHIP 
 
 corporated with understanding and dispatch by virtue of Mc- 
 Caskey Business Recorder records; businesses have been sold 
 to advantage, a mutual one, where the McCaskey Business Re- 
 corder has given clear evidence of business volume done in 
 the past, the status of the outstanding accounts, the up-to-the- 
 minute merchandise records, accounts payable records, etc. 
 
 CAN YOU ANSWER THESE QUESTIONS 
 EFFECTIVELY 
 
 McCASKEY SALESMANSHIP 
 
 1 — What part does enthusiasm play in selling? 
 
 2 — With what class product does the company pro- 
 
 vide you? 
 
 3 — What does the company expect of a McCaskey 
 
 salesman ? 
 
 4 — Is selling success to be considered a matter of 
 
 territory? 
 
 5 — How can 3^ou build a business in your territory? 
 
 6 — What advantages result from properly made sales? 
 
 7 — Is a door to door canvas a good method to use? 
 
 8 — What constitutes an ideal system of accounts? 
 
 9 — Why is the McCaskey System an ideal system? 
 
 10 — What is the ideal book of original entry? Why? 
 
 11 — What is the ideal account? Why? 
 
 12 — What is the ideal statement? Why? 
 
 13 — Of what does the McCaskey group of system prod- 
 ucts consist? 
 
 1^1 — Name the three elements making up the McCaskey 
 Complete System. 
 
 15 — What should you know before you approach a 
 prospect? How can you learn these things? 
 
 16 — Name twelve facts you should learn in order to 
 talk system to a prospect so as to cover practically 
 his particular business. 
 
 17 — Name several points that gain favor in interview- 
 ing prospects. 
 
 18 — In what way is self-questioning of value to a sales- 
 man? 
 
 19 — List 12 to 15 questions which a McCaskey sales- 
 man should ask himself as a check against his 
 methods of procedure. 
 
 20— 'What are the four fundamentals to be obtained 
 from a prospect in making a successful approach 
 and demonstration? 
 
 21 — How can you obtain them? 
 
 22 — What is the central purpose in an interview? 
 
 23 — What should be your reaction to trivial questions, 
 objections, etc.? 
 
 24 — What time is most opportune for selling? 
 
 25 — Name 12 to 15 reasons why a salesman may fail. 
 
 26 — What must be determined before you demonstrate? 
 
 27 — What system should you demonstrate to a hard- 
 ware dealer? To a drug store proprietor, etc? 
 
 150 
 
McCASKEY SALESMANSHIP 
 
 THE CREDIT SYSTEM DEMONSTRATION 
 
 1 — What leading points of McCaskey System value 
 should be emphasized in the approach to the dem- 
 onstration ? 
 
 2 — What style of salesbooks should be used in intro- 
 ducing the demonstration? From what line of 
 business ? 
 
 3 — How do you make a charge on account by McCas- 
 key System? 
 
 4 — How do you complete the sale? 
 
 5 — By what steps do you locate an account in a Mc- 
 Caskey Register? 
 
 6 — How should the sales slips be disposed of follow- 
 ing a sale? 
 
 7 — What is the function of the audit clip springs? 
 
 8 — Name the possible uses to which the duplicate 
 copy from a triplicate set of sales slips can be put 
 to advantage. 
 
 9 — In what way does the McCaskey System provide 
 for the handling of the customer’s copy of the 
 sales slip in the home? 
 
 10 — How are corrections caught by the McCaskey? 
 How handled? 
 
 11 — How is a partial payment on account handled? 
 How a payment in full? 
 
 12 — What disposition is made of the slips in the reg- 
 ister compartment when accounts are paid? 
 
 13 — How does the McCaskey solve the miscellaneous 
 account problem? 
 
 14 — How does the McCaskey handle the C. O. D. sit- 
 uation? 
 
 15 — What is the McCaskey Credit Limit plan? 
 
 16 — How does the McCaskey aid a merchant to col- 
 lect a promised payment on account? 
 
 17 — In what way does the McCaskey replace book- 
 keeping on accounts? 
 
 18 — How does the McCaske}'- prevent forgotten charg- 
 es ? 
 
 19 — How are collections improved by McCaskey Sys- 
 tem? 
 
 20 — Why do McCaskey using merchants find them- 
 selves rid of disputes over account standings? 
 
 21 — In what way is the McCaskey a protection against 
 the ‘dead beat’? 
 
 22 — Give the steps in the McCaskey Credit System 
 demonstration. 
 
 23 — Name six articles of a supply nature which are of 
 value in the operation of McCaskey System. 
 
 24 — What is the value of a future order slip holder? 
 How is it used? 
 
 25 — Explain the use of the balance record envelope; 
 the route card; the prescription card. 
 
 151 
 
McCASKBY SALESMANSHIP 
 
 THE CASH REGISTER SYSTEM 
 DEMONSTRATION 
 
 1 — What are the leading points to be brought out in 
 the approach to your cash register system demon- 
 stration? 
 
 2 — Name six facts of information required for intel- 
 ligent management of business each day. 
 
 3 — What kind of a record does the McCaskey cash 
 register system detail strip provide? 
 
 4 — In what way does the McCaskey make it easy to 
 have a record of department sales? Of clerk sales? 
 
 5 — Register a sale ! What three things happen as the 
 lever is operated? 
 
 6 — What four things are registered on the detail strip 
 each time a sale is registered? 
 
 7 — In what way does the registration of a charge sale 
 differ from a cash sale? A paid out registration? 
 A received on account registration? 
 
 8 — Describe the indication symbol; its value; the 
 bell and its operation; the reverse lock on the de- 
 tail strip; the double spacer. 
 
 9 — How many locks control the McCaskey cash reg- 
 ister system operation and records? Name the 
 function and value of each. 
 
 10 — How can a merchant check up on business, while 
 away from the store, by McCaskey System? 
 
 11 — How does the McCaskey serve as an adding ma- 
 chine ? 
 
 12 — Name several ways in which its service is of real 
 importance at the end of the business day. 
 
 13 — What is the true value of department records as 
 provided by the McCaskey? 
 
 l^j — What are the several divisions included in the 
 McCaskey cash register system? What is the 
 function of each? 
 
 15 — What styles of McCaskey keyboards are available? 
 What styles of cash drawer? 
 
 16 — Name 12 functions of the McCaskey as a cash 
 register. 
 
 17 — Name 12 functions of the McCaskey as an adding 
 machine. 
 
 THE DAILY RECORD SHEET AND BUSINESS 
 RECORDER DEMONSTRATION 
 
 1 — What business totals, governing the condition of 
 the business, ought a merchant to have before 
 him every day? 
 
 2 — What general statistical information is necessary 
 to intelligent business management? 
 
 3 — What is incompetency? How does it figure in 
 bringing about a business failure? 
 
 4 — What are some of the vital business questions the 
 McCaskey Daily Record Sheet and the McCaskey 
 Business Recorder answer every day? 
 
 152 
 
McCASKEY SALESMANSHIP 
 
 5 — What records are kept on the Daily Record 
 Sheet ? 
 
 6 — What items are included in the Cash Record? 
 
 7 — What is the value of the column headed ‘Account’? 
 
 8 — The totals of what columns are added to show 
 cash receipts for the day? 
 
 9 — What daily balances are provided on the Daily Re- 
 cord Sheet? What is the value of each? 
 
 10 — What invoices are to be recorded under “In- 
 voices Received”? 
 
 11 — What columns are carried under this heading? 
 What is the significance of each? 
 
 12 — How are the credit memorandums entered? 
 
 13 — How is the Daily Record Sheet divided to handle 
 check records ? 
 
 lA — What are the column headings required and what 
 is the significance of each? 
 
 15 — What is the function of the McCaskey Business 
 Recorder? 
 
 16 — From what source are Business Recorder Con- 
 trolling Section entries taken? 
 
 17 — Name the Controlling Accounts fundamental to 
 any business, as named in the Business Recorder. 
 
 18 — How does the McCaskey System make it easy to 
 make Controlling Account entries? 
 
 19 — What is the value of the Cash Account? Bank 
 Account? Accounts Receivable Account? Merchan- 
 dise Account? Accounts Payable Account? Sales 
 Account? Interest and Discount Account? Prop- 
 erty Account? Net Worth Account? Expense Ac- 
 count ? 
 
 20 — What information does the Sales Distribution 
 Section provide? 
 
 21 — Why does experience emphasize the need for de- 
 partmentization ? 
 
 22 — From what source are Sales Distribution Section 
 records obtained for department records? For 
 clerk records? 
 
 23 — State the value of clerk sales records. 
 
 24 — Does the McCaske 3 ^ aid a man to keep posted on 
 profit and loss? 
 
 25 — What significant value has the McCaskey State- 
 ment of Earnings from the standpoint of the In- 
 come Tax? 
 
 26 — Of what does the Total Record consist? 
 
 27 — What are some general advantages of McCaskey 
 Business Recorder information? 
 
 153 
 

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McCASKEY FIRE PROTECTION 
 
 Chapter IV 
 
 Fire Protection by McCaskey System 
 
 AMERICA— ALWAYS ON FIRE 
 
 There are spots on the face of the earth which grapple at 
 times with flood and storm; there are spots which contend 
 with hurricane and cyclone; there are spots which shudder 
 through earthquakes, tidal waves or volcanic eruptions; yet 
 these unwonted disasters strike rarely in the same location, 
 and, if at all, at intervals of many years. While America, sup- 
 porting one of the most advanced civilizations of the earth, 
 plays host annually to a scourge by fire that wreaks its dam- 
 ages to the extent of hundreds of millions of dollars in prop- 
 erty loss between each January 1st and the end of each De- 
 cember. America is always on fire! 
 
 1926 completed the fifth straight year in which fire loss 
 in the United States totaled more than half a billion dollars. 
 In the five years from 1912 through 1916 the fire loss was 
 heavy enough, $1,050,000,000; yet in the next five years (1917 
 through 1921) it almost doubled reaching to $1,900,000,000; and 
 in the next five years (1922 through 1926) this monumentally 
 tragic v/aste increased almost 50% and showed a criminally 
 staggering total of more than $2,700,000,000. More than half of 
 this half a billion dollars loss each year is said by experts, 
 who have thoroughly investigated the fires making up this un- 
 holy total, to be traceable to preventable sources. Thus Amer- 
 ica has suffered and is suffering today from rampant careless- 
 ness. 
 
 There is, then, a continuous threat of fire dangling over 
 the heads of the merchants in whose interests this company is 
 operating to provide record protection. Also — that threat is 
 growing more and more ominous. It is important that every 
 merchant see the danger of fire, that he be made to recognize 
 the true value of the records which he can protect only by 
 means of genuine protection against fire, and that he be made 
 to realize the lengths to which the McCaskey Register Com- 
 pany has gone to give him the desired protection. In short — 
 these are the three steps which you, as McCaskey salesman, 
 must take to prepare your prospect to sign a contract for a 
 McCaskey System rendering fire protection. 
 
 The information valuable to you in definitely taking the 
 three steps follow in this order: 
 
 1 — Data available toward making the merchant see the 
 
 danger of fire — 
 
 2 — Data available toward making the merchant recog- 
 
 nize the value of the records he cannot protect by 
 insurance or other means save actual protection 
 against fire — 
 
 3 — Data available toward making the merchant under- 
 
 stand that McCaskey products designed to give 
 fire protection give the protection desired — 
 
 201 
 
McCASKEY FIRE PROTECTION 
 
 These are the three steps which, in the experience of safe 
 and fire protection men who have been most successful, lead 
 most logically and most forcibly toward closing contracts for 
 McCaskey Systems granting fire protection to accounts and 
 other vital business records. 
 
 I— THE DANGER OF FIRE 
 
 The introductory paragraphs of this division, above, rep- 
 resent in a large, specific and crushing way the true story of 
 the development of loss by fire in this country. However, in 
 order to make the merchant who has never tasted the harsher 
 punishments of the fire which ravages business, it is neces- 
 sary to break down this half a billion dollar a year total, show 
 him that it reaches everywhere and is no respecter of person or 
 place, and if possible, bring to his nostrils in a dramatic way 
 the insufferable smell of smoke and conflagration. 
 
 Fire loss in the United States, we repeat, reaches a total 
 of $500,000,000 and more in a single year. 
 
 Thousands of buildings, equal to whole towns of from 
 10,000 to 15,000 population are destroyed every day. 
 
 There are between 500,000 and 600,000 fires each year in 
 this country. We have a fire every minute! 
 
 Fire costs the country more than $1500 a minute. 
 
 It is probable that the fellow who hears these statements, 
 3^et has not been himself a victim, will ask ‘‘What’s burning?’’ 
 Let “FIRE ENGINEERING,” an up-to-the-minute trade pub- 
 lication for the fire-fighting forces of the country, tell him in 
 their columns headed “What’s Burning.” This publication is 
 issued twice a month and each issue carries the list of reported 
 fires of $25,000 loss and over in the United States and Canada 
 for each week. 
 
 Actual lists of fires occuring early in 1917 will prove repre- 
 sentative. Following are lists for the week ending January 
 28, 1927 and the following week, ending February 4, 1927, taken 
 from FIRE ENGINEERING, issue of February 9, 1927. 
 
 Week Ending January 28 
 
 (The figures below represent loss in thousands of dollars) 
 
 EASTMAN, GA. — First Baptist Church destroyed 25 
 
 WIELIAMSTOWN, MASS.— St. Anthony Hall, Williams College 25 
 SAN FRANCISCO, CALIF. — Business bldgs. Van Ness Ave. .. 60 
 
 MASON CITY, lA.— Central Trust Bldg, destroyed 250 
 
 MEDINA, N. Y. — Garage of Beers Chevrolet Co 30 
 
 CORSICANA, TEX. — Penland Drug Store damaged 30 
 
 BIRMINGHAM, ALA. — Purity Ice Company damaged 25 
 
 MACHIAS, ME. — Business establishments damaged 175 
 
 LONDON, ONT. — People’s Loan & Savings Co. bldg 50 
 
 CHICAGO, ILL. — Hebard storage warehouse 80 
 
 CLIFTON, S. L, N. Y. — Freighter “Karroo” and cargo ..!... 675 
 
 GRATZ, PA. — High school bldg, destroyed 40 
 
 ROARING RIVER, N. C.— Plant of Roaring River Fum. Co. 210 
 
 CYRBNE GA. — Sawmill of Hodges & Battle 40 
 
 EAST JAFFREY, N. H. — Riverside Block damaged 25 
 
 HOOPESTON. ILL.— United Presbyterian Church 45 
 
 WELLSBURG, W. VA. — Tipple of Virginia & Kenutcky Coal 
 
 Co 25 
 
 HAMMONTON, PA.— Bank Bros. bldg, damaged 25 
 
 202 
 
McCASKEY FIRE PROTECTION 
 
 SIOUX CITY, lA. — Plant of Iowa Meat Company 25 
 
 SAVANNAH, GA.— Residence of Judge W. F. Cooper 25 
 
 JEFFERSON CITY, MO. — Bldg, of Missouri State Penitentiary 25 
 
 KNOXVILLE, TENN. — Spears Webster Apartments 50 
 
 DRAPER, Wise. — Fair Store destroyed 25 
 
 HAGERSTOWN, MD. — Wood Auto Service Bldg 30 
 
 PERU, IND. — Factory of Blazek & Company 80 
 
 PADUCAH, KY.— Building occupied by Mode Shop 25 
 
 WILMINGTON, DEL. — Plant of Fiber Tube & Ins. Co 70 
 
 JACKSONVILLE, FLA. — Warehouses of Peninsula Barrel Co. 200 
 
 HAMMOND, LA. — Standard Box & Veneer Plant 170 
 
 DENTON, TEX. — Business bldgs., owned by Mrs. S. M. Cun- 
 ningham 35 
 
 SPRINGFIELD, ILL.— Plant of Geo. B. Smith Co 25 
 
 NEW WILMINGTON, PA.— Main bldg, of Westminster Col- 
 lege - 225 
 
 SASKATOON, SASK. — Main Street business establishments .. 80 
 
 SCARBO, W. VA.— Garage of J. A. Wren 125 
 
 WHITE ROCK, B. C. — Post office and several stores 25 
 
 CHENEY, NEBR. — Business section damaged 25 
 
 MONTREAL, QUE. — Shops of Darling Brothers 65 
 
 LOGAN, W. VA. — Store of Nick Rooney damaged 25 
 
 YORK HARBOR, ME.— Store of W. L. Hawkes 40 
 
 CORNING, ARK. — Bldgs, occupied by Corning Motor Co 50 
 
 PARIS, IND. — Mayo Junior High School destroyed 125 
 
 PEARL BEACH, MICH. — Perry & Co. boat works 40 
 
 SPRINGFIELD, MO. — Shops of St. Louis-San Francisco R. R. 200 
 
 BUTTE, MONT. — Warehouse of Henningsen Co 25 
 
 SNOW HILL, N. C. — Exum & Co. warehouse 40 
 
 PASSAIC, N. J. — Property at 278 Monroe St 40 
 
 LYNDHURST, N. J. — Benson Bldg, and adj. property 80 
 
 NEWPORT BEACH, CALIF. — Plant of Orange Co. Refining Co 60 
 
 JACKSONVILLE, FLA. — Property of Southeastern Oil Co 75 
 
 LOYALTON, CALIF.— Mill of Clover Valley Lumber Co 125 
 
 QUEBEC, QUE. — Steamer St. Lawrence badly damaged 200 
 
 LAWRENCE, MASS. — Victoria Theatre damaged 80 
 
 MONTICELLO, N. Y. — Business bldg, owned by I. Cohen 80 
 
 PORT RICHARD, S. I., N. Y. — Tug boats of Staten Island 
 
 Shipping Co 80 
 
 FALL RIVER, MASS. — Empire Theatre damaged 80 
 
 AKRON, OHIO — Roseland Dance Hall, Riverview Park 70 
 
 MILWAUKEE, WISC. — Mitchell Bros. Store 60 
 
 LINCOLN, NEBR.— Richmond Candy Factory 70 
 
 CASTLE SHANNON, PA. — Several business establishments .... 50 
 
 CHICAGO, ILL. — Swisher Photo Studios 40 
 
 PIEDMONT, CALIF. — Claremont Country Club destroyed 400 
 
 ROCHESTER, N. Y.— Upton Cold Storage Plant 75 
 
 Week Ending February 4 
 
 ST. LOUIS. MO. — Temple building damaged 25 
 
 LEXINGTON,N.C.— Machinery, bldg. Lexington Chair Co.' ....... 35 
 
 STAMFORD, CONN. — Jones’ Drug Store damaged 60 
 
 MUNCIE, IND. — Garage of Shaffer Sales Company 25 
 
 LOWELL, MASS. — Three stores in Middlesex Street 40 
 
 JACKSONVILLE, FLA. — Property of Jacksonville Rosin Co. .. 25 
 
 CEDAR RAPIDS, lA. — Plant of Quaker Oats Co., damaged 170 
 
 WINCHENDON, MASS. — Plant of Wm. Brown & Son ...v.... 25 
 
 NASHUA, N. H. — Municipal workshop damaged 25 
 
 COLUMBIA, MISS. — Home of E. A. Wilks, Broad St 25 
 
 WALLINGFORD, PA. — ^Dwelling of J. W. Mercer 125 
 
 CLEVELAND, O. — National Fibre Co. plant 25 
 
 RICHMOND, VA. — Portion of F. K. Woodson’s candy plant 25 
 
 203 
 
McCASKEY FIRE PROTECTION 
 
 SIKESTON, MO. — Garage & warehouse, Stubbs Motor Co 25 
 
 ORLANDO, FLA. — Jumigan Packing House 40 
 
 SALT LAKE CITY, UTAH— Residences in So. Seventh St. E. 35 
 
 LEONARD, COLO. — ^Residences and stores destroyed 25 
 
 WOONSOCKET, R. I.— Harris building 80 
 
 BELLINGHAM, WASH.— Bldg, of Schuman Steel & Mch. Co 70 
 
 SPRINGFIELD, ILL.— Plant of Geo. B. Smith Chemical Works 175 
 
 ST. MALO, QUE. — Verdon Candy Factory destroyed 25 
 
 WHEELING, W. VA.— J. C. Moore Bldg, destroyed 80 
 
 TORRENT, KY.— El Park Hotel & L. & N. R. R. station 50 
 
 LAKE BOON, MASS. — Several cottages destroyed 30 
 
 CHICAGO, ILL. — Building at 3301 W. Adams St 40 
 
 WHEELING, W. VA. — Lyric Theatre damaged 100 
 
 SCRANTON, PA. — Clarke Bros. Department Store 400 
 
 ROCK HILL, S. C. — Several business buildings destroyed 95 
 
 NEW BRITAIN, CONN.— Convent of St. Mary’s R. C. Church 25 
 FORT COLLINS, COLO.— Colorado Agricultural College Bldg. 170 
 
 BREWER, ME. — Buildings of Smith’s Planing Mill 75 
 
 CATOOSA, OKLA. — Oil cars — ^Frisco Railroad 80 
 
 LONDON, ONT. — Crystal Palace, Western Fair Grounds 50 
 
 LYNN, MASS. — Apartment, 4 Brightwood Terrace 25 
 
 RICHMOND, VA. — Allison Building damaged 25 
 
 TAMPA, FLA. — ^Warehouses of Simmons Bed Company 65 
 
 NORMAN PARK, GA. — Boys’ dormitory, Norman Institute 30 
 
 CHICAGO, ILL. — Home of Roland Hastings, 220 Dale Ave 80 
 
 CHARLOTTE HALL MD.— Bldg. Charlotte Hall Military Acad. 40 
 
 MORRISTOVUsT, N. J.— Residence of Mrs. H. Coghill 35 
 
 SYRACUSE, N. Y. — Plant of Syracuse Plating Co. damaged 80 
 
 CHICAGO, ILL. — Illinois Plating Co., 125 S. Clinton St 40 
 
 GARY, IND. — Columbia, Servia and Albany Hotels 80 
 
 ROLLINSVILLE, COLO.— Rollinsville Hotel and adj. property 25 
 
 CHARLOTTE, N. C. — Ideal Shoe Store 25 
 
 GLENDIVE, MONT. — Warehouse of Glendive Transfer Co 45 
 
 SIDNEY, N. Y. — Three buildings destroyed 50 
 
 LEAMINGTON, ONT. — Hanson Hotel damaged 35 
 
 AVON PARK, FLA.- Avon Park Hotel destroyed 80 
 
 MASON CITY, lA. — Prussian Clothing Store, Barrett Grocery 40 
 WOBURN, MASS. — Paterson Patent Leather Co. adj. plants 200 
 BAST ORANGE, N. J. — Yards of Passaic -Bergen Lumber Co. 50 
 
 WEST FORT LEE, N. J.— Plant of Cello Film Co 120 
 
 BUFFALO, N. Y. — G. J. Meyer Malting Co. plant 65 
 
 BATAVIA, ILL.— Home of Dr. F. H. Daniels 25 
 
 CASTANA, lA. — Pennington-Scott Bldg, destroyed 25 
 
 NORTHFIELD, VT.— Machine Shop of Phillips & Slack Co 35 
 
 CAMDEN, N. J. — ^Warehouse of Armstrong & Latta Co 80 
 
 KAOLIN, PA. — Barn on farm of Edgar Slaughter 25 
 
 DANVILLE, KY. — Business Bldgs., including Stout Theatre 50 
 NEW BRUNSWICK, N. J.— The Brunswick Shop, destroyed .. 590 
 
 NORTH ARLINGTON N. J.— Dwellings, Ridge Road 50 
 
 GARRETT, IND.— BOSTON Store and adj. property 60 
 
 BLOOMINGTON, ILL.— Manchester Grain elevator 25 
 
 BORGER, TEXAS. — Four tanks. Panhandle oil field 40 
 
 WATERBURY, CONN.— Moriarty Bldg., E. Main St 170 
 
 LINCOLN NEBR. — Troxell Furniture Store, adj. property 40 
 
 QUINCY, ILL. — Portion of Economy Enameling Plant 40 
 
 BAZINE, KAN. — Several business establishments 25 
 
 MENOMINEE, MICH. — Business building damaged 30 
 
 MOORE, OKLA. — Moore Consolidated School Bldg 50 
 
 NASHVILLE, TBNN. — Charles P. Ellis’ store 25 
 
 WARWOOD, W. VA. — Moore business and apartment bldg 60 
 
MeCASKEY FIRE PROTECTION 
 
 An analysis of this weekly fire list brings out important 
 information. The two weekly records given show 62 and 73 
 fires respectively doing a damage of $25,000 or more each. This 
 is an average of 67 or more fires of such a capacity per week. 
 The five weeks previous to those given as examples also show 
 67 or more fires as a weekly average ; therefore these examples 
 can be seen to be in line with what may be expected any week 
 — if not in greater, more disastrous proportions at the present 
 time. 
 
 In the week ending January 28th there are listed 62 fires; 
 in the week ending February 4th, 73 fires. In each week be- 
 tween a third and one-half of the fires devasted stores or oth- 
 er commercial business buildings or blocks. In each week the 
 fires named caused more than a million and a quarter dollars 
 worth of damage. In each week the fires swept from east to 
 west across the country, striking south and striking north, cov- 
 ering 28 and 33 states respectively, tearing through large cities 
 and through small. Yes, America is alw'ays on fire! 
 
 Week ending January 28 fires included: 
 
 Large Cities 
 
 Rochester 
 
 Savannah 
 
 Birmingham 
 
 Knoxville 
 
 Akron 
 
 Chicago 
 
 Milwaukee 
 
 Sioux City 
 
 Butte 
 
 San Francisco 
 
 Smaller Cities 
 Machias, Maine 
 Passaic, New Jersey 
 Paducah, Kentucky 
 Springfield, Missouri 
 Denton, Texas 
 Piedmont, California 
 
 Week ending February 4 
 Large Cities 
 Syracuse 
 Buffalo 
 Richmond 
 Jacksonville 
 Wheeling 
 
 Cleveland ’ 
 
 Chicago 
 
 Lincoln 
 
 Salt Lake City 
 
 fires included : 
 
 Smaller Cities 
 Stamford, Conn. 
 
 East Orange, New Jersey 
 Muncie, Indiana 
 Mason City, Iowa 
 Fort Collins, Colorado 
 Bellingham, Washington 
 
 Thus you are able to show the merchant the representative 
 cross-country trips the fire demon is taking week in and week 
 out. Perhaps your prospect has not been struck yet — perhaps 
 has not even been threatened. Make clear to him what 
 causes these fires and he wdll realize that spontaneous combus- 
 tion, carelessness and incendiarism are just as apt to operate 
 through his town or community as through any other. As the 
 result of the three agencies named the fires that build the half 
 billion dollar fire expense are caused by: 
 
 Defective Chimney and Flues 
 
 Gas — Natural and Artificial 
 
 Hot Ashes and Coals 
 
 Ignition of Hot Grease, Oil, Tar, Wax, 
 
 Asphalt, Etc. 
 
 Matches — Smoking 
 Open Lights 
 
 205 
 
McCASKEY FIRE PROTECTION 
 
 Petroleum and Its Products 
 
 Rubbish 
 
 Sparks on Roof 
 
 Steam and Hot Water Pipes 
 
 Electricity 
 
 Exposure 
 
 Introduced by these causes fire feeds on the rubbish sur- 
 rounding buildings, on the contents of buildings, on the build- 
 ings themselves or on adjoining or neighboring buildings. 
 Given a draft, a small amount of combustible matter and a 
 fire once started seeks growth. Stairways, halls, courts, nar- 
 row alleys or streets, elevator shafts, etc., befriend a flame and 
 join wholeheartedly in the development of a terrifying con- 
 flagration. 
 
 Fire facts obtained from varied sources offer some infor- 
 mation and comparisons which are startling. Though stupen- 
 dous effort has been put forth by fire fighting agencies, fire 
 loss mounts to greater and greater proportions each year. Mer- 
 chants and others are trading their stores, their stocks, their 
 records for monumental, smoldering heaps of ashes. 
 
 Too often too great faith has been placed in the so-called 
 ‘fire-proof’ building. Fire knows no such obstacle; fire guts 
 them all. Comparison has been made of frame buildings, brick 
 buildings and ‘fire-proof’ buildings — set fire to the first and 
 you have an open bonfire; set fire in the brick building and 
 you have a roaring contained blaze as in a fire-place; set fire 
 in the ‘fire-proof’ building and it operates as would a fire in a 
 stove or furnace, attacking everything combustible, creating 
 terrific heat. 
 
 Most fires, once started, do their share of burning before 
 they die away. An analysis made by “Safety Engineering” has 
 shown that 81% of all commercial fires are actually fought by 
 firemen two hours and longer. 
 
 While remarkable advancement has been made by fire 
 fighting men, and while men and equipment are adapted to 
 meet many problems presented in commercial fires, there are 
 certain things which even these forces cannot successfully cope 
 with. Bad weather conditions and serious traffic are difficult 
 to offset. Frozen hydrants or hydrants at distances too great 
 for efficient action interfere with prompt action. Low pres- 
 sure is a bug-a-boo firemen so often face. High power electric 
 currents, etc., add to the difficulties and dangers. 
 
 Return once again to the staggering figures covering fire 
 costs in this country. These totals include loss by fire and the 
 maintenance of fire fighting equipment. As far back as 1921 
 these figures for the United States were reported as seven 
 times that of the remainder of the entire world. Yet in 1925 the 
 fire loss had grown to be $238,000,000 larger than the figures 
 for 1921. 
 
 The loss for the five years including 1926 exceeded the two 
 and a half billion mark reaching to $2,710,941,000. 
 
 This loss of $2,710,941,000 in five years is enough money to 
 build 387,277 homes at $7000 cash. These homes would house 
 1,936,385 people. This exceeds the total population of Phila- 
 delphia in 1920; it exceeds the combined population of Cleve- 
 land and Detroit in 1920; it exceeds the combined population 
 
 206 
 
McCASKEY FIRE PROTECTION 
 
 of five great Pacific Coast cities in 1920 — San Francisco, Los 
 Angeles, Oakland, Portland and Seattle ; it exceeds the com- 
 bined population of five other great cities — New Orleans, Dal- 
 las, St. Louis, Minneapolis and St. Paul; it exceeds the com- 
 bined population of three great eastern cities — Boston, Pitts- 
 burgh and Cincinnati. (All 1920 population figures.) 
 
 This loss of $2,710,941,000 in five years is greater than the 
 entire gold output of the United States for the forty-three 
 years from 1883 through 1925. 
 
 The 1925 fire loss of $570,225,921 was almost six times as 
 great as the total gold and silver output of the United States 
 for that year. The 1926 figure ($560,548,624) exceeded by $20,- 
 000,000 the operating revenue of two of the country’s gigantic 
 railroad systems spanning the nation — the New York Central 
 Lines and the Chicago, Milwaukee and St. Paul, with a total 
 mileage of 18,128 miles. 
 
 Thus an acceptance of authentic figures, though it is ad- 
 mitted that they cannot be expected to equal the actual totals 
 as regards fire loss, for there are thousands of unreported fires 
 doing unreported damage that would swell the figures still fur- 
 ther, reveals the giant undertakings which could be accomp- 
 lished with the dollars that go up in smoke and ruin. It is 
 safe to impress upon every merchant that the danger is tragic- 
 ally real, that his fire is ever impending and that protection 
 against fire is the most profitable insurance he can invest in. 
 
 II— THE VALUE OF THE RECORDS OF 
 BUSINESS 
 
 There is said to be a greater source of loss than the loss- 
 es of physical property in the losses of records of business 
 which can never be replaced, once burned. The following par- 
 agraphs from an article appearing in '‘Nation’s Business” estab- 
 lish the foundation for a consideration of record value : 
 
 ‘‘Every business man should know the records that 
 are essential to his business life, and those records 
 should be so safe-guarded from fire that they will be 
 intact and useful were their containers to be dug from 
 the ruins of a flame-razed building. Protection must 
 be provided at the place of use, 
 
 “No honest man has ever won in a bout with fire, 
 
 A draw is the best he can get. No business man will 
 know how much he can lose until he loses his business 
 records, 
 
 “Neither will the insurance company, and that lack 
 of information will delay the adjustment. Protect your 
 records and they will protect your business,” 
 
 We are told by those who go into the records that far too 
 many useful businesses go up in smoke every year, that too 
 many going concerns stop going because their records are 
 ready fuel for flames. Records compiled by R. G. Dun & Co., 
 on 100 concerns picked at random from those visited by fire 
 show that 43%, almost half, did not resume business. Others 
 lost credit standing or discontinued such reports, still others 
 lost in a countless variety of ways. 
 
 Experience in selling safes has made clear the fact that 
 
 207 
 
McCASKEY FIRE PROTECTION 
 
 while some safe sales result from a buyer realizing his need 
 of fire protection, the great majority of such sales are not 
 closed until the prospect’s attention has been called to the need 
 in a very definite, serious or vivid way. Merchants who are 
 prospects for the kind of protection McCaskey Systems give 
 must be shown their need of account and other record protec- 
 tion. 
 
 There is a clause in the standard Fire Insurance policies 
 which reads : 
 
 “This company shall not be liable for loss to ac- 
 counts, bills, currency, deeds, evidences of debt, money 
 notes or securities.” 
 
 The presence of this clause in policies immediately estab- 
 lishes the fact that there is a large per cent of non-insurable 
 assets in any business carrying accounts. Ohio engineers have 
 completed a survey, approved as to its conclusions by the lead- 
 ing insurance companies, which shows that of the 100% repre- 
 senting the total value of a business, 58% covers insurable 
 assets and 42% non-insurable assets. Of this 42% often ig- 
 nored by merchants, 81% has to be given protection by safes 
 or similar equipment such as McCaskey Systems giving fire 
 protection. In the cases of merchants carrying a large total in 
 outstanding accounts, the non-insurable assets can easily ex- 
 ceed by far the insurable assets. 
 
 When the recognition of the fire threat is aroused, the 
 salesman is in position to make clear the list of records which 
 are in danger and which should be given first consideration in 
 the way of fire protection. Listed in their order of import- 
 ance, for collection of insurance after the fire, the records 
 most important to the retailer, the wholesaler or other com- 
 mercial enterprise are given below. 
 
 It will be instantly recognized that practically all of the 
 items from 1 to 11 are either McCaskey contained within the 
 compartments of the system or the Daily Record Sheets and 
 McCaskey Business Recorder, or McCaskey contained from 
 the standpoint that safe capacity with the McCaskey Systems 
 bearing the Underwriters’ label will give fire protection to 
 the records named. 
 
 1— ACCOUNTS RECEIVABLE 
 
 2 — Bills Payable 
 
 3 — Cancelled Checks 
 
 4 — Journal, Ledger, Daily Record Sheet, Bus- 
 iness Recorder 
 
 5 — Stamps and Cash 
 
 6 — Insurance 
 
 7 — Inventory, Stock Record, Invoices 
 
 8 — Taxes 
 
 9 — Records of Purchases 
 
 10 — Contracts 
 
 11 — Freight Bills & Original Bills 
 
 208 
 
McCASKElY FIRE PROTECTION 
 
 In addition to their services in aiding to efficient and prof- 
 itable management and control of a business, these records 
 safeguard and protect it as well when the demon of flame does 
 destruction. These records are entered and preserved on pa- 
 per, a material most subject to quick and permanent ruin of 
 any matter almost that fire attacks. Yet upon them the ad- 
 juster bases his answer to insurance claims, the merchant bases 
 his collection of outstanding accounts, the government bases 
 its income tax collections. They are the only agents able to 
 give satisfactory proof, stand the test of legality and thus to 
 move the insurance companies, the customers and the govern- 
 ment to accept them as evidence of business dpne. Proof is 
 always demanded — and these records are the proof. If a mer- 
 chant fails to produce comprehensive records after the fire, 
 he cannot recover his insurance or his outstanding accounts. 
 
 The Proof of Loss 
 
 Certain important records are necessary to satisfy the in- 
 surance policy in case of fire. An insurance policy on a stock 
 of merchandise entitles the assured to recover the amount of 
 actual loss by fire, not to exceed the face of the policy as lim- 
 ited by any limiting clauses therein. 
 
 In order that the assured may recover the amount of his 
 loss, he must make a proof of loss within 60 days after the 
 fire. After the fire occurs, an adjuster is sent to see the in- 
 sured and, if a number of insurance companies carry policies 
 on the risk, they call an independent adjuster. He represents 
 all the companies, is merely in business to assume this respon- 
 sibility. 
 
 After the fire, as proof of loss, the adjuster wants four 
 things : 
 
 (1) The last inventory — (at least one inventory should 
 be taken every year). 
 
 (2) The invoices covering the purchases since the last 
 inventory : (If the merchant does not have these, he 
 can get duplicates — if he has a record of the pur- 
 chases. The adjuster uses them to check up the 
 
 purchase account.) 
 
 (3) A record of the purchases since his last inventory. 
 
 (4) The cash and credit sales records. 
 
 If the merchant does not keep a record of his cash and 
 credit sales, but merely a record of the money as he takes it in 
 from the sales of merchandise or on account,^ he should have 
 record of the following amounts : 
 
 The amount taken in from the sale of merchandise; 
 
 The amount received on account; 
 
 The amount outstanding at the time the fire occurred 
 (from the credit accounts themselves) ; 
 
 The amount outstanding at the time the last inventory 
 was taken. 
 
 With this information at hand the merchant is enabled to 
 arrive at the amount of his inventory in the following manner: 
 
 Amount outstanding at the time the fire occurred $9500 
 (From the accounts themselves) 
 
 Amount of received on account and cash sales 
 
 (Since the last inventory) 22500 
 
 $32000 
 
 Amount outstanding at the time of last inventory 7000 
 
 Total of sales since last inventory 
 209 
 
 $25,000 
 
McCASKBY FIRE PROTECTION 
 
 The amount oi loss is found as follows: 
 
 Amount stock on hand as shown by last inventory $8000 
 Purchases since last inventory 16000 
 
 $24,000 
 
 Sales since last inventory $25000 
 
 Less 20% Gross Profit 5000 20000 
 
 Amount of merchant’s loss $4,000 
 
 Unless a retailer who suffers a loss by fire can prove what 
 his loss is in the foregoing way, he cannot collect it and his 
 loss will not only be his loss by fire, but also the insurance pre- 
 miums he has paid. 
 
 The True Value of Accounts 
 
 The following suppositions make clear from two angles 
 just what value protected account records hold for th_^ mer- 
 chant. 
 
 (1) You might suppose, for the sake of argument that the 
 assured keeps a record of his cash and credit sales, but leaves 
 his accounts unprotected so that in case of fire he would lose 
 the only record that he has of his accounts. 
 
 A merchant would not think of going without insurance on 
 his merchandise, yet accounts should be of greater value than 
 merchandise for they represent merchandise in the process of 
 being turned into a liquid asset — money. In fact, most mer- 
 chants would insure their accounts against loss by fire if they 
 could, but that is impossible. 
 
 However, if he could insure them at the same rate he pays 
 for insurance at lj4%, 2%, 2j4%i etc., a merchant having $2500.00 
 in accounts would have to pay a premium of $50.00 at the rate 
 of 2%. (See pages 227 to 228). 
 
 (2) Suppose for the sake of argument that the merchant 
 who is insured does not keep a record of cash and credit sales, 
 but only of the amount of money taken in on the merchandise; 
 suppose his accounts are unprotected from possible loss in case 
 of fire and they represent the only record the merchant has of 
 the accounts. 
 
 Where a merchant does not keep a record of the cash and 
 credit sales, he must have the accounts themselves to make 
 proof of loss. Otherwise he will be unable to make proof of 
 loss in case he suffers one and will be in no better shape than 
 if he had no insurance at all. He must fall back entirely on 
 the pity of the adjuster who may give him a part of his insur- 
 ance. 
 
 The insurance companies want to be strictly fair, but they 
 are imposed upon quite often and must be shown. At any rate 
 if the assured does not have the necessary records, no one 
 knows just what his loss is. 
 
 The insurance argument is one of the strongest arguments 
 you can use where the situation is such that you can make use 
 of it. 
 
 There is but one action a merchant considers taking after 
 a fire destroys his business and that is to liquidate his remain- 
 ing assets. Aside from possible insurance adjustment, he has 
 foremost in his mind his accounts. Fire completely ruined a 
 West Haven Connecticut meat market December 1925^ (See 
 page 213). The proprietor lost everything and had no insur- 
 
 210 
 
McCASKBY FIRE PROTECTION 
 
 ance except fire protection for his credit accounts. As soon as 
 he could open his McCaskey, he found every account in per- 
 fect condition and went out collecting. Reed & Son, Van Bur- 
 en, Ark., lost everything in a fire April 20, 1926 except their 
 accounts. The $1500.00 saved by the McCaskey made it pos- 
 sible for them to re-establish the business. 
 
 $13,000 in accounts were saved by Kulpaca Bros., Lead, South 
 Dakota, in a fire which completely wiped them out September 
 27, 1921. McCaskey protection of accounts was the sole fac- 
 tor that saved them from total ruin. Gilbert & Sanford, Bu- 
 coda, Washington, were able to resume business after their 
 fire of August 11, 1920 only because of an investment in Mc- 
 Caskey fire protection which saved them several thousand dol- 
 lars in accounts. 
 
 These are definite instances of protection in time. Charles 
 Howers, Bangor, Pa., planned to buy fire protection the first 
 of the year 1927. His garage and accessory shop was complete- 
 ly destroyed with every record of business the night of De- 
 cember 29th. He was one of the thousands who had permitted 
 himself to wait until after a fire to realize his need. 
 
 Merchants place money in the bank for protection and con- 
 venience, yet their business records, which are not worth mon- 
 ey to others, are worth a fortune to the business. Ask a mer- 
 chant what his loss would be tomorrow, if he were deprived 
 of all of the valued records of his business today. Merchants 
 who do not protect their vital business records risk their for- 
 tunes every day and every night over and over again. 
 
 Ill— RECORDS PROTECTED FROM FIRE 
 BY McCASKEY SYSTEM 
 
 Today it has become a business to make records safe for 
 business. The McCaskey Register Company naturally stands 
 foremost in this respect. The ‘One Writing’ McCaskey meth- 
 od of handling accounts was early established as the leading, 
 effective, simplified system in the field. The protection of 
 the accounts against fire was the next important requirement 
 of those in need of such system. Today the McCaskey Safe 
 Register and the McCaskey Account Systems bearing the label 
 of the Underwriters’ Laboratories serve the merchant with 
 true satisfaction in the capacity of record protecting devices 
 of the highest order. 
 
 The McCaskey Daily Record Sheet and the McCaskey 
 Business Recorder furnish complete records for making proof 
 of loss. Thus the McCaskey System is prepared to satisfy 
 the insurance adjuster in every detail and at the same time 
 prepared to insure collection of accounts after a fire. 
 
 THE McCASKEY SAFE REGISTER 
 
 The McCaskey Safe Register was designed and construct- 
 ed for the specific purpose of protecting McCaskey kept ac- 
 counts against fire. With the exception of the systems bear- 
 ing the label of the Underwriters’ Laboratories, the Safe Reg- 
 ister System has maintained its position as the best protection 
 for accounts afforded by any credit account system. 
 
 The Safe Register presents a jointless cabinet with walls 
 one inch thick and filled with a secret composition superior to 
 asbestos or any other known insulation. The inner and outer 
 walls are seamless, pressed from a special cold drawn steel. 
 The filler or insulation between these inner and outer walls 
 
 211 
 
McCASKEY FIRE PROTECTION 
 
 prevent entirely any metal contact between them. When the 
 top half of the cabinet is closed over the lower half and the 
 insulated cores which lie between the staggered walls of the 
 upper and lower cabinets meet each other they form an unbrok- 
 en continuation of the insulated filler between the two seam- 
 less walls. This is a vitally important and exclusive feature 
 of the McCaskey Safe Register. 
 
 When closed, the upper and lower cabinets of the Safe 
 Register are drawn tightly together by three inside compres- 
 sion locks which cause them to form a continuous, seamless, 
 double-steel cabinet. The complete locking of the upper and 
 lower cabinets so seals the Safe Register that there can be no 
 ingress of air. Without air there can be no fire. 
 
 Fire engineers contend that the greatest problem in de- 
 signing and building a cabinet to give satisfactory protection 
 against fire rests in the joints; first — there must be no metal 
 contacts clear through from exterior to interior in the joints; 
 second — there must be no chance of warping. The construc- 
 tion of the McCaskey Safe Register as above described pro- 
 vides against both of these faults. The cam lock draws the two 
 sections of the cabinet so closely together in closing it, that 
 when the Safe Register is subjected to heat, it becomes her- 
 metically sealed. Thus air is prevented from entering the cab- 
 inet. There is a dead air space between the bank of leaves 
 and the walls, also between the leaves themselves ; these grant 
 further protection against fire. 
 
 The Safe Register was severely tested before it was ever 
 placed in the hands of the merchant. In the final test to which 
 it was subjected, several Safe Registers were placed upon a 
 huge pile of fifty-two railroad ties. In addition a large pile 
 of pine bows was placed above the registers. Oil was poured 
 over the entire mass and it was ignited. In a few moments the 
 burning mass was subjecting the Safe Registers to a searing, 
 ruinous heat. As the temperature rose the McCaskeys became 
 white hot in an inferno of vivid coals. Yet when the fire 
 burned itself out and the Safe Registers could be finally with- 
 drawn and opened, not a single sales slip was burned, scorched 
 or even singed the slightest bit. 
 
 Since that day the McCaskey, on duty in thousands upon 
 thousands of stores, has stood as capably through many a de- 
 stroying blaze, through fires which have leveled to the ground 
 the business structures in which they have been used.^ In ev- 
 ery section of the United States can be named some outstand- 
 ing, vicious conflagration in which the McCaskey alone sur- 
 vived. Following is a list of exceptional fires, the hottest the 
 various communities named have ever known in numerous in- 
 stances, through which the McCaskey Safe Register has been 
 tested in the practical experience of a real store fire. These 
 are a few of the McCaskey Systems which have given full pro- 
 tection and have saved thousands upon thousands of dollars 
 wrapped up in outstanding accounts and records. 
 
 212 
 
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McCASKEY FIRE PROTECTION 
 
 FIRE PROTECTION BY McCASKEY SAFE REGISTERS 
 
 Name of Store 
 
 Or Owner 
 
 Town & State 
 
 Date of Fire 
 
 Jos. F. Baillif 
 
 North Ogden, 
 Utah 
 
 Oct. 25, 1926 
 
 Reed & Son 
 
 Van Buren, 
 
 Ark. 
 
 April 20, 1926 
 
 Jerry’s Meat 
 Market 
 
 West Haven, 
 Conn. 
 
 Dec. 1, 1925 
 
 Lowell Cycle 
 
 Shop 
 
 Lowell, Mass 
 
 Nov. 7, 1925 
 
 0. J. Fossen 
 
 Fergus Falls, 
 Minn. 
 
 Aug. 23, 1925 
 
 Davis Brothers 
 
 Wilkes-Barre, 
 
 Pa 
 
 July 12, 1925 
 
 D. Lupo 
 
 Carlinville, 
 
 111. 
 
 Dec 21, 1924 
 
 Ralph Fritz 
 
 Elgin, 111. 
 
 May 26, 1924 
 
 G. A. Waters 
 
 Kansas City 
 
 Mo. 
 
 May 25, 1924 
 
 McGrath Garage 
 
 Orange, 
 
 New Jersey 
 
 May 6, 1924 
 
 Moore Brothers 
 
 Thomasville, 
 
 N. C. 
 
 Sept. 22, 1923 
 
 Corley Mercantile 
 Company 
 
 Greenwood, 
 
 S. C. 
 
 Aug. 12, 1923 
 
 Fenimore Bros. 
 
 Mount Holly, 
 New Jersey 
 
 June 12, 1923 
 
 Burrell & Delvry 
 
 Rockland, 
 
 Mass. 
 
 **Feb. 2, 1923 
 
 Kulpaca Bros. 
 
 Lead, 
 
 So. Dakota 
 
 Sept. 27, 1921 
 
 Covey’s Garage 
 
 Webster, 
 
 Mass. 
 
 July 6, 1921 
 
 F. R. Allen 
 
 Independence, 
 
 Mo. 
 
 **May 6, 1921 
 
 Gilbert & Sanford 
 
 Bucoda, 
 
 Wash. 
 
 Aug. 11, 1920 
 
 George & Nelms 
 Company 
 
 Greenville, 
 
 Miss. 
 
 **Jubr 15, 1920 
 
 Union Mercantile 
 Company 
 
 South St. Paul 
 Minn, 
 
 **July 15. 1920 
 
 Walter E. Davis 
 
 Newport, N. H. 
 
 Feb. 3, 1917 
 
 ** Not date of fire but date of letter carrying i 
 
 213-214 
 
 Report of Fire 
 
 Store entirely destroyed; McCaskey in hottest part 
 of fire; all accounts saved. 
 
 $1500 in accounts saved; enabled owners to reestab- 
 lish the business, though store and stock destroyed. 
 Everything except McCaskey completely ruined; 
 every account in perfect condition; started collect- 
 ing immediately after fire. 
 
 Wiped out by fire; McCaskey saved $4,400 in ac- 
 counts; registers subjected to intense heat. 
 
 Mill, stock, office equipment and elevators com- 
 pletely destroyed except McCaskey; accounts saved 
 in perfect shape. 
 
 Three Safe Registers survived $60,000 fire; all rec- 
 ords saved in very good shape. 
 
 Store, stock and fixtures burned to ground; McCas- 
 key red hot in intense heat; all accounts in perfect 
 condition. 
 
 Had McCaskey less than three weeks; buildings 
 totally destroyed ; credit accounts saved. 
 
 Several thousand dollars in stock and fixtures de- 
 stroyed; McCaskey red hot in midst of fire saved 
 several thousand dollars in accounts. 
 
 $45,000 garage fire; McCaskey saved all records and 
 cash. 
 
 Building burned to ground with McCaskey in hot- 
 test part of fire; all accounts saved. 
 
 Store burned completely down; McCaskey in hot- 
 test part of fire three hours; accounts fully pro- 
 tected. 
 
 Three story frame building burned down; McCas- 
 key in most intense heat saved accounts in perfect 
 order. 
 
 One of Rockland’s hottest fires; McCaskey opened 
 three days after with contents in perfect condition. 
 More than $13,000 saved by McCaskey when fire 
 totally wiped away the business; register withstood 
 intense heat through the night. 
 
 $3000 in accounts saved in Webster’s hottest fire; 
 register survived hottest part of fire. 
 
 McCaskey saves all records in good shape; were 
 glad they had it when fire was raging. 
 
 Several thousand dollars in accounts saved; regis- 
 ter in midst of burning pile. 
 
 $12,000 to $15,000 in accounts saved by two Safe 
 Registers as office burns down. 
 
 $800 in accounts saved by McCaskey; register in in- 
 tense heat of frame building fire. 
 
 Store burned to ground; records saved by McCas- 
 key in perfect condition. 
 
 ;port of fire; exact date of fire unknown. 
 
McCASKEY FIRE PROTECTION 
 
 From time to time the salesman presenting the fire pro- 
 tection advantages of the McCaskey Safe Register will be 
 asked if the Safe Register is fireproof, or absolutely fire- 
 proof. The answer is clear — nothing is absolutely fireproof. 
 
 The word ‘Fireproof’ is a safe term and can best be used 
 only in referring to safes which bear the labels of the Under- 
 writers’ Laboratories, for these safes have been tested and are 
 fireproof to a known and accepted degree. Particularly in 
 dealing with intelligent prospects, the use of the word fire- 
 proof should be qualified with the additional information re- 
 garding the satisfactory passing of the Underwriters’ tests. 
 
 Where strong statements have been made as to the fire- 
 proof qualifications of products, and the prospects are in- 
 clined to think that other safes, etc., are absolutely fireproof, 
 it is well to bring out the fact that practically everything has 
 been melted at one time or another. Concrete has been seen 
 to run like lava at 2500 degrees Fahrenheit; firebrick has been 
 turned into a lump of clay at 2400 degrees. There have been 
 great fires in this country in which it seemed that nothing 
 could stand against the frightful heat. In the San Francisco 
 and Baltimore fires even the so-called fireproof buildings 
 burned down. 
 
 THE McCASKEY STEEL SAFE 
 
 The McCaskey Register Company’s experience in the field 
 of fire protection for accounts and records has extended over a 
 long period of years. When the following picture of the safe 
 industry is clearly understood, the McCaskey salesman will 
 see and appreciate the turn to the McCaskey Steel Safe of to- 
 day, a line of safes built to assure their owners that wherever 
 high heat resistance in fires is needed, wherever strength of 
 structure to withstand crushing loads is needed, and wherever 
 every inbuilt device to thwart burglary is needed, the McCas- 
 key Steel Safe is prepared and tested and ready to give a 
 worthy report of itself. 
 
 This line of McCaskey Steel Safes is provided in a range 
 of sizes to house all models of McCaskey Vertical Credit Reg- 
 isters, and to meet the need of the merchant for a safe for 
 valuables and records. These safes bear the Class A and Class 
 B labels of the Underwriters’ Laboratories, certificates of 
 tested fire protection; and the T-20 Burglar Label of the Un- 
 derwriters’ Laboratories, the certificate of tested burglar pro- 
 tection. 
 
 This type of safe presents to the world the finest, cleanest 
 record of fire protection known in the safe industry. 
 
 Some Pages From Safe History 
 
 The first safe development was in the field of the old 
 iron wsafe. These were the cast iron safes of the 19th century, 
 cast iron safes whose weight was figured in tons. 
 
 Cast iron safes were manufactured and sold as much for 
 burglar protection as for fire protection. The safes were sold 
 to protect valuables, items with a transferable value. In the 
 mind of the buyer and in the mind of the public they were 
 associated with burglar protection first. 
 
 This safe of yesterday offered the public great apparent 
 strength of structure and a certain amount of burglar protec- 
 tion. Yet the old iron safe had many weaknesses. It was too 
 
 215 
 
McCASKEY FIRE PROTECTION 
 
 heavy to be practically moved or even shifted. Its weight 
 made its location a matter of vital concern to the safety of 
 the building in which it was used. 
 
 Being cast iron, the castings were cracked and broken in 
 heavy falls or when the safes were subjected to crushing blows 
 from falling buildings in fires. The cracksman, using explos- 
 ives, learned to crack the door joints, force the doors to fly 
 open, rather simple once the art was acquired, permitting easy 
 looting of the contents. 
 
 Parallel with the growth of business, this 19th century un- 
 derstanding of safes was altered. The coming of efficiency 
 in business brought business systems. The system brought in 
 need for records; and increasing need for records aroused 
 acknowledgement of the value and importance of records. 
 With this recognition of record value came desire for pro- 
 tection of records. That development has taken place largely 
 through the last eighteen to twenty years. The hazard of fire 
 loss has increased and the eyes of those in businesses suffer- 
 ing loss, and the eyes of the insurance companies have been 
 opened to the tremendous need for adequate protection of 
 records. 
 
 It was about 1907 that two groups of manufacturers began 
 to work toward the development of the modern safe. One 
 group, exponents of the old iron safe, was attempting to 
 make of the old iron safe a more practical, less unwieldy form 
 of protection, a steel safe. The other group, working from a 
 new angle, attempted to build fire protection by means of 
 light sheet metal cabinets. 
 
 The experienced safe engineers who make the McCaskey 
 Steel Safe were the pioneers in the departure from the old 
 cast iron safe toward the steel safe. The Safe Cabinet Com- 
 pany, Marietta, Ohio, fathered the type of safe which today 
 has become known as the cabinet type safe as opposed to the 
 oM line iron type. 
 
 These first steel safe makers were the laughing stock of 
 other manufacturers, thought crazy by everybody in the old 
 lion safe industry. In attempting to build a safe to meet the 
 needs for protection of records and practical service, the cast 
 iron safe manufacturer was up against a problem of reducing 
 safe weights of 3000, 4000, 5000 and even 7000 lbs., heavy, bulky 
 and impractical units, to something usable and in keeping with 
 the demands of the new day. They were working from strength 
 and bulk toward an equally strong, practical, lighter, modern 
 unit. The other fellow, of the cabinet type safe school, was 
 working from a weak, light, metal shell toward strength. 
 
 The old iron safe makers who first turned to use of steel 
 frames, did so to get the weight and bulkiness from the 
 frames, jambs and doors of the old safes. At the same time 
 they began in 1907 to improve on the insulation methods of 
 the day to prevent conduction of heat and to provide the safe 
 with a door and door joint through which radiant heat could 
 less easily work its way. In the old cast iron safes it was 
 impossible to obtain a good, fitting door joint. 
 
 Experience with fires had taught the iron safe makers 
 that they could not safely gain their reductions in bulk at a 
 sacrifice in strength. They therefore built a safe strengthened 
 by angular steel frames and a solid insulation. The next prob- 
 
 216 
 
McCASKEY FIRE PROTECTION 
 
 icm was to fit the steel safe to the requirements of modern 
 business. 
 
 Cabinet type safe makers in 1907 and 1908 were first in 
 fitting the safe to the needs of the modern business world. 
 They equipped their cabinet type safe with lockers, drawers, 
 shelves etc., adapted to the form of records to be kept by the 
 business to use the safe. This was quite an advance over the 
 old iron safes which were equipped with an indiscriminate 
 combination of pigeon holes with no particular value in rela- 
 tion to the needs of the buyer. 
 
 The makers of the steel safe determined to hold strengtii 
 and work toward convenience as introduced by the cabinet 
 type. At the same time the cabinet type, with their conven- 
 ience, were finding it more and more necessary to build 
 strength into their product. 
 
 Today most of the cabinet type safe makers have de- 
 camped. Some have left the field entirely and but few are 
 doing business to amount to anything. Most of the old line 
 companies are still active, though several, in attempting to 
 change from the old iron safe type to the new steel safe idea, 
 have run into severe difficulties. 
 
 In the old da3^s various kinds of insulation materials were 
 tiied out — light, medium and heavy. First a heavy, dense 
 wood, such as ebony, was placed between the walls of the safe. 
 Wood being inflammable, it burned out. There followed a 
 period of experiment with all kinds of plastic materials. Plas- 
 ter of Paris or gypsum was popular among them. These were 
 later discarded in favor of finer mixtures such as half por- 
 tions of Portland cement and half portions of natural cement 
 because of the ability of such a combination to hold moisture 
 over long periods of time. This mixture was long used, and is 
 used today b}^ many manufacturers. More recently improve- 
 ments have been made by adding more porous materials such 
 as diatomaceous earth with its cellular makeup. The McCas- 
 key Steel Safe has no doubt advanced as far as any other in 
 the mixture of insulation. More will be said of this later. 
 
 When cabinet type safes first came into being they were 
 equipped with air chambers between the inner and outer shells. 
 Sheet asbestos, then corrugated asbestos, then Cabot's quilt 
 or seaweed were introduced in efforts to build a heat resist- 
 ance. From this line of experiments the cabinet t^^pe safe 
 makers came back to that which the old line safe makers had 
 used in earlier days. Plaster of Paris, alum, chemicals, etc. 
 
 Block insulation (made somewhat as bricks are made) has 
 been used and is used today by some safe manufacturers. The 
 blocks are placed in the walls of the safe. However, they 
 crack and let heat through and have proven faulty. 
 
 Laboratory testing was introduced as early as 1910 by cab- 
 inet type safe builders. McCaskey Steel Safe makers were 
 close to follow this lead; both groups seeking to find out what 
 had to be done to provide heat resistance. 
 
 But a year or two later the Underwriters' Laboratories, 
 organized in 1901, added the testing of safes to their impartial, 
 unprejudiced operations to establish a standard for protec- 
 tion. The Underwriters’ Laboratories soon became, and are 
 today, the recognized authorities, through their labels, on heat 
 tests. 
 
 217 
 
McCASKEY FIRE PROTECTION 
 
 The Underwriters* Laboratories have been established and 
 maintained under the direction of the National Board of Fire 
 Underwriters. It is an institution equipped specifically to 
 study and test fire resisting appliances and devices toward ob- 
 laining accurate knowledge on which to base the writing of 
 lire insurance policies. Such poiicies in force today total an 
 eignty billion dollar ($80,000,000,000') property coverage. The 
 insurance companies made this move, realizing that contracts 
 worth billions of dollars were at stake and that truly unpre- 
 judiced judgment, based on actual tests, was important to their 
 success and service. They founded the institution “For Ser- 
 vice — Not Profit” and sought through thoroughness, impar- 
 tiality and skill to obtain the sound information required. 
 
 The institution was incorporated in Chicago in 1901 and it 
 was but ten to twelve years later that safe manufacturers be- 
 gan to submit safes to the “Standard” fires of the Laboratories 
 for tests. Consequently ‘The Label’ is today a thoroughly 
 established form of recognition. It is, in fact, a certificate of 
 character; a metal strip, yet representative of the technical 
 skill, costly equipment, wide experience and thorough going 
 method of investigation that have been concentrated in the 
 piocess of searching out evciy point of weakness in the safe 
 submitted. It becomes, lineiefore, the one best means of 
 bringing to the buyer and user the opinion he desires as to 
 the merit of the safe. 
 
 Merchants are becoming more and more acquainted with 
 the Underwriters’ label. A great many will be uninformed; 
 nevertheless, when they understand the value of the label they 
 will be so interested in the fact that the McCaskey Steel Safe 
 has won it, that they too will be brought closer to the buying 
 point as the result of tb’-s vital information. 
 
 The McCaskey A Tested Safe 
 
 The Underwriters’ label has been called “A symbol of 
 safety.” It assures the buyer that the safe bought is safe, that 
 It can stand any and all extremes which make up the “Stand- 
 ard” by which it has been tested. So the Underwriters’ label 
 on the McCaskey is absolute evidence that the McCaskey is a 
 tested safe. The label is never awarded to any product so 
 long as there remains a fragment of doubt in the minds of 
 engineers as to its performance under all conditions which it 
 may meet in actual use. The Underwriters’ label is not easily 
 won, but when wmn, it means something. Thus the McCaskey 
 holds a certificate of attainment measured by definite and 
 adequate standards. 
 
 The Endurance Test 
 
 The testing of safes is said to be one of the most search- 
 ing procedures that takes place in the Chicago Laboratories. 
 With thoroughness and impartiality, the two great essentials 
 to^ the success of the tests, the McCaskey was subjected to 
 trials through which many start and through w^hich only the 
 practically ouilt, strong and enduring few come forth to win 
 the coveted label. Different McCaskey Steel Safe models 
 were subjected, to both the Class B and Class A tests. 
 
 The “Endurance Test” was the first fire test to which the 
 McCaskey was subjected. To obtain the Class B label which 
 was asked for the McCaskey, this unit had to be exposed to a 
 “Standard” fire for a period cf tw^o hours wdthout the interior 
 
 218 
 
McCASKEY FIRE PROTECTION 
 
 temperature reaching 300 degrees Fahrenheit — a temperature 
 obtainable in a kitchen oven, and one that will not injure 
 paper. 
 
 Into a furnace box of thick masonry, heated by rows of 
 blast burners, the AdcCaskey was wheeled on a truck forming 
 the furnace bottom. Papers, records and account slips were 
 placed in the McCaskey and the wirings were attached by 
 which the interior temperature is measured. Doors were lock- 
 ed and the fire was started. 
 
 Distribution and intensity of the fire was controlled from 
 without through valves so that the “Standard” fire could be 
 assured. Through mica peepholes in the four walls of the fur- 
 nace full observations were taken as the exposed surfaces of 
 the McCaskey were subjected to heat so intense that the 
 “Standard” fire temperature of approximately 1400 degrees F. 
 was reached within fifteen minutes; approximately 1550 de- 
 grees in thirty minutes and approximately 1700 degrees at the 
 end of the first hour. 
 
 During the entire period peephole observations were made 
 of the general character and distribution of the fire, of the 
 color of the parts due to heat, of the temperatures of the fur- 
 nace and temperatures within the McCaskey. 
 
 At the end of the second hour the temperature in the fur- 
 ance had reached 1850 degrees Fahr. Yet the interior of the 
 McCaskey unit failed to register as warm as the 300 degrees 
 which would have been fatal to the obtaining of the label. 
 Should even one of the thermo-couples registering the interior 
 heat have reached 300 degrees, though the others had all been 
 much cooler, the label would have been lost. 
 
 The fire was turned off at the end of two hours and the 
 safe and furnace allowed twenty hours in which to cool. Ob- 
 servations continued as to any buckling, v/arping or bulging. 
 After it had cooled closer examinations were made and finally 
 the unit was opened for an examination of the records as to 
 legibility and usability. Later the sample was taken apart for 
 a thorough examination of the suitability of form and parts, of 
 workmanship and ability to resist corosion, of the strength 
 and uniformity of the parts as evidenced by their condition and 
 for attention to the stability of the safe. 
 
 Following is a table which gives the “Standard” furnace 
 temperatures endured by the McCaskey in this test. The ob- 
 servations were recorded every five minutes during the first 
 hour and every fifteen minutes thereafter. 
 
 5 min... 
 
 
 45 min... 
 
 . . .1640 degrees 
 
 10 min... 
 
 ...1300 degrees 
 
 50 min.. . 
 
 ...1660 degrees 
 
 15 min... 
 
 ...1400 degrees 
 
 55 min... 
 
 
 20 min... 
 
 ...1460 degrees 
 
 60 min. . . 
 
 ...1700 degrees 
 
 25 min... 
 
 ...1510 degrees 
 
 75 min... 
 
 ...1750 degrees 
 
 30 min... 
 
 
 90 min... 
 
 ...1790 degrees 
 
 35 min... 
 
 ...1580 degrees 
 
 105 min... 
 
 ...1820 degrees 
 
 40 min. . . 
 
 ...1610 degrees 
 
 120 min. . . 
 
 ...1850 degrees 
 
 A study of these temperatures as compared with those re- 
 corded as the melting points of certain metals illustrates the 
 terrific heat temperatures through which the McCaskey gives 
 
 219 
 
McCASKEY FIRE PROTECTION 
 
 its account and record protection, 
 points of metals: 
 
 Metal 
 
 Lead 
 
 Aluminum 
 
 Silver 
 
 Rolled Brass 
 
 Gold 
 
 Copper 
 
 Cast Iron 
 
 Steel 
 
 Nickel 
 
 Following are the melting 
 
 Melting Point 
 
 620 degrees Fahr. 
 1200 degrees Fahr. 
 1740 degrees Fahr, 
 1775 degrees Fahr. 
 1930 degrees Fahr. 
 1981 degrees Fahr. 
 2300 degrees Fahr. 
 2500 degrees Fahr. 
 2600 degrees Fahr. 
 
 It is known also that paper discolors at 300 degrees, ap- 
 proximately; that it burns up at approximately 460 degrees. 
 
 The difference between the Class B and Class A labels 
 of the Underwriters’ Laboratories lies in this Endurance 
 Test, and in this test only. Safes submitted for Class A tests 
 are given exactly the same ‘Tmpact and Fire” and “Explosion” 
 tests. 
 
 For the Class A label, the safe submitted must continue 
 through a four hour endurance heat test instead of a two 
 hour test. For the first two hours the temperature conditions 
 are the same as for a Class B label test, the outside tempera- 
 ture reaching 1850 degrees in the two hour or 120 minute 
 period. However, in this test the fire temperature becomes 
 greater and greater through the second two hours until the 
 exterior temperature at the end of four hours has reached 
 2000 degrees Fahr. Thus, safes which bear the Class A label 
 are effective in surviving a severe fire in which the greatest 
 exterior heat is 2000 degrees before the interior of the safe 
 reaches 300 degrees. 
 
 The following heat records were recorded in the third and 
 fourth hour in the furnace for the McCaskey Steel Safes sub- 
 mitted to the longer endurance test toward gaining the Class 
 A label : 
 
 135 min 1870 degrees 
 
 150 min 1890 degrees 
 
 165 min 1910 degrees 
 
 180 min 1925 degrees 
 
 195 min 1940 degrees 
 
 210 min 1960 degrees 
 
 225 min 1980 degrees 
 
 240 min 2000 degrees 
 
 The Fire and Impact Test 
 
 The greatest of spectacles in the Underwriters’ Testing 
 Laboratories, which turn continually to spectacular methods 
 in testing the hundreds of thousands of devices and samples 
 of equipment which are submitted to them, is the second test 
 to which safes are subjected, the Impact or Drop Test. 
 
 As was the case with the McCaskey, the sample is heated 
 for an hour in a standard fire, rushed while a glowing cherry 
 red mass from the furnace to a point where it is hoisted three 
 stories into the air and dropped, v^ithin 120 to 150 seconds after 
 taken from the furnace, upon a jagged bed of broken bricks 
 and ruin. Though such tests have been made hundreds of times, 
 the signal for the Drop Test is recognized by an immediate 
 rush of shirt-sleeved workmen from all points in the build- 
 ing. 
 
 From the word “Go”, timed by the engineer in charge and 
 
 220 
 
McCASKEY FIRE PROTECTION 
 
 signifying the end of the hour in the furnace, the scene is one 
 which makes deep impress on the eyes of the spectator. 
 Crouching men shield their faces, hitch to the furnace-bottom 
 truck and draw the safe from the flashy, radiant furnace to 
 the point where it is raised and dropped as would be the case 
 should it crash from the height of a fourth floor window in a 
 burning building. 
 
 After the safe has cooled sufficiently to permit of hand- 
 ling, providing it is not wrecked, it is turned upside down and 
 put back in the furnace for another hour. 
 
 Any spectator of such a test is inclined to express himself 
 as an Italian janitor did after watching one of the similarly 
 spectacular perpetrations of the Laboratories: ‘‘So you do alia 
 you can to busta machine, and if you no can busta you pass 
 it?" 
 
 In this second test a second, a newly made sample is used. 
 The “Standard" fire conditions are endured for the first hour 
 when the temperature reaches as high as 1700 degrees. Obser- 
 vations are taken as before except that in this case interior 
 temperatures are not taken. When the safe had cooled suffi- 
 cientL^ after the 30 foot “drop," examinations were made cover- 
 ing its stability, as evidenced by any bulging, buckling, bind- 
 ing or any separations; and search was made for any bending, 
 breaking or collapse of parts affecting the security of the fast- 
 enings between the parts or the strength of the assembled de- 
 vice. 
 
 Next the McCaskey was turned bottom upward on the fur- 
 nace-truck floor and hauled into the furnace and subjected to 
 the “Standard" fire conditions for another hour. Observations 
 were again made and the same examinations and tearing apart 
 took place after cooling as in the case of the Endurance Fire 
 Test. 
 
 The Explosion Test 
 
 The third and final violent effort to locate weakness in the 
 McCaskey model took the form of an Explosion Test. The 
 sample was placed on an incombustible foundation in the bot- 
 tom of a specially prepared, inflammable, test hut. The fuel 
 was placed in the proper positions and the heat measuring ap- 
 paratus installed and connected and the fire started. 
 
 In this case the fuel was of such a character as to bring 
 about a most extreme and sudden heating of the sample. The 
 temperature surrounding the McCaskey rose to 1000 degrees 
 Fahr. in two and one-half minutes, 1300 degrees in 4 minutes, 
 1600 degrees in ten minutes and 1700 degrees in fifteen minutes. 
 The test was continued for thirty minutes before the fire was 
 extinguished and the safe allowed to cool. Observations were 
 made at all times of the general character, distribution and 
 intensity of the fire and of anything indicating disruption of 
 the parts or explosion of the safe. After cooling, further ex- 
 aminations were made covering any disruptions of the parts 
 or any indications of explosion internally. Its stability as 
 evidenced by any bulging, buckling, warping or separations 
 were recorded. A sufficient degree of bulging is rated as an 
 explosion by the engineers in charge of this test. 
 
 After actual fires safes have been found with their doors 
 blown open by explosions from within and it was to determine 
 
 221 
 
McCASKEY FIRE PROTECTION 
 
 the liability of such a failure that the McCaskey was given 
 this third trying experience. Such rough treatment as this and 
 the other tests impose, is due to the consistently thorough ef- 
 fort of the Underwriters’ Laboratories in reproducing condi- 
 tions which are known to occur in actual fires in buildings. 
 Comparison of the general condition of safes that have been 
 subjected to these tests with the condition of similar safes 
 which have been inspected by the Laboratories’ engineers in 
 the ruins of buildings damaged by fire, indicates that the tests 
 are truly commensurate with the service requirements. 
 
 Field Tests and Inspections 
 
 This is not all, however. Field and factory tests and in- 
 spections are made from time to time and every precaution is 
 adopted to make certain the maintainance of the standard safes 
 which have been actually tested. A Laboratories’ representa- 
 tive, now and then, buys a safe in the open market or gets it 
 from a user and ships it in for a check Fire Endurance Test. 
 The manufacturer is notified, so that he may be present, and 
 the results of this test determine whether or not the requisite 
 standards of manufacture and inspection are being maintained 
 at the factory. 
 
 Label Awarded and Recognized 
 The McCaskey has attained the “Standard.” The unpre- 
 judiced Underwriters’ Laboratories have kept in mind the 
 stock insurance companies and their customers, the public, and 
 have awarded to the McCaskey Steel Safes both the Class A 
 and the Class B Labels. 
 
 The Underwriters’ Laboratories offer a three-fold value 
 to the merchant who invests in the McCaskey Steel Safe 
 System bearing its labels : 
 
 — a guarantee to the insurance companies that allow- 
 ances made by them for preventive or protective de- 
 vices or materials are based on the use of the approved 
 standards, 
 
 — assurance to the purchaser that such devices and ma- 
 terials can fully be relied upon in so far, at least, as the 
 manufacturer is concerned, 
 
 — protection to the manufacturer by reducing unfair 
 competition, in that the label service requires a definite 
 standard from all. 
 
 Here is an extract from a letter which indicates the posi- 
 tion of the McCaskey in the eyes of the fire insurance com- 
 panies as the result of the winning of the Class B label. 
 
 “We note that under the date of September 25 th, 1924 , 
 the Underwriters’ Laboratories approved the safe 
 submitted by you and gave it Class B. We are pleased 
 to say that in so far as our company is concerned or any 
 company affiliated with us, this safe fully complies 
 with all the requirements of the so-called Iron Safe 
 clause sometimes used in fire insurance policies.” 
 
 Insurance Company of North America 
 SUPERINTENDENT SERVICE DEPT. 
 
 The Insurance Company of North America is known as 
 “The Oldest American Fire and Marine Insurance Company.” 
 
 222 
 
McCASKEY FIRE PROTECTION 
 
 It was founded in 1792 in Philadelphia where its home offices 
 are located today. 
 
 Following is printed the Iron Safe Clause referred to in 
 the letter. It is related to the matter of insurance as a pro- 
 tection condition in reference to inventory and book records 
 of cash and credit sales: 
 
 “INVENTORY— IRON SAFE CLAUSE: 
 
 (Requirements to keep books and Inventory). It is 
 made a condition of this insurance. (1) That the 
 assured under this policy shall take an inventory of the 
 stock and other personal property hereby insured at 
 least once every twelve months during the term of this 
 policy, and unless such inventory has been taken with- 
 in one year prior to the date of this policy, one shall be 
 taken in detail within thirty days thereafter; (2) That 
 the assured shall keep a set of books showing a com- 
 plete record of the business transacted, including all 
 purchases and sales both for cash and credit ; (3) That 
 the assured shall keep such books and inventory secure- 
 ly locked in a fireproof safe at night, and at all times 
 when the store mentioned in the within policy is not 
 actually open for businss, or in some secure place not 
 exposed to a fire which would destroy the building 
 where such business is carried on; (4) That in case of 
 loss the assured shall produce such books and last in- 
 ventory.'' 
 
 Thus the McCaskey has met the tests and received full 
 recognition. By its little brass label the purchaser, the mer- 
 chant, may receive advance assurance as to its exceptional 
 emergenc3^ qualities, its ability to meet the world's highest 
 standard as a unit giving high heat resistance. 
 
 Plowever, the UndervN^riters' Laboratories state specifically 
 at the foot of the page on which the “List of Inspected Fire 
 Protection Appliances" is printed: 
 
 “Products of manufacturers labeled or listed as men- 
 tioned herein are not necessarily equivalent in quality 
 or merit, the labeling and listing indicating only compli- 
 ance with the Underwriters' Laboratories' Standards." 
 
 This is an important point to take into consideration. The 
 talking of fire tests and the Underwriters' Labels is talking of 
 an endurance test where uniform heat conditions prevail. Pass- 
 ing of these tests assures the manufacturer of one thing, ability 
 to pass a high heat resistance test, but fail to assure him that 
 his safe is strong enough to endure when buildings fall and the 
 door joints and structure of his safe must take crushing blows 
 without yielding. 
 
 The only strength test of the series of the three Under- 
 writers' Laboratories' tests is the drop when red hot from a 
 height of 30 feet onto a bed of jagged brick and ruin. Some 
 cabinet type safes have been equipped with a heavy base for 
 the specific purpose of meeting this one test. Full considera- 
 tion is not given to the fact that other parts of the structure 
 are just as apt to receive the crushing blov/s under actual fire 
 conditions. It is in this field of strength that the cabinet type 
 safes fall down. 
 
 No recognized line was drawn between the steel safe with 
 
 223 
 
McCASKEY FIRE PROTECTION 
 
 strength and the cabinet type safe until 1918 when the Bureau 
 of Standards of the United States took up the question of 
 strength of safes. Safe engineers aroused this action. There 
 was a difference between the safes which passed the tests of 
 the Underwriters’ Laboratories and steel safes of the McCas- 
 key steel safe type. Engineering ingenuity had been brought 
 into the building of a safe to withstand falls and falling walls 
 in fires. The steel safe engineers got action and took govern- 
 ment contracts for cabinet type safes on this issue. They 
 urged upon the government the investigation that resulted in 
 the publication of Specification Sheet No. 60 by the Bureau of 
 Standards. This placed a dividing line for the first time 
 between Type 1 Safes which were to be used where there was 
 danger of crushing falls and falling walls, and Type II Safes, 
 which included the cabinet type safes v/here such features of 
 strength were not required. 
 
 Safe buyers can get all qualifications for a safe out of 
 the Underwriters’ label except that of strength in construc- 
 tion. They must turn to the specifications of the United 
 States Bureau of Standards to get the Type I and Type II 
 difference beween steel safe strength and cabinet type heat 
 resistance only. Cabinet type safes are unable to get a hearing 
 on Type I quotations because of their lack of physical 
 strength of structure. 
 
 At this point it is well to take into detailed consideration 
 the McCaskey Steel Safe in which McCaskey fire protection 
 service of the future rests. When its factors of strength of 
 construction and heat resistance are fully known, the compar- 
 ative values of other safes will be established to make for a 
 complete and intelligent understanding of the safe status of 
 the present day. 
 
 As has been stated, the makers of the McCaskey Steel Safe 
 never dropped the old line iron safe strength. In using heavy, 
 angular steel frames, steel door jambs and heavy steel door 
 plates, they were putting in a greater weight as well as great- 
 er strength than the cabinet type shells would show by a wide 
 margin. Yet in mixing insulation they gained heat resistance 
 and light weight to the extent that the steel safe weight ob- 
 stacle was overcome and a lighter safe was presented. 
 
 McCaskey Steel Sate Construction 
 
 From the standpoint of structural strength, without re- 
 gard to insulation, certain features of the McCaskey Steel Safe 
 tell why the fire record of this make of safe is so clean. For 
 information in understanding what th gauge of steel means, 
 the following table is given : 
 
 Gauge Approx. In. Wt. Per Sq. Tensile Strength Used in 
 
 Thickness Ft. in Lbs. Lbs. Per. Lineal in. 
 
 10 
 
 9/64" 
 
 (1/8 
 
 plus) 5.625 lbs. 
 
 8460 lbs. 
 
 McCaskey 
 
 Door 
 
 14 
 
 5/64" 
 
 (1/16 
 
 plus) 3.125 lbs. 
 
 4680 lbs. 
 
 McCaskey 
 Inner and 
 Outer Shells 
 
 16 
 
 4/64" 
 
 (1/16') 
 
 2.5 lbs. 
 
 3750 lbs. 
 
 
 18 
 
 1/20" 
 
 2.0 lbs. 
 
 3000 lbs. 
 
 Cabinet Types 
 
 20 
 
 3/20" 
 
 (1/26 plus) 1.5 lbs. 
 
 2250 lbs. 
 
 Cabinet Types 
 
 224 
 
McCASKEY FIRE PROTECTION 
 
 A scientific placement of structural materials together 
 with the development of its light weight, cellular insulation, 
 reduces the total weight of the McCaskey Steel Safe to a 
 minimum, consistent with structural strength. 
 
 OUTER FRAMES: Fleavy angular steel frames on the 
 front and back of the McCaskey Steel Safe carry the whole 
 load of the safe with its interior contents, and support the 
 doors. 
 
 The inner front frame or jamb, and the door frame are 
 formed steel shapes, which make a tight inter-lock when the 
 door is closed. 
 
 BODIES: The outer and the inner steel bodies are built 
 of one heavy steel plate, with electric welded and riveted 
 joints. The inside walls, top, bottom and the sides are one 
 piece of heavy, 14 gauge steel, reinforced with 14 gauge 
 “E” Channels, the legs of which are imbedded in the insulation. 
 The back outside wall is a 12 gauge steel plate. 
 
 ASSEMBLY : The inner body sets into the steel front 
 jamb. The outer body sets inside the legs of the outer angu- 
 lar frames. The whole assembly is solidly held together by 
 stay bolts tying the front and back angular frames against 
 tile outer and inner bodies. 
 
 Door plates of 10 gauge steel are riveted to the door 
 frame. The hinges are malleable iron provided with y/ pins 
 and securely riveted to the door plates and angular frames. 
 
 LOCKING MECHANISM: The door bolts are 14" 
 diameter held in steel tubes filled with oil, operated by separ- 
 ate steel draw bars connected to a steel cam mounted on the 
 handle shaft. 
 
 A three tumbler combination lock, set in a steel pan, pro- 
 tected by two drill proof steel plates, checks accessibility to 
 the bolt movement. 
 
 The lock mechanism is all brass, the tumblers revolve on 
 a hollow tube in the lock case, the action of the lock bolt is 
 guarded by an automatic trigger. The lock case is cast bronze 
 — not cast iron. Every element of thief protection is guarded 
 in both lock and bolt work. 
 
 McCASKEY INSULATION: An exclusive cellular de- 
 velopment of the monolithic type, mixed with water and poured 
 in between the steel walls of the safe. When set up and 
 cured it holds a high percentage of moisture in its cellular 
 formation. It is very light in weight — about one-third the 
 weight of cement. 
 
 WEIGHT : The McCaskey Steel Safe weight is reduced 
 because of steel frames and cellular, light weight insulation. 
 Weight of steel put into the various models proves the use of 
 more steel than in any cabinet type safe, and equal to or 
 more than the old line safe. The t<^tal weight of each safe is 
 in many cases less than the cabinet type safe of similar capa- 
 city and rarely more than the cabinet type safe, the latter be- 
 ing true in none but the larger sizes, where strength of struc- 
 ture becomes more and more serious a requirement. 
 
 Outer Angular Frames: 
 
 Heavy one piece angle frames completely encircle McCas- 
 key Safes, front and back. These frames are the foundation 
 
 225 
 
McCASKEY FIRE PROTECTION 
 
 of the structural strength and carry the load of the safe; pro- 
 tection in bad falls and where the safe receives crushing loads, 
 due to falling debris. 
 
 No engineering question is considered so fundamental in 
 regard to the strength of a structure as the framing of it. 
 The frame carries the load. The purpose of the frame if the 
 structure is properly designed must be to carry the load of 
 the whole structure, interlocking and holding all of its mem- 
 bers so it can properly reflect that load. For this reason a 
 heavy angular frame is maintained on every McCaskey Steel 
 Safe. In McCaskey Steel Safes you find the front and back 
 frames are tied together. Between them are intermembered 
 the shells, both inner and outer and the load is reflected per- 
 fectly through the outer angular frame by means of the stay 
 rods etc. 
 
 "'U' Channels: ^ 
 
 “L” Channels are welded to the inner shell on all surfaces. 
 They add great strength to the inner shell and reinforce the 
 insulation. Their first purpose is to give strength to the inner 
 shell. The second purpose is to tie the channel into the insu- 
 lation by means of the extending flanges. This is reinforcing 
 the insulation and tying it to the inner shell also. 
 
 The old line safe manufacturer points out his strength of 
 construction in the heavy angular frames, panel bars and cor- 
 ner angles on the outside of the safe. This theory is to show 
 the strength, but the strength is not placed where it will do 
 the most good. What we believe is most necessary to protect 
 is the interior of the safe so we build our “secondary strength^' 
 (as it may be termed) on the inner shell instead of putting it 
 on the outer shell and we know that this strength will remain 
 intact and have its efficiency through all the fire; it will not 
 be v/eakened in any way when it is lying in the debris under 
 intense heat. 
 
 Stay Rods oi Steel: 
 
 Heavy steel stay rods securely tie the front and back 
 angles and interlock the whole safe structure into one unit 
 of strength. These rods are completely embedded in the in- 
 sulation. Stay rods distribute the strain in daily service, 
 eliminate sagging due to uneven floors, and receive the 
 shocks from falls in fires. 
 
 These sta 3 ^ rods serve the same purpose from the stand- 
 point of strengthening the insulation as the lath or mesh wire 
 of cabinet type safes, yet are permanently bound in position 
 by their firm rootings in the angle frames. 
 
 The chart on page 237 illustrates better than words can 
 express it, the division of torsional strain through twisting 
 under strain where stay rods of steel are used as in the McCas- 
 key Steel Safe and where lesser strength is built in to share 
 the strain as in the old line safe and the cabinet type safe. 
 
 Tongue and Groove Door Joints: 
 
 The tongue and groove door joint of the McCaskey Steel 
 vSafe permJts that the door interlock in the frame in a square 
 pocket, with the square of the pocket at a 90 degree angle with 
 the plane of the door. This gives the greatest holding quality 
 
 226 
 
McCASKEY FIRE PROTECTION 
 
 and insures the strongest and best kind of tongue and groove 
 for holding a door closure. 
 
 This pocket with a 90 degree square is bought at a price. 
 The McCaskey Steel Safe sacrifices the advantage of a full 
 swinging door, an advantage of some convenience, to get this 
 strength giving fitting. The pocket in full swinging doors must 
 be made at an angle of 15 to 20 degrees, more or less, and when 
 this kind of a pocket is used for a tongue and groove fitting 
 the pressure is out when the safe is placed under strain. 
 
 Reasonable knowledge of safe experience in fires is re- 
 sponsible for the observation that in at least 90 cases out of 
 100, the loss of contents of safes in fires, is due to some kind 
 of weakness or an opening up in the door joint. Thus no 
 sacrifice for convenience can be made with safety, if that 
 sacrifice concerns the strength of the door joint. 
 
 The McCaskey Steel Safe has a better chance in a bad 
 fire, in a bad fall, in experiencing a crushing load, with its 
 90 degree pocket, than would be the case with a lesser angle 
 in the pocket of the groove. 
 
 In addition, the square angle of the 90 degree pocket is a 
 stronger heat baffle and works to greater advantage in hold- 
 ing heat out than the pocket with the more open angle and 
 the pressure out. 
 
 Heavy Door Plates: 
 
 A 10 gauge metal, nearly 3/16ths inch's thick is used as the 
 outside door plate of the McCaskey Steel Safe. Because on 
 this door plate is mounted the door frame which is a lighter 
 metal, cross-membered and braced by means of the setting 
 of the lock pan and other necessary braces that are put into 
 the door. 
 
 In building a strong box, with an open side in it, we must 
 use m.aterial of adequate strength, to equalize the strength of 
 the open side when it is closed, with the rest of the structure. 
 
 It is clear that one cannot equalize the strength of the struc- 
 ture by using a light door hung on light hinges. Because such 
 a thing is attempted many safes go down and fail in bad fires. 
 
 The McCaskey Steel Safe doors stay closed because they 
 have the strength to hold them. The doors stay tight and 
 prevent the fire from entering because they cannot be bent 
 out of shape very easily. 
 
 In addition to this, heavy door plates are always neces- 
 sary to give added burglar protection. It cannot be done with 
 light plates unless they are reinforced on the inside in some 
 way. 
 
 Expansion Door Joints: 
 
 The McCaskey Steel Safe is provided with what is called 
 an expansion door joint, a steel strip in the door jamb at the 
 hinge joint which equalizes the expansion of the angle frame 
 with the door jamb. In this way a tight door closure is main- 
 tined under bad fire conditions. 
 
 Oil Filled Lock Bolt Tubes: 
 
 All locking bolts of the McCaskey Steel Safes move in 
 grease filled steel tubes. These lubricated tubes eliminate 
 
 227 
 
McCASKEY FIRE PROTECTION 
 
 friction wear and keep the bolts in perfect alignment. They 
 assure ease of operation in the bolt movement. 
 
 Compound Action Bolt Movement: 
 
 Compound bolt movement assures ease in operation of 
 locking bolts. Each bolt in the locking structure of the 
 McCaskey Steel Safe is operated independently of all others. 
 
 Combination Lock Protected: 
 
 The combination lock is mounted on a pan which is sus- 
 pended from one side of a door. It is protected by two drill 
 proof steel plates, placed in front of the lock and back of the 
 insulation. 
 
 McCASKEY INSULATION 
 
 The old line safe strength was never dropped — merely 
 improved upon in the building of the McCaskey Steel Safe. To 
 offset the weight of steel which ordinarily would make the 
 steel safe far outweight the cabinet type safe, an insulation 
 mixture 1/3 the weight of the old line insulation was develop- 
 ed for use in the McCaskey. With light weight insulation the 
 weight of the McCaskey Steel Safe is brought down below 
 the cabinet type in many models and is but little more in the 
 bigger safes. 
 
 McCaskey Steel Safe insulation is designed to deflect 
 heat penetration, to absorb heat and to prevent direct conduc- 
 tion of heat. 
 
 All insulation exerts an action in releasing moisture and 
 protecting the inner contents of the safe thereby. The volume 
 of moisture given off from insulation denotes more or less 
 protection. The more moisture that can be held, the slower 
 the dehydration and the longer the protection of the safe. 
 
 This frank statement by McCaskey Steel Safe engineers 
 describes the situation: “We have made all the mistakes in 
 insulation that could be made and we are free to admit and 
 we know through experience what these mistakes mean. We 
 know their causes and their effects.” 
 
 Because of this experience and profit due to mistakes in 
 a long career of safe building, McCaskey Steel Safe builders 
 do not believe in the use of anything in insulation that is 
 not inert matter (matter that will not burn up). In other 
 words, that an all-mineral insulation is the only safe one. We 
 do not believe in the use of mineral salts or chemical com- 
 pounds to hold surplus moisture, because they react to changes 
 of atmospheric conditions, evaporate or cause corrosion. 
 
 The McCaskey Steel Safe theory of insulation, based on 
 experience, is developed in the adoption of an insulation that 
 is cellular in form, light of weight and so made up as to 
 stop heat travel even after all moisture is driven out. 
 
 The McCaskey insulation, cellular in form, has two ways 
 of holding moisture, ^vater of crystallization (the water that 
 holds the mass of insulation together) and moisture hermetic- 
 ally sealed in the celluiar formation (diatomaceous earth). 
 
 McCaskey Steel Safe makers were the first to introduce 
 diatomaceous earth (or kieselguhr). This crushed earth in 
 diatom form is mixed with a cement binder and many of th^. 
 
McCASKEY FIRE PROTECTION 
 
 cells are hermetically sealed, holding moisture in the cells, 
 a moisture given off to protect the contents of the safes when 
 it is exposed to excessive heat temperatures. 
 
 (Diatomaceous earth or kieselguhr — an earthly de- 
 posit of sediment in water — • including a fine siliceous 
 powder made up largely or wholly of the remains of 
 diatoms. The diatoms are unicellular plants of micro- 
 scopic size remarkable for the silified cell wall which 
 remains as a skeleton cell after the death of the organ- 
 ism forming kieselguhr or diatomaceous earth.) 
 
 Elements going into the makeup of McCaskey insulation 
 are mixed dry, each element carefully weighed out. Next 
 water is added to the proper weight to make the mold. After 
 the preparation sets heat treatment is given in specially de- 
 signed ovens until all moisture liable to evaporate is dried 
 out. Safes are weighed in and out of the ovens as often as 
 necessary to get the insulation down to a point where a guar- 
 antee can be given to constancy in keeping with atmospheric 
 pressure. 
 
 This is a good point at which to make some insulation 
 observations and comparisons. 
 
 Many of the so-called new methods of providing insulation 
 today are only renewed efforts to bring into play materials 
 used in insulation experiments of early days of safe building. 
 Safe manufacturers cannot get away from the fact that every- 
 thing reacts to nature, and that whether insulation is called 
 wet, or dry, or otherwise, it must withstand and react to atmos- 
 pheric conditions. 
 
 McCaskey Steel Safe makers were the first to temper in- 
 sulation with heat treatment. The first oven in which this 
 was done still stands. One safe maker got the idea from them 
 and followed in use of heat treatment. 
 
 McCaskey Steel Safe insulation, today, is neither wet nor 
 dry, but is tempered by a moisture evaporation process. It is 
 not an experiment — its basic principles have remained the 
 same for fifteen years. The tempering makes the insulation 
 equalize hot or cold, humid or dry atmospheric conditions. We 
 are enabled to place a guarantee of consistency in weight as 
 proof positive of this on the inside door of every McCaskey 
 Steel Safe: 
 
 This safe is guaranteed by the manufacturer to be con- 
 stant in weight within 3 per cent, and to preserve its 
 contents in the Underwriters' Standard B Test at any 
 time. 
 
 The question might be raised as to why the cabinet type 
 safe makers could not adopt a light weight insulation and 
 retain more than ever their weight advantage. The answer is 
 decisive — their effort to gain strength has resulted in the 
 building of a heavy, dense, insulation, reinforced within the 
 mold with rods and metal lath or rods and mesh or chicken 
 wire. 
 
 One cabinet type safe carries an all-mineral insulation, 
 and the cellular formation known as diatomaceous earth, as 
 does the McCaskey Steel Safe. Heat treatment is somewhat 
 
 229 
 
McCASKEY FIRE PROTECTION 
 
 different, yet each accomplishes its task in obtaining a high 
 heat resistance. 
 
 Insulation in one cabinet type safe is baked for days and 
 the makers of this safe boast a bone dry insulation. However, 
 these safes in the field take on weight and that weight can 
 be nothing other than water. This is but a reiteration of the 
 statement made by safe engineers from plain experience that 
 everything reacts to nature, and a so-called bone dry insula- 
 tion takes on water according to its porousness or absorbing 
 properties. 
 
 It is because of the use of gypsum (plaster of Paris) in 
 these types of safes that the insulation is heavier than used 
 in the McCaskey Steel Safe. Gypsum strengthens the mold 
 and is intended to give cabinet type safes additional strength 
 to offset the steel frame structure that marks the steel safe 
 type. 
 
 One safe maker inserts pans of Glauber salts on the in- 
 side of the outer shell to take up moisture to aid in holding 
 off heat. 
 
 The record of this manufacturer is that of having more 
 trouble with corrosion than any of the standard safe manu- 
 facturers in the business. They admit having exchanged $284,- 
 000 of safes of one particular type over a certain period. 
 
 Whether or not insulation is wet or dry is not important. 
 Any insulation is at first a laboratory development. Insula- 
 tion is tested in the laboratory to prove: 
 
 Its heat resistance in a safe. 
 
 Its constancy in volume under heat. 
 
 Its strength. 
 
 Its moisture holding qualities. 
 
 Laboratories, however, fail to prove the service insula- 
 tion will render in time. They cannot authoritatively answer 
 this: Will it be affected by changing atmospheric conditions? 
 
 Will it disintegrate (powder) or break up? 
 
 Will it attract moisture due to the action of any 
 of its ingredients? 
 
 Will it hold its moisture permanently? 
 
 The answer to these questions lies in time and experience, 
 not in laboratory tests. No laboratory can correctly answer 
 any of these questions. The merits of the McCaskey cellular 
 insulation have been proved. It is not an experiment. Its 
 basic principles have remained the same for 15 years. 
 
 As has been mentioned other safe manufacturers have 
 used reinforcement in the insulation together with the dense 
 compactness of gypsum as a binder. This kind of reinforcing 
 is necessary to hold the mold together during the manufactur- 
 ing process in the first place. In the second, the rods have no 
 connection with the frame or walls of the safe and do not 
 accept any of the torsional strain as is the case v/ith the stay 
 rods of the McCaskey. In addition to the stav rods the ‘‘L’' 
 channels are welded to the inner shell of the McCaskey and 
 reinforce the insulation in that manner. 
 
 In crushing falls and blows from falling girders and the 
 230 
 
McCASKEY FIRE PROTECTION 
 
 like, the cabinet type safe with the metal lath or mesh wire 
 faces a possible shearing of the insulation mold and conse- 
 quent dangers of heat getting in. 
 
 Other points of difference in safes include differences in 
 the manner torsional strain is distributed, the compound door 
 of the safe, the spring in the locking heel of the door, the 
 square step door joint of the old or rebuilt iron safe, the in- 
 ner door, etc. 
 
 The chart illustrations present clearly the differences in 
 safes when it comes to distributing the torsional strain under 
 falls and crushing blows. (See pages 237-239). 
 
 The sketches show how the reinforcing side and rear bars 
 of old line safes divide the torsional strain, how the cabinet 
 type safes place the entire strain on the frame without any 
 support; and how the stay rods of the McCaskey are inserted 
 at frequent intervals to tie the frames and establish greatly 
 increased distribution of the strain. 
 
 One cabinet type safe maker builds into his a 
 double door. A strip of wood insulates this door by separat- 
 ing the inner section from the outer. The most severe fault 
 with this arrangement lies in the fact that the edge of the 
 inner section on the inside is the tongue of the tongue and 
 groove fitting and that but four metal clips hold the inner 
 section to the outer. In case of strain at the time of a fall or 
 crushing blow, the door is in danger of giving v^Aay. The idea 
 is fine for a fire test, but exceptionally weak as a strength 
 giving feature. 
 
 One good steel safe is burdened with weight. Its newest 
 feature is the introduction of a spring in the groove of the 
 door jamb into which the tongue of the door locks. The pur- 
 pose is to make the door joint tight. The idea has not been 
 in use long enough to prove either its advantage or disadvan- 
 tage. Experience with springs, however, forces one to recog- 
 nition of the fact that loss of tension will in time result and 
 leave a wider opening for radiant heat to travel in entering 
 than were the spring omitted entirely. 
 
 Door joints are features to be treated with genuine con- 
 sideration. The old iron safes, or rebuilt safes, which will be 
 found in many stores throughout the country, will be recog- 
 nized by their straight step door joints. These offer too few 
 heat baffles and are not safe fire risks. On many of the 
 cheaper safes built today there is an interlocking flange but 
 the flanges are round and fit into round grooves. It is much 
 easier for the heat to travel a round course than a square one, 
 such as the McCaskey interlocking door joint provides. 
 
 Excellent example of the difference between the principle 
 of a square and a round interlocking joint is illustrated by the 
 radiator through which heat pounds loudly and the one 
 through which it travels less noisily. Where the heat strikes 
 a series of square corners as it does in the baffling, squared, 
 tongue and groove fitting, it is slowed up. The steam in the 
 radiator has difficulty in making the turns, and pounds noisily. 
 Where a moderated, curved turn is provided in the radiator, 
 the steam finds its way around more easily — the same is true 
 of radiant heat entering a safe. 
 
 Other old line manufacturers point to their inner doors. 
 
 231 
 
McCASKEY FIRE PROTECTION 
 
 The inner door is nothing more than an answer to the inabil- 
 ity to make a tight fitting door to the safe with castings, and 
 these manufacturers are using cast iron frames and jambs. 
 None of the modern steel safes, with steel frames and jambs 
 have inner doors. They are not necessary to them and the Un- 
 derwriters’ Laboratories will give no recognition to safes 
 tested with inner doors. The reason for this is that the inner 
 doors can be detached and removed by the safe owner, the 
 safes then becoming less heat resisting than when tested and 
 giving the label a false bottom to stand on. 
 
 After studying for a minute the matter of burglary pro- 
 tection we will sum up the matter of strength of the McCas- 
 key Steel Safe and its general relation to competition, with 
 some observations on the competition it is expected our or- 
 ganization will face. 
 
 THE McCASKEY SAFE AND BURGLAR PROTECTION 
 
 We have said that before efficiency developed in business 
 and the need for fire protection of records took such a strong 
 hold on business men, that safes were sold as much for burglar 
 protection as for fire protection. That was very much a fact. 
 The point was brought out that the old iron safes gave a fair 
 measure of burglar protection but that when the yegg became 
 wise enough to blow the doors by cracking the castings, he 
 made entrance to them more and more easily. 
 
 With the advent of the cabinet type safe and the steel safe 
 a new era was opened up. The yegg was up against a different 
 proposition. He found that blowing steel was different, that 
 it did not crack like cast iron. He had to learn new methods. 
 At the same time he faced improved lock and bolt work de- 
 velopments. 
 
 But the lighter cabinet type safes, built primarily to give 
 fire protection to business records, did not fool the yegg for 
 long. He found out how to drill through, disengage the lock, 
 or force the bolt work and get in. He learned that the light 
 steel door plates could be ripped off and then burglary again 
 became a hazard of serious proportions and insurance rates on 
 burglary insurance began to rise. 
 
 Those who have slowly dropped out of the safe field, more 
 particularly the makers of cabinet type safes, found themselves 
 face to face with a renewal of burglar hazards severely diffi- 
 cult to combat. Too many of their safes were too easily 
 picked and unsafe. Burglary, indeed, has again returned to 
 be a concern, probably as much through the ease with which 
 these lighter cabinet type safes are entered, and to an extent 
 that is a greater risk than fire. This is considered especially 
 true in the case of the safe market to be covered by the 
 McCaskey organization, the retail merchant. 
 
 Burglary insurance rates have increased materially in the 
 last ten to twelve years. As recently as February 13, 1928 
 some of the policies requiring high rates have been withdrawn 
 entirely because of the insufficiency of the protection given 
 by equipment on which the rates of the policies were based. 
 There is no rate in casualty insurance that has increased like 
 burglar insurance rates according to authorities. Many com- 
 panies are said to be refusing to write such insurance where 
 the only protection provided is that of cabinet type safes. 
 
 232 
 
McCASKEY FIRE iVUO'J'l'FrriEN 
 
 Unquestionabiy the trend in safe building must be to 
 meet modern conditions and the demands of the public. Safe 
 owners are bound to keep articles of transferable value in 
 their safes and keep them there for protection. Safes built 
 today should be built to cover the increased burglary hazard 
 as well as fire hazards. The safe sold to the store when the 
 menace of the yegg is always impending should be a safe 
 granting the maximum of resistance to burglary. 
 
 This need develops the reason why the McCaskey Register 
 Company has turned to the steel safe to grant its system and 
 safe buyers the best known protection from the standpoint of 
 burglary. Every known inbuilt device for giving resistance 
 to burglary is found in the new McCaskey Steel Safe. These 
 devices include two drill proof plates to eliminate the danger 
 of drilling into the lock — a weak link to prevent the forcing 
 of the handle — pan suspension to prevent drilling the lock 
 out of position — trigger guard to prevent drilling the lock 
 through and disengaging the lock nose — heavy door plate to 
 prevent any punching or stripping of the door plate — steel 
 frames and jambs which prevent successful application of the 
 use of explosives. 
 
 Eet us now find out the manner in which entrance to safes 
 is attempted and how these factors in the McCaskey Steel 
 Safe block the attempt. Also we will study the Underwrit- 
 ers’ T-20 label and learn through what methods experienced 
 safe and lock engineers attempt to force an entrance into 
 safes submitted to them for tests. 
 
 The yegg’s first step is to knock off the dial and attempt 
 to drive the spindle through. When he attempts this with a 
 McCaskey Steel Safe, the rear plate of the bronze lock case 
 cover which is grooved to help him accomplish his purpose, 
 is folded back and the spindle allowed to come through. How- 
 ever, in doing this he releases a trigger guard and locks the 
 bolt or nose of the lock into the cam of the bolt work. 
 
 The next step or associated step with the first might be 
 to drive the lock out. A post holding the back of the lock pan 
 to the front of the door pulls out and leaves the lock pan sus- 
 pended in such a way that it cannot be readily driven out. 
 
 With the spindle knocked through and the lock suspended, 
 the next natural step is to force the door handle in an effort 
 to release the bolt work. A safety screw of soft metal in the 
 washer to the cam of the bolt work is sheared off so that the 
 handle becomes at once loose and useless. 
 
 Of course all of these mechanical efforts to open the door 
 are employed by the engineers of the Underwriters’ Eabora- 
 tories in testing for the T-20 Burglar label. 
 
 ‘H"-20” stands for “Time 20 minutes.” Twenty minutes are 
 allotted two men to get into the safe submitted, by any one 
 means at any one given attempt. They can make as many a~ 
 tempts as they desire. However, in case damage done in one 
 attempt aids with the prosecution of a second attempt, either 
 the time taken to complete that damage is taken from the 
 twenty minutes or a new sample must be submitted to make 
 possible the second attempt. The tests are confined to me- 
 chanical means. Neither explosives nor torches are consid- 
 ered. 
 
 233 
 
McCASKEY FIRE PROTECTION 
 
 Another important consideration regarding the tests is 
 that the experts who are to make the attempt to enter the 
 safe have previous access to the safe, the blue prints of it and 
 answers to any questions submitted to the manufacturers, 
 etc., until they understand thoroughly the safe submitted and 
 have an idea as to its weaker and stronger points. 
 
 According to our engineers who have witnessed tests of 
 safes for the T-20 label for the last seven or eight years, fol- 
 lowing is a list of the main tools assembled for use in the 
 tests : 
 
 Two heavy 6 foot pry bars — 
 
 Two electrical drills, one so powerful that it 
 takes two men to handle it — 
 
 Hammers and sledges — 
 
 Chisels and wedges — 
 
 And any special small tools they may have to 
 use in an effort to pick the lock. 
 
 Use of torches is not considered by the Underwriters be- 
 cause their use presupposes an exceptional outlay of equip- 
 ment on the part of the yegg, equipment that cannot be prof- 
 itably left on the job, and most generally the equipment used 
 in opening a safe is left on the job. Also this unusual means 
 of entrance to safes is represented as the method of true ex- 
 perts, well versed in their line, and whose powers are far be- 
 yond those of the average burglar. 
 
 The first attempt made by the Underwriters’ experts is 
 usually the method believed easiest after several different 
 methods of attack have been planned. If at the end of 20 
 minutes they have not forced entry, they abandon that effort 
 and try another. Where the time taken in one method will 
 aid in the next, the time taken to complete the move in the 
 first is considered part of the 20 minutes to be allotted to the 
 second attempt. This applies to the action of knocking off 
 the dial and forcing the spindle through, etc. 
 
 The stripping of the door plates is considered generally 
 to be the easiest way to force entry to a safe. This method 
 has been so readily successful with the light door plates of 
 cabinet type safes, etc., where 18 and 20 gauge metal is used 
 in the door plates. 
 
 In moving to strip the door plate, a hole of about one- 
 half an inch is drilled in the upper left hand corner of the 
 door. The next step is to chop through to the edge of the 
 plate and chisel the corner of the plate loose, or wedge it 
 and then climb on top of the safe and with a crow-bar or pry 
 bar force the plate off, ripping rivets, etc., until it is removed 
 to the point where the insulation can be knocked out and the 
 bolt work disengaged so that the door will open. 
 
 The 10 gauge steel door plates of the McCaskey Steel 
 Safes are welded to the door frames and are extremely diffi- 
 cult to strip. Stripping from the top corner becomes more 
 and more difficult because of the lesser leverage gained as 
 the section to be ripped gets farther from the top of the safe. 
 Thus with the heavier plates of the McCaskey, welded instead 
 of riveted to the frame, stripping is almost a hopeless task. 
 
 The Underwriters do not attempt any other means of en- 
 try of a safe except through the door. Seldom do burglars. 
 
 234 
 
MeCASKF.Y FI FIE TROT ICFTTDN 
 
 In the cabinet type of safe it is easy to chop holes in the 
 lighter steel plates and in the insulation. Also it is more easy 
 to drive the lock through and get to the bolt work. Accord- 
 ing to engineers a cabinet type safe can be entered in about 
 1/4 the time required to enter a steel safe. 
 
 Explosives are not used in the entering of modern safes 
 nor are they considered in laboratory tests. Steel bends and 
 bulges but does not crack open like the iron castings of old 
 days. In fact the danger of ruining the contents of the safe is 
 too great. 
 
 Another point of real value lies in the lock on the McCas- 
 key Steel Safe. It is a Sargent and Greenleaf, key change, 
 three tumbler patented lock and is the only lock acceptable to 
 the Treasury Department of the Federal Government. 
 
 To sum up the matter of burglary protection — burglars 
 use time and tools to get into safes. With the experience of 
 steel safes of the McCaskey Steel Safe type to draw on, hun- 
 dreds of cases of attempted safe entry, it can be stated that 
 the exceptional number of inbuilt devices in such safes are 
 truly successful in forbidding entry. In most cases, where ex- 
 perts are called to open the safes, the next day, with the dial 
 off the spindle knocked through and often times the handle 
 off and the door partially stripped, it has taken five and six 
 hours to get in with the aid of torches, broad daylight and 
 unhurried, legitimate, expert efforts. 
 
 The reason for the twenty-minute proposition is that the 
 Underwriters are willing to sell burglary insurance at a 20% 
 reduced rate where the protection that will not admit a bur- 
 glar during a twenty minute period or more is assured by pass- 
 ing the tests. Where large sums of money, payrolls, etc., are 
 kept in safes, this reduction in rate of burglary insurance alone 
 is able to completely pay for the safe in a short period of 
 time. 
 
 A Summary — McCaskey Competition 
 
 To come to a conclusion: the modern descendent of the 
 old line safe offers certain outstanding advantages and the 
 cabinet type safe offers certain outstanding advantages. Both 
 are aiming at the same thing, the meeting of the needs of mod- 
 ern business. They line up somewhat in this manner : 
 
 OLD LINE SAFES 
 Greater Strength of Structure 
 Burglar Resistance 
 Moisture Generating Insula- 
 tion 
 
 CABINET TYPE SAFES 
 High Heat Resistance 
 Capacity of Interior 
 Convenience of Interior 
 Light Weight & Portability 
 
 The McCaskey Steel Sale Combines Them All 
 
 Strength oi Structure — in angular frames, stay rods, heavy 
 steel door plate, etc. 
 
 Burglar Resistance -- with every known inbuilt device — drill 
 proof plates, a weak link, pan suspension, trigger 
 guard, heavy door plate, steel frames and jambs (hold- 
 ing T-20 LTiiderwriters’ label). 
 
 Moisture Generating Insulation — cellular, all-mineral insu- 
 lation. 
 
 High Heat Resistance — holding Underwriters^ Label. 
 
 Capacity of Interior - — in keeping with every need. 
 
 Convenience of Interior — vv^ide range of unit equipment. 
 
 Light V/ eight and portability. 
 
 235 
 
MeCASKEY i'iRE PilOTECTI(.)N 
 
 Because of this combination of the strong points present- 
 ed by all modern safes, the McCaskey Steel Safe is powerfully 
 able to meet modern safe competition. Some details of struc- 
 ture have been mentioned; some details of competitive struc- 
 tures. However, the lineup of points on which safes are act- 
 ually sold to give the service as well as the protection desired, 
 can be used without mention of competitive weaknesses in 
 many instances, simply a use of points of competitive strength 
 with the additional points of McCaskey Steel Safe strength. 
 
 Perhaps no safe in the safe industry is so able in point- 
 ing to a record. More than 60,000 McCaskey type steel safes in 
 use and but two failures — one of these occurred in 'December 
 1925 when for 80 hrs. a flame fed by a 4 inch gas main breath- 
 ed upon the corner of a steel safe (at Council Bluffs, Iowa,) 
 and melted the steel shell, disintegrated the insulation, etc. 
 A temperature of 2500 degrees is necessary to melting the 
 steel shell, and no safe is built to last 80 hours through a torch 
 attack of this intensity. 
 
 Truly here is a marvelous record of fireproof safe reli- 
 ability. VTews of safes with fire experience so often illustrate 
 why they have given protection or why they have failed, tell 
 their story at one glance — a squared undamaged frame and 
 door jaml) — - or a giving way because the door structure could 
 not withstand the falls or blows forced upon it and failure be- 
 cause radiant heat got in. 
 
 Where insulation is of the all mineral type, it does not 
 seem to matter according to information gained, whether the 
 insulation be wet or dry, the failure of the safe is not going 
 to be a failure of insulation, but a failure of structural 
 strength, of the door and door joint in the hazardous fire ex- 
 perience faced. 
 
 The Underwriters’ tests of steel safes of the McCaskey 
 type brought out some rather conclusive information on this 
 point when the temperature within the walls as well as the 
 temperatures within the interior and on the outside were re- 
 corded. 
 
 The following table shows that the temperature within the 
 walls never reached the temperature of the interior, that the 
 interior heat must have got there by radiation or conduc- 
 tion through the door joint: 
 
 Heat Interior Temp. In 
 
 Tests Time of Test Temp. Temp. Safe Wall 
 
 A. Label 7 hrs. to beyond 220()d Approx. 260d Approxe. 220d 
 B Label 3 hrs. to beyond 1950d Approx. 280d Approx. 220d 
 B Label 2 hrs. to beyond 1850d Approx. 2/Od Approx. 212d 
 
 The conclusion to be drawn is that modern types of insu^ 
 lation, of a sufficient value to pass the heat tests, and which 
 have not a vegetable matter within them to deteriorate in time, 
 will do their job IF THE STRUCTURE OF THE SAFE IS 
 STRONG ENOUGH TO TAKE THE PUNISHMENT OF 
 FALLS AND CRUSHING BLOWS FROM FALLING 
 DEBRIS. 
 
 Where a customer has some information on safes and un- 
 derstands in part what the situation is as regards his needs. 
 
 236 
 

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 237 
 
McCASKEY FIRE PROTECTION 
 
 the seller of a McCaskey Steel Safe can proceed most profit- 
 ably by learning of the points which have impressed the pros- 
 pect in other safes considered. It is then but a constructive 
 selling job to admit points of real advantage, show where the 
 McCaskey Steel Safe extends the same advantage and then 
 present the ^additional all-around advantages of the McCask../ 
 product. 
 
 McCaskey safe competition is expected to be largely in 
 the old iron safe that has been sitting a long time in its 
 corner or the newer lines of cheap iron or steel safes — not 
 the modern leaders in either the cabinet type or steel safe 
 type. These iron safes do not bear the Underwriters’ label. 
 They are easily recognizable by their heavy cast iron doors 
 and jambs, by their old step door joints, etc. 
 
 The cheap iron or steel safes or the rebuilts which are 
 widely scattered have either the plain step joints or a round 
 flange door joint. The difference between the interlocking 
 squared tongue and groove fitting and the round flange that 
 fits into the rounded groove has already been explained. 
 
 The cheap safes without the Underwriters’ label for heat 
 resistance and the old iron safe of the cast iron age in safes 
 are unknown quantities. They cannot be depended upon. They 
 are not modern fireproof protection, nor burglar protection. 
 
 In meeting competition, with the label, structural strength 
 is the additional power which McCaskey Steel Safes offer. In 
 meeting competition without the label, unknown heat resist- 
 ance is to be pitted against the label that guarantees a known 
 resistance of high degrees as well as structural strength and a 
 known record against unknown strength and an unknown rec- 
 ord. 
 
 Trouble with sagging or uneven floors is common with 
 safes, generally; more so with cabinet types than others be- 
 cause of lack of strength to help hold the square of the safe 
 as the angular steel frames do for the McCaskey Steel Safe. 
 Uoose doors are also common with cabinet type safes. This 
 difficulty more often is the fault of light strap hinges. McCas- 
 key Steel Safes have malleable iron hinges. 
 
 In the final analysis, the question to drive home to the 
 man who has not safe protection, or who has unfit safe equip- 
 ment, is “HAVE YOU (OR DO YOU NOT WANT) A SAFE 
 THAT IS BUILT STRONG?” Fires are all too frequent, 
 buildings fall within an average of thirty minutes after a fire 
 has gained headway and when buildings crash strength of 
 structure is the ally of heat resistance and unless the door 
 joint holds without bulging, warping, cracking or weakening, 
 regardless of where or how falls are taken, it matters not 
 what the value of the insulation. 
 
 Hartford gives the information that the cost of settle- 
 ment of insurance claims in the United States at present is 
 20 % of the total amount of the insurance paid. 
 
 For example — when we had close to $600,000,000 in fire 
 losses in 1926, $120,000,000 of that were the costs of settlement 
 — paid by the insured. The fellow with a $10,000 loss pays on 
 an average $2000.00 as his share of the settlement costs. This 
 
 238 
 
]MeCASKEY FIRE I’ROTECTION 
 
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 239 
 
 Flow They Distribute Tortional Strain 
 The Wrenching of the Frame Under Stress of Falls and Crushing Blows 
 
McCASKEY FIRE PROTECTION 
 
 is all true because those who face the fire disaster do not 
 have the records necessary to prove their losses and adjust- 
 ments are fought vigorously as a protection to the insurance 
 companies and insurance rates established. 
 
 The protection of business records is the most important 
 question today in every business. No one can knowingly say 
 “i will not have a fire,’' or “This building will not burn out." 
 Phre has no respect for such observations — all kinds of 
 buildings are destroyed. Each year some of the most severe 
 fires and most serious losses are counted in the country’s 
 most recently built fireproof buildings. 
 
 On the basis of fire experience through 17 years of steei 
 safe building, the type of safe and the structure of safe which 
 is represented in the new McCaskey Steel Safe presents to 
 McCaskey Register Company customers what we believe to be 
 undeniably the closest approach to fireproof construction in 
 a safe and burglar proof construction in a safe designed to 
 give fire protection. 
 
 McCASKEY CREDIT ACCOUNT INSURANCE 
 
 In the McCaskey Credit Systems' giving fire protection 
 the McCaskey Register Company is offering the merchant real 
 insurance on his accounts. It is said that experience has add- 
 ed to scientific knowledge the unanswerable argument that, 
 when protection is needed, the best is not too good. The 
 McCskey Systems provide a protection which becomes insur- 
 ance to accounts. However, the strongest answer to the ques- 
 tion, “What can I do to insure the safe protection of my rec- 
 ords," lies in the following^ reference to the McCaskey Sys- 
 tems bearing the label of the Underwriters’ Laboratories : 
 
 “The McCaskey provides certified protection twenty-four 
 hours a day. Collapsing floors and falling walls, intense heat, 
 streams of water and chemicals — all can be dismissed as prac- 
 tically negligible dangers for records under McCaskey protec- 
 tion." 
 
 As fire protection to accounts takes the form of insurance 
 against loss due to fire, the expense of the McCaskey Systems 
 giving fire protection becomes the item of most importance 
 for a merchant to consider. A merchant does not figure the 
 cost of his other insurance policies over a period of years in a 
 lump sum, but on the basis of annual payments or premiums. 
 He pa3^s a certain sum for each $100.00 worth of stock he in- 
 sures. That amount might range anywhere from 25c or 50c per 
 hundred to as high as $3.00 or $3.50 per hundred each year. Con- 
 sequently, it is only reasonable in considering the purchase 
 of fire protection for accounts to determine the cost per year 
 over a period of years. Not only does this form a truer basis 
 on which to base his ability to buy, but it grants a very clear 
 comparison of McCaskey costs for account insurance with the 
 insurance companies’ costs for insurance or merchandise. 
 
 Tables are included here (see pages 243-247-248) wh'ch 
 make it a matter of a moment to figure the expense of a 
 McCaskey System giving fire protection, and to figure cost of 
 insurance on stock. These tables make possible the valuable 
 comparison mentioned above. 
 
 Twenty years is the period of time used in the Expense 
 Table as the base for figuring the expense of a McCaskey Sys- 
 
 240 
 
McCASKEY FIRE PROTECTION 
 
 tcm. Though the products will give equally effective protec- 
 tion and service over a much longer time, the twenty year 
 stretch is most practical for consideration of the system’s 
 value to an individual business. 
 
 The approximate price figures range from $200.00 to $800.00 
 which is more than the cost of the highest priced single credit 
 system unit the company lists. In the first column is the price 
 figure; in the second column the expense per year figure 
 (i-20th of the listed price) ; in the third column the expense 
 per month figure (l--12th the expense per year) ; and in the 
 fourth column the expense per day figure (l-30th the expense 
 per month). In presenting the insurance angle the expense 
 per year is all that is really important, however, the expense 
 per month and the expense per day break the cost down so re- 
 markably that it becomes a powerful selling point from the 
 angle of system advantages at low cost. 
 
 In the case of a merchant who is a prospect for a McCas- 
 key System on which the selling price is approximately $450.00 
 the table presents the $450.00 as the figure and shows in the 
 succeeding columns that the McCaskey System will cost ap- 
 proximately $22.50 per year, $1.88 per month, and 6 3/10 cents 
 per day. In another case the merchant is a prospect for a 
 system listed in the price list at $1050.00; one-half of this 
 amount is $525.00, a figure given in the table. It is simply 
 necessary to double the figures in the succeeding columns to 
 get the expense per year, per month and per day figures for 
 the $1050.00 system or $52.50 per year, $4.38 per month, 15c per 
 day. In the above cases the merchants would be paying $22.50 
 per year and $52.50 per year respectively for their credit ac- 
 count insurance in the installation of the McCaskey Systems 
 quoted. 
 
 Turn to the Insurance Table 
 
 Practically all merchants insure their merchandise and 
 this table makes it easy for the salesman to estimate the 
 amount of insurance necessary to insure an amount of mer- 
 chandise equal in value to his outstanding accounts. The value 
 of this information will appear below. 
 
 In the extreme left hand column are listed 31 rates cover- 
 ing a range from 25c per $100.00 to $3.50 per $100.00 for insur- 
 ance on stock or merchandise per year. The headings above 
 each column represent the amount or value of stock or mer- 
 chandise insured from $1000.00 to $50,000.00 at from $1000.00 to 
 $5000.00 and $10,000.00 intervals. By locating the intersection 
 of a row from left to right, (determined by the rate of insur- 
 ance paid), with an up and down column, (determined by the 
 value or amount of the merchandise to be insured) the table 
 makes it a simple matter to locate the figure which represents 
 the cost of the insurance per year. 
 
 For illustration: 
 
 If the insurance rate is $1.10 per $100.00 (a reasonable 
 rate) and a merchant buys insurance on $6000.00 worth 
 of merchandise, the insurance will cost him $66.00 per 
 year. 
 
 This insurance cost is obtained instantly by locating 
 the rate in the left hand column and moving to the right 
 
 241 
 
McCASKEY FIRE PROTECTION 
 
 along a horizontal line with the rate wanted until the 
 column is reached which is headed by the valuation of 
 merchandise wanted. The $1.10 rate was found as the 
 8th rate listed from the top, the $6000.00 in the 6th col- 
 umn to the right of the rate column. The $66.00 found 
 at the intersection is the cost per year for the insurance 
 on $6000.00 worth of merchandise at $1.10. 
 
 Take a rate not given — $92; in the insurance table such 
 a rate lies between $.87 1-2 and $1.00. What would be the year- 
 ly cost of insurance on $15,000.00 worth of merchandise? 
 
 Follow the $.87 1/2 line out to the $15,000 column. The 
 cost of the insurance at $.87 1/2 would be $131.25; the cost at 
 the next rate given ($1.00) would be $150.00. Therefore the 
 cost at $.92 would lie in between or approximately $140.00 
 which is close enough to make a very effective comparison 
 with the figures in the Expense Table on the expense of the 
 McCaskey over the twenty year period. 
 
 The following example will reveal the impressive compari- 
 son which the use of the two tables provides: 
 
 You are making effort to sell your prospect a McCaskey 
 account system at approximately $650.00. The Expense Table 
 gives you the information that the expense of the system 
 quoted on is $32.50 a year. 
 
 Your prospect tells you at your inquiry that he pays $1.10 
 per $100.00 for insurance on his merchandise and that his out- 
 standing accounts total $6000.00. 
 
 By reference to the Insurance Table you learn that in- 
 surance on $6000.00 worth of merchandise at $1.10 is $66.00 per 
 year; by reference to the Expense Table that the expense of a 
 McCaskey to protect his $6000.00 outstanding accounts is $32.50. 
 In other words he can obtain insurance for his accounts by 
 buying a McCaskey at less than one-half the amount he pays 
 for insurance on the same amount of merchandise. 
 
 Most merchants believe heartily in keeping their mer- 
 chandise insured. They would not think of overlooking the 
 renewal of their policy because they want to be protected. Yet 
 the^^ have not been able to get insurance on accounts and they 
 do not look at it in the same light. Accounts outstanding are 
 more valuable to the merchant than merchandise — they repre- 
 sent merchandise plus the profit earned. 
 
 When merchants are shown that they can obtain insurance 
 on their accounts and that that insurance, regardless of the 
 rate (which may be higher or lower than the $1.10 in the ex- 
 ample given) is possible at a cost per year remarkably more 
 reasonable than what they are now paying for insurance on 
 merchandise, they cannot fail to be aroused to the opportun- 
 ity open to them to insure their accounts — their merchandise 
 plus their profits for doing business. 
 
 Aothing in the possession of the merchant is more deserv- 
 ing of protection by insurance than accounts. When he is made 
 to see this salesmen who have something substantial to of- 
 fer in the line of protection, he is pointed directly to the 
 McCaskey Account System installation. 
 
 Through the advantage of the Expense and Insurance 
 Tables there is no figuring to be done in preparing and pre- 
 
 242 
 
McCASKEY FIRE PROTECTION 
 
 seiiting this argument for insurance — once the rate on mer- 
 chandise is known and the value of the accounts to be protect- 
 ed is given by the merchant the comparison between the ex- 
 pense of McCaskey protection and annual cost of insurance on 
 merchandise is quickly and forcibly made. 
 
 
 EXPENSE TABLE 
 
 
 Approx, 
 
 Price 
 
 Expense 
 Per Year 
 1/20 Price 
 
 Per Month 
 1/12 Yearly 
 Expense 
 
 Per Day 
 
 1/30 Monthly 
 Expense 
 
 200.00 
 
 10.00 
 
 .83 
 
 02. 8/10 
 
 215.00 
 
 10.75 
 
 .90 
 
 .03 
 
 235.00 
 
 11.75 
 
 .98 
 
 .03 3/10 
 
 250.00 
 
 12.50 
 
 1.04 
 
 .03 5/10 
 
 275.00 
 
 13.75 
 
 1.15 
 
 .03 8/10 
 
 300.00 
 
 15.00 
 
 1.25 
 
 .04 2/10 
 
 325.00 
 
 16.25 
 
 1.35 
 
 .04 5/10 
 
 350.00 
 
 17.50 
 
 1.46 
 
 .04 9/10 
 
 375.00 
 
 18.75 
 
 1.56 
 
 .05 2/10 
 
 400.00 
 
 20.00 
 
 1.67 
 
 .05 6/10 
 
 425.00 
 
 21.25 
 
 1.77 
 
 .05 9/10 
 
 450.00 
 
 22.50 
 
 1.88 
 
 .06 3/10 
 
 475.00 
 
 23.75 
 
 1.98 
 
 .06 6/10 
 
 500.00 
 
 25.00 
 
 2.08 
 
 .06 9/10 
 
 525.00 
 
 26.25 
 
 2.19 
 
 .07 3/10 
 
 550.00 
 
 27.50 
 
 2.29 
 
 .07 6/10 
 
 575.00 
 
 28.75 
 
 2.40 
 
 .07 9/10 
 
 600.00 
 
 30.00 
 
 2.50 
 
 .08 3/10 
 
 625.00 
 
 31.25 
 
 2.60 
 
 .08 7/10 
 
 650.00 
 
 32.50 
 
 2.71 
 
 .09 
 
 675.00 
 
 33.75 
 
 2.81 
 
 .09 4/10 
 
 700.00 
 
 35.00 
 
 2.92 
 
 .09 7/10 
 
 725.00 
 
 36.25 
 
 3.02 
 
 .10 1/10 
 
 750.00 
 
 37.50 
 
 3.13 
 
 .10 4/10 
 
 775.00 
 
 38.75 
 
 3.23 
 
 .10 8/10 
 
 800.00 
 
 40.00 
 
 3.33 
 
 .11 
 
 243 
 
McCASKEY FIRE PROTECTION 
 
 CAN YOU ANSV/ER THESE QUESTIONS 
 EFFECTIVELY? 
 
 1 — Why do we say — ^‘America is always on fire?’' 
 
 2 — What is the approximate fire loss in this country 
 annually? 
 
 3 — What three steps must you take to prepare your 
 prospect to sign a contract for McCaskey fire 
 protection ? 
 
 A — How many fires occur in a single year in the 
 United States? How frequently do they occur? 
 
 5 — What three agencies are responsible for fire? 
 
 6 — Namie 12 causes of fire as a result of the three ag- 
 encies given. 
 
 7 — Is a fireproof building sure protection against 
 fire? 
 
 8 — How long do most fires require the actual efforts 
 of firemen? 
 
 9 — What are some of the problems presented in com- 
 bating commercial fires? 
 
 10 — Name two or three staggering comparisons of 
 fire loss with other economic totals. 
 
 11 — What is the relation of record loss to property 
 destruction ? 
 
 12 — What are Dun’s figures on concerns unable to re- 
 sume business due to record loss? 
 
 13 — Repeat the clause in insurance policies which 
 shuts out accounts and records from insurance 
 protection. 
 
 14 — List in order of importance records necessary to 
 collection of insurance after a fire. 
 
 15 — How is a proof of fire loss obtained? Give an 
 example. 
 
 16 — What styles of McCaskey Systems give fire pro- 
 tection? 
 
 17 — Give details of McCaskey Safe Register construc- 
 tion which make it substantial as a fire protection 
 value. 
 
 18 — Name some severe tests of Safe Register protec- 
 tion. 
 
 19 — What McCaskey products bear the labels of the 
 Underwriters’ Laboratories? 
 
 20 — Picture in a brief description the beginnings of 
 the safe industry. 
 
 21 — How were safes first built? For what purpose? 
 
 244 
 
McCASKEY FIRE PROTECTION 
 
 22 — What brought about the change to modern safe 
 construction ? 
 
 23 — When did the testing of safes first take place? 
 
 24 — What three tests are now given? Describe each. 
 What is the difference between Class A and 
 Class B? 
 
 25 — What is the attitude of insurance companies to 
 McCaskey safes bearing the Underwriters' 
 Labels ? 
 
 26 — Give the substance of the “Iron Safe Clause." 
 
 27 — Are all tested safes equivalent as to fire protec- 
 tion values? 
 
 28 — Differentiate between Type I and Type II safes. 
 
 29 — Name six or more features of strength in McCas- 
 key Steel Safe construction. Describe each. 
 
 30 — ^Discuss McCaskey Steel Safe insulation. Why is 
 it successful? How is it mixed? 
 
 31 — What have been the experience of other safe 
 builders as regards insulation? 
 
 32 — What is tortional strain? How does the McCas- 
 key provide against damage in this way? Com- 
 pare with other safes. 
 
 33 — Why is the door joint of a safe important to pro- 
 tection? Discuss the McCaskey door joint. 
 
 34 — How does the McCaskey Safe meet the burglary 
 hazard ? 
 
 35 — How does a yegg attack a safe? 
 
 36 — What is the T-20 Label and what does it stand for? 
 
 37 — How do the Underwriters test a safe before 
 awarding the T-20 Label? 
 
 38 — What look does the McCaskey Safe have? What 
 is the significance of this? 
 
 39 — Summarize Old Line Safe and Cabinet Type Safe 
 advantages. Compare the McCaskey Steel Safe. 
 
 40 — What is the relation between McCaskey protec- 
 tion and insurance? 
 
 41 — On what basis is the expense of a McCaskey Sys- 
 tem giving fire protection considered? 
 
 42 — Explain the value of the Expense Table and the 
 Insurance Table in presenting the McCaskey as 
 account insurance. 
 
 43 — Is McCaskey account insurance a good value as 
 compared with the insurance offered on merchan- 
 dise? Compare them. 
 
 245 
 

McCASKEY FIRE PROTECTION 
 
 
 
 TALOX OP AC0017NT3 CARPJZD 
 
 Rata Par 
 $100 
 
 $1000 
 
 $2000 
 
 $3000 
 
 $4000 
 
 $5000 
 
 $6000 
 
 $7000 
 
 $6000 
 
 $9000 
 
 $10,000 
 
 $12,500 
 
 $15,000 
 
 $17,600 
 
 $20,000 
 
 $25,000 
 
 $30,000 
 
 $36,000 
 
 $40,000 
 
 $50,000 
 
 $ .26 
 
 2.60 
 
 6.00 
 
 7.50 
 
 10.00 
 
 12.50 
 
 15.00 
 
 17.50 
 
 20.00 
 
 22.50 
 
 25.00 
 
 31.25 
 
 37,50 
 
 43.75 
 
 60.00 
 
 62,50 
 
 75.00 
 
 87.50 
 
 100.00 
 
 125.00 
 
 .37i 
 
 3.75 
 
 7.50 
 
 11.25 
 
 15.00 
 
 18.76 
 
 22.60 
 
 26.25 
 
 30,00 
 
 33.76 
 
 37.50 
 
 46.88 
 
 56.25 
 
 65.63 
 
 75.00 
 
 93.75 
 
 112.50 
 
 131.25 
 
 150.00 
 
 187.50 ' 
 
 .50 
 
 6.00 
 
 10.00 
 
 15.00 
 
 20.00 
 
 26.00 
 
 30.00 
 
 35.00 
 
 40.00 
 
 45.00 
 
 50.00 
 
 62.50 
 
 75.00 
 
 87.50 
 
 100.00 
 
 125.00 
 
 160.00 
 
 175.00 
 
 200.00 
 
 250.00 
 
 .62i 
 
 6.25 
 
 12.50 
 
 18.75 
 
 25.00 
 
 31.25 
 
 37.50 
 
 43.75 
 
 5o;oo 
 
 56.25 
 
 62.50 
 
 78,13 
 
 93.75 
 
 109.38 
 
 125.00 
 
 156.26 
 
 137.50 
 
 218.75 
 
 250.00 
 
 312.50 
 
 .76 
 
 7.50 
 
 15.00 
 
 22.50 
 
 30.00 
 
 37.50 
 
 46.00 
 
 62.50 
 
 60.00 
 
 67.50 
 
 75.00 
 
 93.75 
 
 112.50 
 
 131.25 
 
 150.00 
 
 187.50 
 
 225.00 
 
 262.50 
 
 300.00 
 
 375.00 
 
 .87i 
 
 8.75 
 
 17.50 
 
 26.26 
 
 35.00 
 
 45.75 
 
 52.60 
 
 61.25 
 
 70.00 
 
 78.75 
 
 87.50 
 
 109.38 
 
 131.25 
 
 163.13 
 
 175.00 
 
 218.75 
 
 262.50 
 
 306.35 
 
 350.00 
 
 437,50 
 
 1.00 
 
 10.00 
 
 20.00 
 
 30.00 
 
 40.00 
 
 50.00 
 
 60.00 
 
 70.00 
 
 80.00 
 
 90,00 
 
 100.00 
 
 125.00 
 
 150.00 
 
 175.00 
 
 200.00 
 
 250.00 
 
 300.00 
 
 350.00 
 
 400.00 
 
 500.00 
 
 1.10 
 
 11.00 
 
 22.00 
 
 33.00 
 
 44.00 
 
 65.00 
 
 66.00 
 
 77.00 
 
 88.00 
 
 99.00 
 
 110.00 
 
 1S7;50 
 
 165.00 
 
 192.50 
 
 220,00 
 
 276.00 
 
 330.00 
 
 386.00 
 
 440.00 
 
 550.00 
 
 1.90 
 
 12.00 
 
 24.00 
 
 36.00 
 
 48.00 
 
 60.00 
 
 72.00 
 
 84.00 
 
 96.00 
 
 108.00 
 
 120.00 
 
 160.00 
 
 180.00 
 
 210.00 
 
 240.00 
 
 300.00 
 
 360.00 
 
 420.00 
 
 480.00 
 
 600.00 
 
 1.25 
 
 12.60 
 
 25.00 
 
 37.50 
 
 60.00 
 
 62.50 
 
 76.00 
 
 87.60 
 
 100.00 
 
 112.50 
 
 125.00 
 
 166.25 
 
 187,60 
 
 213.75 
 
 250.00 
 
 312,50 
 
 375.00 
 
 437.50 
 
 600.00 
 
 625.00 
 
 1.30 
 
 13.00 
 
 26.00 
 
 39.00 
 
 52.00 
 
 65.00 
 
 78.00 
 
 91.00 
 
 104.00 
 
 117.00 
 
 130.00 
 
 162.50 
 
 195.00 
 
 227.50 
 
 260,00. 
 
 325.00 
 
 390.00 
 
 455.00 
 
 520.00 
 
 650.00 
 
 1.40 
 
 14.00. 
 
 28.00 
 
 42.00 
 
 56.00 
 
 70.00 
 
 84.00 
 
 98.00 
 
 112.00 
 
 126.00 
 
 140.00 
 
 175.00 
 
 210,00 
 
 246.00 
 
 280.00 
 
 350.00 
 
 420.00 
 
 490.00 
 
 560.00 
 
 700.00 
 
 1.60 
 
 15.00 
 
 30.00 
 
 46.00 
 
 60.00 
 
 75.00 
 
 90.00 
 
 105,00 
 
 120.00 
 
 135.00 
 
 150.00 
 
 187.50 
 
 225.00 
 
 262.50 
 
 300.00 
 
 375.00 
 
 450.00 
 
 525.00 
 
 600.00 
 
 750.00 
 
 1.60 
 
 16.00 
 
 32.00 
 
 48.00 
 
 64.00 
 
 80.00 
 
 96.00 
 
 112.00 
 
 128.00 
 
 144.00 
 
 160.00 
 
 200.00 
 
 240.00 
 
 280.00 
 
 320.00 
 
 400,00 
 
 480,00 
 
 660.00 
 
 640.00 
 
 800.00 
 
 1.70 
 
 17.00 
 
 34.00 
 
 51.00 
 
 68.00 
 
 85.00 
 
 102.00 
 
 U9.00 
 
 136.00 
 
 153.00 
 
 170.00 
 
 212.50 
 
 255.00 
 
 297.50 
 
 340.00 
 
 426.00 
 
 610.00 
 
 695.00 
 
 660.00 
 
 850.00 
 
 1.75 
 
 17.50 
 
 35.00 
 
 52.50 
 
 70.00 
 
 87.50 
 
 105.00 
 
 122.50 
 
 140.00 
 
 167i60 
 
 176.00 
 
 218.75 
 
 262.50 
 
 506.25 
 
 350.00 
 
 437.50 
 
 525.00 
 
 612.50 
 
 700.00 
 
 675.00 
 
 l.QO 
 
 18.00 
 
 36.00 
 
 54.00 
 
 72.00 
 
 90.00 
 
 108.00 
 
 126.00 
 
 144.00 
 
 162.00 
 
 180.00 
 
 225.00 
 
 270.00 
 
 315.00 
 
 360,00 
 
 460.00 
 
 540.00 
 
 630.00 
 
 '120.00 
 
 900.00 
 
 1.90 
 
 19.00 
 
 38.00 
 
 57.00 
 
 76.00 
 
 95.00 
 
 114.00 
 
 133.00 
 
 162.00 
 
 171.00 
 
 100.00 
 
 237.50 
 
 285.00 
 
 532.50 
 
 380.00 
 
 475.00 
 
 670.00 
 
 665.00 
 
 750.00 
 
 950.00 
 
 2.00 
 
 20.00 
 
 40.00 
 
 60.00 
 
 80.00 
 
 100.00 
 
 120.00 
 
 140.00 
 
 160.00 
 
 180.00 
 
 200.00 
 
 250.00 
 
 300.00 
 
 560.00 
 
 400.00 
 
 600.00 
 
 600.00 
 
 700.00 
 
 800.00 
 
 1000.00 
 
 2.10 
 
 21.00 
 
 42.00 
 
 63.00 
 
 84.00 
 
 106.00 
 
 126.00 
 
 147.00 
 
 168.00 
 
 189,00 
 
 210.00 
 
 262.50 
 
 315.00 
 
 367.50 
 
 420.00 
 
 525.00 
 
 630.00 
 
 735.00 
 
 840.00 
 
 1060.00 
 
 2.26 
 
 22.50 
 
 45.00 
 
 67.50 
 
 90.00 
 
 112.50 
 
 135.00 
 
 157,50 
 
 180.00 
 
 202.50 
 
 225.00 
 
 281.25 
 
 337.50 
 
 393.75 
 
 460.00 
 
 602.50 
 
 675.00 
 
 787.60 
 
 900.00 
 
 1125.00 
 
 2.37i 
 
 23.75 
 
 47.50 
 
 71.25 
 
 95.00 
 
 119.75 
 
 142.50 
 
 166.25 
 
 190.00 
 
 213.75 
 
 237.50 
 
 296.88 
 
 356.25 
 
 415.63 
 
 475,00 
 
 593,7« 
 
 712.50 
 
 831.25 
 
 950.00 
 
 1187.60 
 
 2.50 
 
 26.00 
 
 60.00 
 
 76.00 
 
 100.00 
 
 126.00 
 
 150.00 
 
 176.00 
 
 200,00 
 
 225.00 
 
 250,00 
 
 312.60 
 
 375.00 
 
 437.60 
 
 600.00 
 
 625.00 
 
 750.00 
 
 875.00 
 
 1000.00 
 
 1250.00 
 
 2.62^ 
 
 26.26 
 
 52.50 
 
 78.75 
 
 105.00 
 
 131.25 
 
 157.60 
 
 1S3.76 
 
 210.00 
 
 236.26 
 
 282.50 
 
 328.13 
 
 393.76 
 
 459.58 
 
 626.00 
 
 656.25 
 
 787.50 
 
 918.75 
 
 1050.00 
 
 1312.50 
 
 2.75 
 
 27.50 
 
 55.00 
 
 82.50 
 
 110.00 
 
 137.60 
 
 166.00 
 
 192.50 
 
 220.00 
 
 247.50 
 
 275.00 
 
 343.75 
 
 412.60 
 
 481.25 
 
 550.00 
 
 687.50 
 
 825.00 
 
 962.50 
 
 1100.00 
 
 1375.00 
 
 2.87i 
 
 28.75 
 
 67.50 
 
 86.25 
 
 115.00 
 
 143.75 
 
 172.50 
 
 201.26 
 
 230.00 
 
 258.76 
 
 287.50 
 
 359.38 
 
 429.25 
 
 603.15 
 
 575.00 
 
 718,76 
 
 862.50 
 
 1006.25 
 
 1150.00 
 
 1437.50 
 
 3.00 
 
 30.00 
 
 60.00 
 
 90.00 
 
 120.00 
 
 150.00 
 
 180.00 
 
 210.00 
 
 240.00 
 
 270,00 
 
 300.00 
 
 376.00 
 
 460.00 
 
 525a00 
 
 600.00 
 
 760.00 
 
 900.00 
 
 1050,00 
 
 1200.00 
 
 1609.00 
 
 3.12i 
 
 31.25 
 
 62.60 
 
 93.75 
 
 125.00 
 
 156.26 
 
 • 187.60 
 
 217.76 
 
 260.00 
 
 281.25 
 
 312.50 
 
 390.63 
 
 468.75 
 
 546.88 
 
 625.00 
 
 781.26 
 
 937.50 
 
 1093.75 
 
 1250.00 
 
 1562.50 
 
 3.26 
 
 32.50 
 
 65.00 
 
 97.50 
 
 130.0O 
 
 162.60 
 
 195.00 
 
 227.60 
 
 260.00 
 
 292.50 
 
 326.00 
 
 406.25 
 
 487.60 
 
 568.76 
 
 650.00 
 
 812.50 
 
 975.00 
 
 1157.50 
 
 1300.00 
 
 1625.00 
 
 _233Zi_ 
 
 33.75 
 
 67.60 
 
 101.26 
 
 135.00 
 
 168.76 
 
 202.50 
 
 236.25 
 
 270,00 
 
 303,75 
 
 337.50 
 
 421.88 
 
 506.25 
 
 590.63 
 
 675.00 
 
 843.75 
 
 1012.50 
 
 1181.26 
 
 1350.00 
 
 1687.50 
 
 3.60 
 
 36.00 
 
 70.00 
 
 105.00 
 
 140.00 
 
 175.00 
 
 210.00 
 
 245.00 
 
 280.00 
 
 315.00 
 
 350.00 
 
 437.50 
 
 525.00 
 
 612.50 
 
 700.00 
 
 875.00 
 
 1050.00 
 
 1225.00 
 
 1400.00 
 
 1750.00 
 
 INSURANCE TABLE 
 
 This table makes it easy to obtain or estimate quickly what a merchant 
 would have to pay for insurance on his accounts, if he could get such insur- 
 ance at the same rate he pays for insurance on merchandise. A comparison 
 of such a cost with the expense of the McCaskey Account System as deter- 
 mined from the Expense Table develops a powerful selling argument on an 
 insurance basis for the McCaskey installation. 
 
 247-248 
 
McCASKKY SPEKD CASH REGISTERS 
 
 Chapter V 
 
 McCaskey SPEED Cash Registers 
 
 With increasing momentum through several decades the 
 idea of the cash register has been accepted by the commercial 
 public. Recognition of the need for such equipment and the 
 importance to business of filling that need has developed to 
 such a point today that a cash register is considered almost a 
 staple commodity in the light of necessary equipment for any 
 business handling cash. The situation has reached the point 
 where it may be said with finality that every retail business 
 has need for a cash register of some k.nd. From the smallest 
 of peanut, pop corn or soft drink stands to the largest of the 
 great department stores the cash register is a necessity. It is 
 accepted as necessary before any other equipment because it 
 is the controlling factor in handling the cash income from 
 sales, the money which means profit if accurately and intel- 
 gently looked after. 
 
 Consequently an enormous field for cash registers has 
 been opened up. It is a field which creates thousands of cash 
 register prospects in every territory. It is a field in which 
 the demand is already present, in which it is not necessary to 
 go far toward selling the cash register idea, but a field in 
 which a superior cash register product may be sold oji the 
 strength of its own surpassing advantages. 
 
 The McCaskey SPEED Cash Register has been designed 
 to complete the McCaskey Register Company’s line of cash 
 register products to the extent that some one of the McCaskey 
 cash registers or cash register systems can be installed to meet 
 the needs of each business. With the inclusion of the McCas- 
 key “Speed” line of cash registers, McCaskey products become 
 a line for mass distribution. The McCaskey SPEED Cash 
 Register is a product for the masses, to meet the needs of the 
 masses for the very services which it is designed to render. 
 
 The McCaskey SPEED Cash Register is a simply devised 
 total adding cash register. It registers sales amounts re- 
 ceived and accumulates the total. It indicates the amount reg- 
 istered, provides a cash drawer for holding and protecting 
 money and a bell to tell when the register is being operated. 
 It includes “Customer” and “No Sale” counters so that the 
 number of customers served or the transactions handled 
 through the cash register can be determined and used to ad- 
 vantage by the owner or manager of the business. 
 
 This “Speed” cash register line is designed to meet an en- 
 tirely different need than the A-B-C line of McCaskey Cash 
 Registers. It is designed to take care of the thousands of 
 businesses which recognize the importance of a check on the 
 money taken in on sales, and of protection against mistakes, 
 
 301 
 
McCASKEY SPEED CASH REGISTERS 
 
 carelessness and temptation in the handling of money, with- 
 out complete system advantages. It is designed to take care 
 of that immense group of stores in every territory where there 
 is a need for an additional register or several additional reg- 
 isters to serve the purpose of separating the sales of special 
 departments and at the same time give improved service by 
 making possible the handling of the sale complete and the 
 making of change at the counter or department concerned. 
 
 The small peanut, pop corn or soft drink stand; the shoe 
 shine parlor, the small sandwich shop, barbecue, confectionery 
 or restaurant ; the bakery, cigar stand, news depot and many, 
 many additional lines of small businesses fall into the class of 
 prospect for which the ‘‘Speed” line was designed. Also there 
 is the strong department record need of stores where condi- 
 tions should demand a segregation, such as the cigar depart- 
 ments, the soda fountains, confectionery and notions depart- 
 ments, meats and groceries, accessories, etc. Here is a sweep- 
 ing field of opportunity for the “Speed” line. 
 
 The “Speed” line has been developed to meet present da}^ 
 needs for a line of straight, total adding cash registers that 
 are better built, more rugged in construction and more speed- 
 ily operated than any other type of registers on the market. 
 
 This test is answered by the McCaskey SPEED Cash Reg- 
 ister in a most satisfactory and conclusive way. It is manu- 
 factured on a new principle of construction for cash registers, 
 a principle which has been thoroughly tried and tested before 
 acceptance for the McCaskey SPEED Cash Register. This 
 principle, known as the single operating key principle, carries 
 the whole force of McCaskey superiority. It is responsible for 
 speed in operation of the machine, ease of operation, simpli- 
 city of manufacture, fewer parts, less chance to go wrong and 
 quick repair in case of mechanical difficulties. 
 
 The patented construction of the McCaskey SPEED Cash 
 Register eliminates many of the working parts of older mod- 
 els of cash registers. Complicated mechanism has been re- 
 placed by the single operating key principle. The reduction 
 in the number of working parts has meant a corresponding re- 
 duction in the number of wearing points. This factor com- 
 bines with other features of the register to make for a sim- 
 pler, quicker and more accurate operation. 
 
 By the simple pressing down of the single operating ^key, 
 a transaction is registered. At the same time the amount of 
 the sale is added upon a concealed total adding counter and 
 indicated publicly, the cash drawer is opened, the bell rings 
 and another operation of the machine is registered on a ‘Cus- 
 tomer^ counter. At each operation the amount of the sale is 
 added into the totals carried on the adding wheels under the 
 shutter. A penny set-up key, dollar set-up key or ten dollar 
 set-up key (according to style of register,) is brought into use 
 by the aid of indexes to designate the amount to be registered. 
 Amounts from 5c to 95c inclusive, in 5c multiples, are regis- 
 tered on all styles by the simple use of the single operating 
 key and index. 
 
 The McCaskey SPEED Cash Register is a one-hand op- 
 erated machine. 
 
 The McCaskey SPEED Cash Register is protection 
 
 302 
 
McCASKEY SPEED CASK REGISTERS 
 
 against mistakes by virtue of its single operating key, penny 
 and dollar set-up keys and indexes. McCaskey visibility is ful- 
 ly preserved in the designing of the register. 
 
 Because the iVicCaskey SPEED Cash Register renders 
 service at a saving of time over other cash registers it de- 
 velops a leading claim for attention. The factors of mechan- 
 ical simplicity, increased sturdiness and low original invest- 
 ment add to the advantages establishing the product as a prac- 
 tical service-giving equipment. 
 
 Features of large, high priced cash registers which are 
 •both impractical and unnecessary for the classes of business 
 mentioned, have been avoided. The tape printer -with limited 
 information, and the check throwing devices, together with 
 similar features often referred to as “red tape” have been 
 eliminated. Yet the McCaskey SPEED Cash Register con- 
 tains every fundamental principle which this large field of mer- 
 chant prospects finds it practical and profitable to put to use. 
 
 Because of its simplicity and its full approach to the mer- 
 chant’s needs without unnecessary features, the McCaskey 
 SPEED Cash Register offers splendid opportunities for sales 
 upon first calls upon merchants. It lends itself to a brief ap- 
 proach with power to gain attention and interest quickly. Its 
 speed and ease of operation draw prompt recognition of its 
 leading features of superiority. It lends itself, in many cases, 
 through its superior features to getting a hearing that will 
 ultimately result in a demonstration and sale of the more com- 
 plete systems, the A-B-C line of registers, and consequentlj'^ a 
 larger volume of S3^stem business. 
 
 Just as the McCaskey Systems of the past have presented 
 unquestionably the greatest system proposition to be obtained 
 from the standpoint of money value, so the McCaskey SPEED 
 Cash Register joins the McCaskey group of products, giving 
 in its field more value per dollar than any other register. Be- 
 cause of the vastness of the field, the demand for cash regis- 
 ters of this type and the superiority of the McCaskey SPEED 
 Cash Register over others, the line of McCaskey SPEED Cash 
 Registers becomes at once a parallel in prominence with the 
 line of AdcCaskey Credit Registers, McCaskey Cash Register 
 Systems and McCaskey Sales Books. 
 
 Following in this chapter will be found methods of dem- 
 onstrating the “Speed” line, answers to the objections faced 
 in presenting it and arguments which have proven effective in 
 overcoming general resistance to buying such equipment. 
 
 PREPARATION FOR THE DEMONSTRATION 
 
 The McCaskey SPEED Cash Register should be demon- 
 strated from a sample. That is the opportunity to accomplish 
 the one-call sale and save time in obtaining contracts. The 
 merchant’s interest is intensified and easier to hold when the 
 article is before him. 
 
 Those whose experience is greatest in the sale of low 
 priced cash registers, emphasize universally the importance of 
 \ demonstrating to non-users of cash registers with the use of 
 
 actual money. In this way the register is enabled to do its 
 work exactly as it will do it in a business and to establish 
 finally its speed qualifications and other features mentioned 
 in the approach — in other words prove itself in fact. The 
 
 303 
 
McCASKEY SPEED CASH REGISTERS 
 
 use of actual cash is the only way in which you can clearly 
 prove that the cash received and the money paid out are all 
 accounted for without the attachment to the register of ex- 
 pensive features to handle them. 
 
 $3.07 in change, carried at all times for the sole purpose 
 of use in demonstrating the McCaskey SPEED Cash Register, 
 will supply your needs. 
 
 Demonstrating money should be in the following denom- 
 inations to make your demonstration smooth: 
 
 Two one dollar bills (or silver dollars) 
 
 One half dollar 
 
 One quarter 
 
 Three dimes 
 
 Two pennies 
 
 With the sample cash register located properly (if pos- 
 sible, where it can be used to best advantage when installed) 
 and with investigation to make sure that all necessary sup- 
 plies are in the cash drawer and the register is reset to zero, 
 you are ready to demonstrate. 
 
 Circumstances will guide you in many cases and make un- 
 necessary certain parts of the following demonstration; how- 
 ever, this demonstration presents the features of cash register 
 use, etc., in a logical and proper order and should be learned 
 to make for confident assurance in presenting the product. 
 
 THE APPROACH TO THE DEMONSTRATION 
 
 “Mr ...., you will see something entirely new in 
 
 looking for the first time at the McCaskey SPEED Cash Reg- 
 ister line. Here is an equipment you are not accustomed to 
 seeing. To build a cash register to meet your practical needs 
 today, to give you at low cost an advanced mechanical regis- 
 ter, we have worked along the lines of simplifying and 
 strengthening by reduction of parts and increase of speed in 
 operation. Naturally the result is something entirely differ- 
 ent. 
 
 “This is a simply devised total adding cash register. True 
 — it has the general appearance of cash registers as you think 
 of them, but its principle is entirely different. Parts have 
 been eliminated — the mechanism has been simplified — fast 
 action has been developed — and greater endurance in service 
 has been assured because we have found a simpler, better way 
 to build a present day model of cash register. 
 
 “Mr the orthodox style of cash register was 
 
 fine when put on the market over forty years ago. But can 
 we do business today as we did then? Most assuredly not! We 
 must look for and expect changes — changes perhaps as great 
 in principle of construction, appearance and working advan- 
 tage as the startling change which has occurred in the last 
 twenty-five years when first the established, accepted horse 
 and buggy transportation gave way to the motor car — chang- 
 es as great as are again revealed in the amazing swing in our 
 own day from the motor car to speedier travel by air so surely 
 becoming an accepted reality. 
 
 “Quite naturally, then, this better cash register is better 
 because of changes over old models. It is quicker to operate 
 
 304 
 
McCASKEY SPEED CASH REGISTERS 
 
 and quickness in serving trade today, when competition is so 
 keen, is required — and quickness is one of the most import- 
 ant elements we can build into such a register. We have 
 therefore built speed into the McCaskey as an element of first 
 importance. 
 
 “We have purposely avoided ‘red tape’ attachments which 
 you do not need or require and which, if included, you would 
 not continue to use, but which you must pay for ; yet the 
 McCaskey SPEED Cash Register furnishes all the informa- 
 tion and protection you will require to get practical and prof- 
 itable service. 
 
 “Accuracy is as important as speed and practical opera- 
 tion. Accuracy is an outstanding feature of the new McCas- 
 key product. 
 
 THE DEMONSTRATION 
 
 “The purpose of a cash register, Mr , is to so 
 
 place a check on your cash as to prevent mistakes, enforce 
 carefulness in handling your money, stop losses, remove the 
 constant temptation of uncounted money always present where 
 just a common cash drawer is used, and to furnish you with a 
 quick and dependable means of balancing cash and knov/ing 
 flow much money is coming to you, thereby increasing the net 
 profits in your store. 
 
 “It must be accurate, speedy and easy to operate. 
 
 “The McCaskey SPEED Cash Register does all these 
 things and accomplishes them in a very simple manner. 
 
 “This is called the Operating Key of the register, because 
 by pressing it down the ^ale is registered. 
 
 “By pressing it down we accomplish the following things: 
 
 1st — It rings a bell or alarm, calling attention of 
 everyone that a sale is being registered, or that the 
 drawer is being opened. 
 
 2nd — The indicators here at the top of the regis- 
 ter show you how much money has been registered. 
 
 The indicators showing the last sale or registration 
 are always in sight. 
 
 3rd — The amount of each sale is added upon the 
 total adding counter, which is invisible to anyone but 
 the proprietor. Please observe that a shutter operated 
 by a lock and key covers the counter completely. 
 
 4th — The ‘Customer’ and ‘No Sale’ counters here 
 show that either another customer has been served or 
 that a ‘No Sale’ transaction has been made. These 
 counters too are covered by a shutter operated by a 
 lock and key. 
 
 5th — The cash drawer Is opened automatically to 
 receive the money for you. 
 
 6th — The register mechanism is restored to posi- 
 tion, ready to register the next sale. 
 
 “In addition to operating the register, this operating key 
 also selects and registers all sales in 5c and 10c denominations, 
 which are so frequently made. 
 
 305 
 
McCASKSY SPEETD CASH HEGISTERS^ 
 
 “This index shows all the sales in 5c and 10c denomina- 
 tions up to 95c and a ‘No Sale’ position. By moving the op- 
 erating key to any one of these positions and pressing, it dowiv 
 it will register the sale quickly and accurately. 
 
 ‘Tf placed at the ‘No Sale’ position, it will open the cash, 
 drawer, ring the bell, indicate that no money was registered 
 and add ‘T on the ‘No Sale’ counter. At the same time ‘1’ is- 
 added on the ‘Customer’ counter which registers each time 
 the register is operated and the cash drawer is opened. 
 
 “Please observe this — by subtracting the total in the ‘Na 
 Sale’ counter at any time from the total in the ‘Customer’’ 
 counter you have information on the number of customers 
 served. In this way the McCaskey tells you daily how many 
 customers you have served. 
 
 “Now, Pm going to let you operate it. Suppose I spent 
 35c with you. Pet’s see you register 35c. Move the operating 
 key to 35c — now press it down — all the way — that’s it. 
 (Place quarter and dime in the cash draw^er and close it.) 
 
 “Now what have you done? 
 
 “You rang the bell announcing that you had registered a 
 sale. The indicator, here, shows that 35c is the amount you 
 registered. 
 
 “You added the 35c here, on the adding wheels, and the 
 ‘Customer’ counter indicates here that one customer has been 
 served. (Show him.) You opened the cash drawer to receive 
 the 35c and the register is automatically restored, ready to 
 register the next sale, and the money is locked up in a safe 
 place. 
 
 “In addition, Mr. all sales from 5c to 95c (in 5c 
 
 multiples) are indicated upon but one indicator; whereas, all 
 sales in 5c multiples ending in 5 require two indicators upon 
 all similar registers upon which penny sales can be registered. 
 
 “This 35c is much plainer than if it were shown as 30c and 
 5c, or by two indicators, as shown on other registers. 
 
 “Now register 50c. (Place half dollar in cash drawer and 
 close it). You will see on the adding wheels, 85c, (Show him) 
 the 50c sale having been added to the previous sale. 
 
 “When you open the cash drawer you must show by the 
 indicator why you opened the drawer, how much money you 
 registered; and that amount has been added under lock and 
 key, and ‘1’ has been added upon the ‘Customer’ counter, if a 
 cash sale, or ‘P is added on the ‘No Sale’ counter if the drawer 
 has been opened for some other reason. 
 
 “Your cash is always added and kept totaled up for you, 
 thus giving you a quick balance on your money. 
 
 “On sales of one dollar or over, this dollar set-up key sets 
 the mechanism to register and indicate the dollars. On sales 
 amounts ending in 1, 2, 3, 4, 6, 7, 8 and 9 cents this penny set-up 
 key sets the mechanism to register and indicate pennies. 
 (Point to these set-up keys as you mention them.) 
 
 “This ‘X’ position on the index which directs the Single 
 Operating Key, at the extreme right, is the position on which 
 the Operating Key is set when the amount registered is fully 
 determined by the penny or dollar set-up keys. 
 
 306 
 
■MxiCASKEY SPEED CASPI REGISTERS 
 
 “To register a sale of $122, pull the dollar set-up key to 
 $1 ; notice that click; you could tell it was set for $1, even in 
 the dark by that one click. Pull the penny set-up key to -2c. 
 Notice two clicks. Now preas the Operating Key at 20c. 
 
 “$122 is shown on the indicators, and has been added upon 
 the total adding counter. (Place one dollar, two dimes and 
 two pennies in the cash drawer and close it.) 
 
 “These two keys (the dollar and penny set-up keys) and 
 the Single Operating Key, do the work of twenty or more 
 keys on older types of cash registers. That means just twenty 
 or more fewer keys, to say nothing of the numerous other 
 parts and connections between such keys and the adding and 
 indicating mechanism. 
 
 “You know, and I know, that the fewer parts in any mech- 
 anism, the better off the user is. There are less wearing 
 points, less repairs and longer durability, 
 
 “This principle of construction allows us to use the very 
 •best materials that money and experience can buy ; t employ 
 the highest type of skilled workmen, and still maintain a low 
 selling price to our customers, 
 
 “Mistakes in change cost money, 
 
 “The indicators aid you in making change and prevent 
 mistakes, because they keep before you the amount of the 
 sale just registered, and by using the indication to build up 
 to the amount of money given you by your customer, you can 
 be interrupted and go right back where you left off, without 
 the chance of mistake that occurs where no such guide is at 
 hand. 
 
 “Suppose on a 63c sale, the customer handed you a dollar, 
 ^Register 63c, allowing the drawer to remain open, and hold- 
 ing the dollar in your left hand). 
 
 “After registering the sale, some one interrupts you and 
 takes your mind completely off the transaction. When the in- 
 terruption is over you look at the indicators, 63c, and count 
 out the change — 2 makes 63, 10 is 75, and 25c is $1. (Take the 
 change out of the drawer with your right hand, placing it as 
 you count it in the left hand or on top of the $1 bill or along- 
 side the silver dollar, whichever you use,) Place the $1 in the 
 drawer, close it and count the change out to your customer the 
 same way : 63 and 2 is 65, and 10 is 75, and 25 is $1. 
 
 “You can readily see hov/ such a guide would make mis- 
 takes in change almost impossible. 
 
 “You may have noticed that you can register any amount 
 on this register with one hand, leaving the other free to hold 
 the merchandise which you have wrapped up or are going to 
 wrap just as soon as the money is registered. 
 
 “You cannot do this on older types of registers having 
 numerous keys, both hands being necessary to register them. 
 
 Money Paid Out 
 
 “When money is paid out, sa 3 ^ 50c, talce this ‘‘Paid Out’ pad, 
 date it, show to whom you paid, by whom, what for and the 
 amount (SOc). Open register on ‘No Sale’ position placing 
 
 307 
 
McCASKEY SPEEI> CASH REGISTERS 
 
 Taid Out’ slip in cash drawer to take the place of the money 
 paid out. 
 
 “Ail cash received being accounted for, this record must 
 be made or your cash balance at night will show a shortage of 
 the amount you paid out. 
 
 “This makes everyone careful in making proper records 
 of money paid out and furnishes a simple and quick method of 
 balancing your cash. 
 
 Balancing 
 
 “Now, how much money have we in the cash drawer, 
 
 Mr ? 
 
 (He will usually say that he does not know. If he is an 
 open-cash-drawer-merchant, here is a splendid opportunity to 
 drive home a strong selling argument.) “When only a few 
 sales have been registered and only one paid out, if you can- 
 not tell how much money is in the drawer, and can only guess 
 at it, how much less you know about how much should be in 
 3^our present cash drawer after an entire day’s sales are in it 1 
 
 “Net’s balance up and see what we should have. (Press the 
 Single Operating Key on the ‘No Sale’ position.) 
 
 “Plow much were our cash sales, Mr ? (Make 
 
 him read the total adding counters and tell you.) $2.70. After 
 copying this amount we can reset the register by using this 
 reset key, which turns the adding wheels to zero. (Do it.) 
 
 “This shutter or control key operates the shutters which 
 cover the total adding counter and customer and no sale coun- 
 ters, and the shutters which cover the slots for the reset keys 
 for these counters, and is for your protection. The total add- 
 ing counter and customer and no sale counters are invisible 
 to everyone but yourself, Mr. 
 
 “This special counter is also for your protection. (Point 
 to it.) Watch it count ‘1’ when I cover the total adding 
 counter and the customer and no sale counters. (Do it.) It 
 now shows 184. (Or whatever number is shown.) 
 
 “This control counter is better than the combination lock 
 on a safe or a Yale key. If I obtained the combination to your 
 safe or a duplicate Yale key to your store, I could enter them 
 many times without your finding it out. But even if I had a 
 duplicate of your control key, I could not use it once without 
 your finding it out. You could be absent several days, and if, 
 when you left, this counter showed 184, and when you returned 
 it still showed 184, you would know that no one had tampered 
 with your register while you were away. 
 
 “This protects you by giving you personal control over 
 your records, and by removing temptation to tamper with 
 them. 
 
 “Subtracting the money paid out, as shown on this slip, 
 
 50c, leaves a balance of $2.20 that should be in the cash drawer. 
 
 “You count it, Mr. Just $2.20. That proves we ( 
 
 have made no errors in making change or in paying out money. 
 
 “You have here a record from which you can tell how 
 many sales were made, how many customers were served and 
 
 308 
 
McCASKEY SPEED CASH REGISTERS 
 
 how many times the register was operated for other purposes 
 than for making sales. This ‘Customer’ counter, here, adds 
 T’ each time the register is operated. Also, this ‘No Sale’ 
 counter, here, adds ‘T each time the register is operated on the 
 ‘No Sale’ position. You can quickly obtain the total number 
 of cash customers served by simply subtracting the total 
 on the ‘No Sale’ counter from the total on the ‘Customer’ 
 counter. 
 
 “You notice here, we have a total of 12 on the ‘Customer’ 
 counter, and 4 on the ‘No Sale’ counter — that indicates at 
 once that the register was used 12 times but that 4 of these 
 times no amount was registered, therefore the register was 
 operated 8 times to serve cash customers and 4 times for other 
 purposes such as paid out transactions and the like. Should 
 you wish, you could request your clerks to make a record and 
 put a slip in the cash drawer each time the ‘No Sale’ operation 
 IS made so that you can know just why the register was 
 opened when no sales were made. 
 
 “These counters tell you if business is improving and 
 whether increasing volume of business is being gained by 
 serving a larger group of customers or whether by selling 
 more to your customers at the time of each purchase than be- 
 fore. You’ve no doubt heard it said — ‘Old customers pay the 
 rent, but new customers supply the profits.’ The McCaskey 
 SPEED Cash Register tells you whether or not you are de- 
 veloping trade through new customers and thereby working 
 toward greater profits. This knowledge of the condition of 
 your trade from month to month, season to season or year to 
 year is of real importance in aiding 3^ou to know what steps 
 to take to build your business, and what steps test out as 
 profitable on the cold ‘two and two makes four’ basis of 
 whether or not you are increasing the number of customers 
 buying in your store.” 
 
 Charge Sales and Received on Account Amounts 
 
 (NOTE TO SALESMAN: If your prospect makes no 
 charge sales, then received on account transactions do not en- 
 ter into his business, or the portion of it served by the 
 McCaskey SPEED Cash Register. All reference to charge 
 sales and received on account transactions should be omitted. 
 When charge sales and received on account transactions are 
 numerous, then the McCaskey Credit Register should be con- 
 sidered and the thorough record of business activity as pro- 
 vided by the detail strip of the A-B-C line of McCaskey Cash 
 Register Systems brought before the prospect. 
 
 Ordinarily, where the McCaskey SPEED Cash Register 
 fits well into the business, the number of received on account 
 transactions will be fairly limited and they can be handled in 
 the simplest possible way, by making the entry of the amount 
 received on a sales slip and placing that sales slip in the cash 
 drawer, at the time the amount received is registered. At the 
 end of the day, when balancing the cash, the amount received 
 on account should be deducted from the total on the adding 
 wheels to give the total of cash sales for the day.) 
 
 Statement Book 
 
 “This statement book, furnished with each register, pro- 
 vides you with a continuous statement of just how your busi- 
 ness is running. 
 
 309 
 
McCASKEY SPEED CASH REGISTERS 
 
 ‘‘Enter in this first column, daily, the amount of your 
 sales, in the next column the amount of money paid out daily 
 for merchandise, and in this next column the amount of money 
 paid out for business expenses. 
 
 “The amount drawn out of the business for your personal 
 use, should be entered in this column, and the net amount of 
 money in the cash drawer each da}^ should be entered in the 
 fifth column. 
 
 “This last column gives you a place in which to enter the 
 total number of customers served during the day. This total, 
 you will remember, being the difference between the amount 
 on the ‘Customer’ counter and the amount on the ‘No Sale’ 
 counter. 
 
 “You will notice each page covers one month’s records, 
 and each line, one day’s. At the end of each month you can 
 copy the totals for the month back here on the last page, which 
 provides for a year’s business. 
 
 “The proper use of this statement book, which will easily 
 fit your vest pocket, and which is so simple to keep up, will 
 enable you to compare your sales and expenses, and merchan- 
 dise costs, month by month or even week by week. 
 
 “Much valuable information may be gained by the use of 
 it. 
 
 “You will know by comparing the monthly totals whether 
 your stock of merchandise is increasing or decreasing, and 
 approximately how much your net profit amounts to. 
 
 “You will know by comparing your monthly totals of cus- 
 tomers served whether you are gaining or losing in the num- 
 ber of customers served from month to month and can take 
 steps to build your business accordingly. 
 
 The Summary 
 
 “Mr. I have shown you something new in cash 
 
 registers. I have shown you how the register designed to 
 meet present day needs does so — giving you increased speed 
 in cash register operation; giving you a more durable, prac- 
 tical register by way of simplified mechanism; giving you 
 one-hand operation; and giving you increased visibility by aid 
 of finders to insure accuracy and protection in the making of 
 your records. I have shown you how it embodies every fun- 
 damental thing necessary to your requirements — yet excludes 
 all red tape. I have shown you that it gives you definite and 
 usable figures on the number of your customers, the number 
 of sales made, and also gives you personal control over the 
 use of the register by making clear whether operated for 
 ‘Customer’ service or for ‘No Sale’ which indicates use for 
 some other reason and which you can investigate intelligently. 
 
 “Mr ...., I have shown you how, with these modern 
 
 day cash register advantages, the McCaskey SPEED Cash 
 Register enforces carefulness in the handling of your money, 
 preventing mistakes and losses which reduce your net profits, 
 
 “How the indication aids to accuracy in making change. 
 
 310 
 
McCASKEY SPEED CASH REGISTERS 
 
 “How the adding wheels keep every penny added right up 
 to the minute for you, so that you have a continuous balance 
 of your cash. 
 
 “How the record of cash cannot be lost or altered and 
 thus removes temptation. 
 
 “You have seen how its use with the Taid Out^ slip han- 
 dles money paid out in a simple manner and detects errors by 
 making the necessary written records. 
 
 “You have seen the remarkable service of the ‘Customer’ 
 and ‘No Sale’ counters in telling just what has gone on in your 
 store during a business day — the number of customers served, 
 the number of additional times your cash drawer was opened 
 and thus the general trend of activity during the day as com- 
 pared with other days, etc. 
 
 “The statement book furnishes you with guiding informa- 
 tion which enables you to keep your finger on the pulse of 
 the business. 
 
 “This makes possible quick detection of variations in your 
 sales, purchases or expenses, which affect your profits, so that 
 you can promptly alter your course and avoid further losses. 
 It shows you what extra personal income you are free to draw 
 without exceeding your net profits. 
 
 Compare such advantages with your present way of hand- 
 ling cash, with its constant temptation, fostering mistakes and 
 breeding carelessness, because of your lack of control on your 
 money. 
 
 “The McCaskey SPEED Cash Register enables you to 
 have a personal check on your cash and to intelligently guide 
 your business to greater profits for you, instead of placing 
 you at the mercy of carelessness, lack of information and 
 temptations. 
 
 “How much, Mr , would such information and 
 
 protection be worth to you in your business?” 
 
 (NOTE TO SALESMAN: Now is the time to press him 
 for the order. However, if at any previous time during the 
 demonstration, it appears that the order can be obtained, pre- 
 sent it when such an opportunity arises. Never demonstrate 
 nor present further selling points when you see an opportunity 
 to secure the order. 
 
 If he will not sign, go on with the demonstration, repeating 
 parts which have been seen to impress the prospect and using 
 some of the closing arguments or selling points which follow 
 to aid you in arousing his desire to a point where he will sign 
 the order.) 
 
 Additional information, which can be drawn in effectively 
 if the prospect hesitates, covers the matter of locking the reg- 
 ister. 
 
 “This lock at the lower left hand side allows you to lock 
 up the register so that no one can open the cash drawer. It 
 is for use when only one person is on duty and must run 
 across the street, or go into a back room, or basement, etc., 
 for one reason or another. It prevents anyone opening the 
 register when you are away where you cannot hear the bell. 
 
 311 
 
McCASKEY SPEED CASH REGISTERS 
 
 ^‘The lock here at the lower right hand side enables you, 
 with your reset key to open the cash drawer. This drawer re- 
 lease connects with the drawer direct, and has no connection 
 with the register mechanism. 
 
 “Should you be so unfortunate as to have the register 
 locked up in any manner, you can always open your drawer 
 to get to your cash and change. 
 
 “Visibility in the operation of a cash register has been 
 increased by the McCaskey SPEED Cash Register from the 
 standpoint that the operator can see what he is going to reg- 
 ister before he does so and in time to correct himself. He is 
 enabled to know he is right before he registers a sale. Further 
 — McCaskey indicators, including the feature of the single 
 indicator for all multiples of 5c from 5c to 95c, make it easy to 
 make change accurately at all times, and regardless of inter- 
 ruptions. 
 
 “Definite control is offered you personally to the extent 
 that you can know when it is used, how often it is used and 
 the number of customers you are serving from day to day as 
 well as the number of dollars you are taking in and paying 
 out from the cash register.’* 
 
 (NOTE TO SALESMAN : It is important that you rehearse 
 the above demonstration a good many times, with money and 
 register up each sale mentioned above, just as you would if 
 you were demonstrating to a live prospect — by making a 
 number of practice demonstrations you will learn to demon- 
 strate smoothly and forcefully. Nothing chills a prospect’s 
 interest more than a weak, disconnected demonstration). 
 
 SELLING POINTS AND ANSWEP^S 
 TO OBJECTIONS 
 
 Additional material has been assembled in the following 
 paragraphs toward meeting resistance to the installation of 
 the register or toward strengthening the selling presentation 
 where certain points are readily adaptable to the case at hand. 
 Where added power is needed it is possible that the discussion 
 of margin and profits will awaken increased interest; or that 
 Jthe insurance value of the register will arouse your prospect, 
 etc. 
 
 If the objection to buying is price, prove that the regis- 
 ter will quickly pay for itself; that it costs more to do with- 
 ont it every year, than to own it; that the price is low and 
 within his reach. 
 
 If the objection is the Single Operating Key principle, 
 prove to him the advantages of it in simplicity of construc- 
 tion, quickness of operation, clear indication and low price. 
 
 Margin and Profits 
 
 Every merchant knows or should know in order to mark 
 his merchandise profitably, about what his average gross per- 
 centage of profit is — 20 percent, 25 percent or 30 percent, etc. 
 
 Show him, by figuring it out for him, using the figures 
 he will be able to obtain from the statement book, that if his 
 
 312 
 
McCABKKY SPEED CASH REGISTETIS 
 
 total sales for the month amount to, say $2000, and his gross 
 profit averages 25 percent, his gross profit for the month will 
 be $500.00. 
 
 Now then, if his expenses, rent, light, heat, salaries and 
 wages, etc., including a fair amount to cover his own monthly 
 requirements, come to $300.00 — his business has brought him 
 a net income of $500.00 less $300.00, or $200,001 
 
 Have the merchant tell you what his average total of sales 
 per month is, and what percentage he counts on as average 
 gross profit. 
 
 Calculate his gross profit accordingly and subtract from 
 it the figure he gives you for monthly expenses, and show 
 him what his net profit per month should be. 
 
 The average small merchant will be surprised, as it will 
 almost invariably be larger than he is actually getting, due to 
 poor business methods and carelessness. 
 
 Make it clear to him, that if 25 percent is his gross mar- 
 gin, then 75c out of ever^^ dollar taken in, must be re-invested 
 in merchandise. 
 
 If the total in the ‘^Goods Bought” column each month is 
 less than 75 percent of his sales, his stock of merchandise is 
 being decreased. 
 
 Emphasize the fact that if he is not keeping up his stock, 
 or if he is drawing out of the business for expenses and per- 
 sonal use, more than 25 percent of his sales (or whatever per- 
 cent he figures gross profit) he is headed straight for the 
 bankruptcy courts. Tell him: 
 
 *‘The lack of just such information has caused more busi- 
 ness failures than any other single c^use known to modern 
 merchandising. 
 
 *‘You wouldn’t work for someone else without knowing 
 how much in wages you were entitled to draw. Why work for 
 yourself without knowing just how much you make and how 
 much you can draw from your business. 
 
 “Your margin or profit, on account of competition, cannot 
 be materially changed. The only way you can increase your 
 personal drawings without bankrupting the business is to in- 
 crease your sales or decrease your expenses.” 
 
 The ^Spee<r* Cash Register's Reflation To Fire Insurance 
 
 “Do you carry fire insurance? 
 
 “Think what value to you this “Speed” Cash Register 
 statement book would be in case of fire. It is absolutely nec- 
 essary for you -to furnish proof of how much stock was de- 
 stroyed before you can get the money to which you are just- 
 ly entitled. 
 
 “With this statement book you can show exactly how 
 much stock you paid for since last inventory, and this column 
 shows your sales. Deduct your average profit from your 
 sales and you have the cost of the goods you sold since inven- 
 tory. 
 
 “Take your last inventory, add to it the purchases to date. 
 
 313 
 
McCASK:EY speed cash registers^ 
 
 and deduct the cost price of the goods you have sold, and youi 
 have the amount of the merchandise cm your shelves at the 
 time of your loss, 
 
 “An insurance adjuster could be guided iiitelligeiTtly by 
 such a record in his report to his company covering; your loss. 
 
 “Do you appreciate how valuable this record would be to 
 you in such a case? Without it you would, no doubt, be forced 
 to compromise on a settlement and would invariably lose mon- 
 ey, perhaps many times the price of this cash register.” 
 
 (NOTE TO SALESMAN: If you will thoroughly master 
 this Fire Insurance argument. It alone is sufficiently strong 
 to close hundreds of sales. It is so absolutely true, and so 
 many merchants who have fire insurance losses are so abso- 
 lutely helpless when the adjuster calls., that they will appre- 
 ciate its value.) 
 
 IN MEETING OBJECTIONS TO PRICE 
 
 "*$150 is a lot of money/’' 
 
 “Your $40 a day business amounts to $12,00d a year, (leav- 
 ing out Sundays and Holidays, 310 days.) $12,400 is handled, 
 through your cash drawer every year without a check on it. 
 $12,400 is a lot of money to handle without protection against 
 mistakes, carelessness and temptation. 
 
 “The fact that but $40 a day is handled through your cash 
 drawer does not alter the fact that over $12,400 is handled by 
 your clerk and yourself without check every year. 
 
 “That cash drawer is opened perhaps hundreds of times 
 every day and every time it is opened it furnishes chances for 
 loss of your money by mistakes or temptation. Doesn't 50c 
 a day for a few months to prevent these chances look ridicu- 
 lously small, besides $12,400 of your uncounted money, or over 
 $60,000 in five years. 
 
 “Is it good business, Mr to risk such sums un- 
 
 counted and unchecked? When you can protect it for all fu- 
 ture time by paying 50c a day for a few months?" 
 
 “What if your banker told you of a new Savings ’Depart- 
 ment, where you could deposit $30 now and $15 a month until 
 you had paid in $150 (price of the register). 
 
 “Where you could draw 30 per cent interest on $150 from 
 the day you deposited the original $30 — you would pay no 
 more than $150, but would continue to draw 30 per cent of the 
 balance of your life — would you take him up? Yes. And yet 
 % you have agreed that the prevention of carelessness and mis- 
 takes and the removal of temptation ought to be worth 50c a 
 day to you. That is over 100 percent on your investment; 25c 
 a day is over 50 percent. 15c a day in increased information 
 and protection to you and in losses prevented would be over 
 30 percent a year. 
 
 “50c a day for a few months pays for this system. 
 
 “Can you afford to be without it?" 
 
 “Mr your banker is, no doubt, a very good bus- 
 
 iness man. Would he advise you to continue your business 
 
 314 
 
Mc'CASKEY speed cash registers 
 
 with $12,400 a year, handled through a common money drawer 
 which gives .you no check on your cash, but invites losses? 
 
 “It is perfectly safe to assume that he would strongly 
 recommend that you install a cash register but, doubtless, he 
 would caution you to buy a moderate priced one, such as we 
 diave here/’ 
 
 “You have a computing scale, (or other piece of equip- 
 ment). Do you like it? Is it worth the price you paid for 
 lit? It is a fine thing in convenience and in preventing mis- 
 takes in figuring prices and preventing over-weight, although 
 it is used on only a part of your sales. 
 
 “Why be so careful about over-weight and figuring prices 
 on part of your goods if the cash for them goes into a common 
 money drawer with no check: on it? And how about the cash 
 for all the other articles which are not weighed? The cash 
 register is used to protect 100 percent of your cash, 
 
 “Isn^t $150 a low price, by comparison, and isn’t it good 
 business to place such protection on your cash, the thing you 
 .are in business for, Mr ?” 
 
 “Would you pay an infallible person — if one could be 
 found — $2.90 a week to work for you if, when you or your 
 clerks turned over to him the amount of each sale, he would 
 add it into a total that could not be changed, and if he showed 
 the amount he had added, to you and your clerks and. as each 
 ;sale was made he held up figures to guide you or your clerks 
 in making change? Beside that, he would keep your sales 
 totaled up to the minute so that you could balance your cash 
 instantly whenever you had a mind to do so. He would tell 
 you how many times the register was operated, how many cus- 
 tomers were served, the average amount of individual sales, 
 how many times the register was used for other transactions, 
 the amounts paid out of the cash drawer, etc.; in fact, provide 
 you full control over the activity of your store and your cash. 
 If he came to work every morning before anyone else, worked 
 all day without lunch, never loafed or took a day off ; would 
 you pay him $2.90 a week? 
 
 “If you did you would pay him more than the price of this 
 register the first year. Then you would pay him the price of 
 another register next yean 
 
 “If he quit you would be ahead all the money he had saved 
 you, but he w'^ould not refund any of the first year’s salary you 
 had paid him. 
 
 “If you pay this cash register for doing the same work 
 for you, it will work the second year and each succeeding year 
 for nothing, and it will always refund a good percentage of 
 the original price at any time you should part with it, 
 
 “Could you make a better business decision, Mr. 
 
 than to allow this register to begin work for you at once, pro- 
 tecting the receipts of your business 
 
 “There is no fire insurance to be had that does not require 
 the payment of a premium every year. Yet this cash register 
 serves you as insurance protection and one year’s premium, 
 
 315 
 
McCASKEY SPEET) CASH REGISTERS 
 
 paid out of its earnings, gives you a paid up policy for life. 
 
 “If 50c a day for such protection on your money looks big 
 to you, the proprietor of the business, how do you suppose it 
 looks to your clerk, a salaried man? 50c a day is more than 
 $150.00 a year. 
 
 “What are you going to do to remove temptation and care- 
 lessness? What incentive has your clerk to be careful in hand- 
 ling your money? You would not know the difference, if he 
 made a mistake, and he knows it. 
 
 “Is it fair to yourself, to your business and to your help 
 to allow cash to remain a constant temptation, when 3^ou can 
 so easily remove that temptation? 
 
 “You say you have been running this business successfully 
 without a cash register for years? Tm glad you have suc- 
 ceeded, but now honestly, do you figure you are money ahead 
 by not having a cash register during the past j^ear ? 
 
 “Hundreds of times you have taken the money from your 
 cash drawer without knowing how much you should be taking 
 from it. 
 
 ^'Are you satisfied to continue assuming and guessing 
 every night that mistakes and carelessness have not cost you 
 money ? 
 
 “Don't you think, Mr , the time has come to stop 
 
 guessing?'' 
 
 Any merchant, using a common cash drawer, will admit 
 he could be short 50c a day and never miss it. 
 
 That being true, then, he could systematically, day by day, 
 lay aside 50c, and at the end of the month have enough laid 
 aside to make a $15 monthly payment. 
 
 If he says “Everything is all right and you have a good 
 register, but I won't buy now, I haven’t the money to spare." 
 Say — 
 
 “Why is it a good thing for j^ou? Isn't it because it would 
 protect your cash, and that's what you are in business for, 
 what you are working for every day; because it would stop 
 mistakes and enforce carefulness, thus saving money for you? 
 
 “Now this register would be either an expense or a saving 
 for you; it couldn’t be both. 
 
 “A dollar lost is the net profit on $20 worth of sales at 
 5 percent, isn't it? The next $20 worth of sales would have to 
 be made without any profit to make up that loss. 
 
 “Did you ever stop to think that every loss in your busi- 
 ness comes out of the net profit, out of the money you can 
 personally take out of the business? 
 
 “Your wholesaler insists on his money, your landlord in- 
 sists on the rent, your taxes, insurance and light bills go on 
 just the same. Your clerk insists on his salary each week. 
 He doesn't stand any of j^our losses even if he causes them. 
 
 “You personally lose it. You can't escape losing it by as- 
 suming that it comes out of the gross business for the day, 
 for it doesn't. 
 
 316 
 
McCaSKEY speed cash registers 
 
 '‘The longer you put off guarding against carelessness and 
 mistakes the more they will cost you; the more you will be 
 paying for a cash register without owning one. 
 
 “Don’t you believe you have already paid for a cash reg- 
 ister in your business, Mr , and don’t you believe 
 
 it is only good common business judgment to stop such drains 
 on your personal profits by starting today the use of this 
 system ?” 
 
 It will sometimes happen that a merchant will say that he 
 knows how much money he should have at night, or that no 
 money could be missing without him knowing it. Whether 
 or not he feels sincere in this statement, which is not true, he 
 will have to retract it without feeling angered at you if you 
 proceed as follows : 
 
 See that the register is reset to zero. Ring up perhaps 
 five or six sales amounting in all to perhaps $4.86, calling out 
 each sale as you register it and placing the proper amounts of 
 money in the cash drawer as each sale is made. Close the 
 drawer quickly after each sale; then ask him — 
 
 “Now, Mr how much money have we here in the 
 
 drawer ?” He will not know. 
 
 Then let him see the adding wheels and ask him the same 
 question. Open the cash drawer and let him count the money 
 and see that it balances with the amount shown on the adding 
 wheels. Now ask him point blank — 
 
 “How much money is in your cash drawer right now?” 
 
 OBJECTION TO SINGLE OPERATING KEY 
 
 “The highest priced cash registers in the world, those 
 which have been sold to the largest and busiest stores, have 
 two levers which must be used on every sale in addition to 
 the amount keys, and, unless it is an electrically operated reg- 
 ister a handle must be turned twice on each registration. That 
 takes four or five times as long to record a sale as it does on 
 the McCaskey SPEED Cash Register. Is it slower?” 
 
 “About how many sales a day do you have? Two hundred. 
 It takes less than two seconds to record a sale on the McCas- 
 key SPEED Cash Register.” (Show him). That is less than 
 seven minutes per day to record all of them. Think of it. 
 You or your clerk will use up that much time talking to custo- 
 mers on various topics, perhaps several times each day. 
 
 “Any sale you will make will require from two to ten 
 minutes waiting on the customer. Two seconds is mighty 
 small time to make sure of a proper record and check on your 
 cash. . 
 
 “Why don’t they build automobiles with four control lev- 
 ers, one each for low speed, intermediate, high speed and for 
 reverse. They use one lever, don’t they. Did it ever occur to 
 you that it took engineering to figure out the one lever gear 
 shift and you know how much handier it is than four levers 
 would be?” 
 
 317 
 
McCASKEY SPEED CASH REGISTERS 
 
 IN MEETING ‘^PREFER OTHER MAKES^^ OBJECTIONS 
 
 One of the best ways of meeting any objection, which 
 applies particularly to your prospect preferring some other 
 make of register, is to ask him “Why?’’ 
 
 He will probably tell you because it has this feature or 
 that. Ask him, “Do you believe such features will be of much 
 real or practical value to you, and are you willing to pay so 
 much more for such features?’’ 
 
 If his answer is “Yes,” ask him again, “Why?” You will 
 find that most prospects will find it hard to explain to you 
 good reasons why they should have such features at an in- 
 creased price. 
 
 They have had trained salesmen give them argument after 
 argument on the value of such features, or have seen many 
 such features on registers in stores in the past, which is their 
 reason for feeling that they should have them. 
 
 When they study over the matter and cannot explain 
 “Why?” and are reminded that such features cost money, they 
 weaken in their belief considerably. Then when reminded that 
 such features are permanently used by an extremely small 
 percentage of merchants that have paid for them, which fact 
 they know to be the case, (but need reminding of) they have 
 no good reasons for their argument. 
 
 If he brings up “Tape Printing” Registers ask him “Why?” 
 He will probably tell you so that he can see whether a clerk 
 rang up a certain sale, and make a test. Say — 
 
 “Did it ever occur to you that you can make the same test 
 without a tape printer? Before tape printing registers were 
 built salesmen formerly told you merchants how to make such 
 tests without tape. Let the man you send in the store to make 
 a test sale make his purchase at an opportune time, which will 
 probably be when the clerk is alone, as that is the only time 
 he would take advantage of it. Let your man make a $1.50 pur- 
 chase and hand the clerk two 50c pieces and two quarters and 
 quickly turn to leave the store with the goods. When he 
 hears the cash register bell ring let him turn around and say, 
 ‘Oh yes, I want a pound of butter. A package of cigarettes, 
 etc.’ Let him see what the clerk has registered and report to 
 you. 
 
 “This v/ould be equally effective because he would know 
 the amount he read on the indicators was the amount the clerk 
 had just rung up. 
 
 “You know lots of merchants who have spent a high price 
 for a tape printing cash register, but you know as well as I, 
 'that they don’t use the tape, and the tape printer mechanism is 
 gummed up and out of order. If they wanted to make a test 
 with it, they would make a test just the same as if they were 
 using a McCaskey SPEED Cash Register.” 
 
 Mention, if possible, some of the leading merchants you 
 know who have tape printers, and have no paper on their reg- 
 isters, type gummed up, etc. A few calls that you have prob- 
 ably made in canvassing around, have located them for you, 
 if you are at all observant of such matters. 
 
 318 
 
McCASKEY SPEED CASPI REGISTERS 
 
 The tape printing cash register referred to here includes 
 the press down key types of cash registers, similar in capacity, 
 etc., to the McCaskey SPEED Cash Register, which have a 
 tape on which the amounts of the sales are printed when reg- 
 istered, The tape merely presents the proprietor with a list 
 of amounts without other designations or information what- 
 ever. These tape printing cash registers are not to be con- 
 fused with cash register systems such as the McCaskey A-B-C 
 line on which the detail strip presents the proprietor with a 
 complete picture of his business from many desirable and im- 
 portant angles. 
 
 The same line of reasoning as the above, on tape printers, 
 will also hold true when ticket printing registers are men- 
 tioned. In making your store-to-store canvass, make a note 
 of the names and addresses of merchants who have purchased 
 high priced cash registers with the tape and ticket printing 
 features, which they are not using. Keep this list up-to-date. 
 The larger the list, the better. 
 
 Do not hesitate to show this list to prospects who express 
 a desire for tape or ticket printing registers. Such a list will 
 be convincing proof of the impracticability of such features in 
 the average store, and emphasizes the folly of his spending a 
 lot of money for something that few other merchants use. 
 By making up such a list, you will very quickly sell yourself 
 on the very small percentage of merchants using such fea- 
 tures, and on the fact that the McCaskey SPEED Cash Regis- 
 ter provides all the features of protection that they are actual- 
 ly using on their high priced machines. 
 
 MISCEI.LANEOUS OBJECTIONS 
 **Your product is too new, I will wait until it is proved 
 out:' 
 
 “You are ready now for anything that will save you time 
 and mone3^ The newness of this product carries that mean- 
 ing to you. There is no other article exactly like it because 
 it was designed and introduced to meet your present needs for 
 speed and accuracy in giving you records with which to con- 
 trol your business. It is because we have stepped ahead of 
 the old cash register model that you hesitate, yet you can af- 
 ford to recognize that McCaskey Register Company products 
 are proven, ready for practical use long before they are pub- 
 licly presented for your consideration.’' 
 
 **What is there to make a clerk go to a cash register? 
 
 “About 90 percent of all retail sales call for change, and 
 he must therefore go to the cash register in order to make 
 change.’’ 
 
 ‘‘How will a cash register benefit me, just the family and 
 myself, no outside help?" 
 
 “By aiding you and your family in making change, by let- 
 ting you know when mistakes are made. 
 
 “The knowledge that mistakes will show up makes every- 
 one careful and makes them think. Money lost by mistakes of 
 your family is the same as if lost through mistakes of stran- 
 gers. 
 
 319 
 
McCASKEY SPEED CASH REGISTERS 
 
 "‘In addition to that, the exact records from the cash reg- 
 ister which you will copy into this statement book will alone 
 pe worth many times the price of the register.” 
 
 'Wo, Pm not going to buy a cash register,*’ 
 
 “Mr , you may decide now that you will not buy 
 
 a cash register, but are you sure you will not pay for one dur- 
 ing the next year?” 
 
 “Can you say as positively that you are not going to have 
 any losses in handling your cash? Can you say that your cash 
 is not short of what it should be, right now? That a mistake 
 has not already been made today that cost you money? 
 
 “You can keep from buying a cash register, but honestly, 
 do you think you can keep from paying for one? Are you 
 willing to say that you have no mistakes, no carelessness, no 
 losses that are costing you money? Do you believe that you 
 and your clerks are 100 per cent accurate in handling money?’’ 
 
 MULTIPLE CASH REGISTER SYSTEMS 
 
 Many stores are so arranged that several cash registers 
 furnish a much better system than can be obtained by the use 
 of a single register. 
 
 A register in each department is more convenient, fur- 
 nishes quicker service to customers and greater protection to 
 the merchant. 
 
 The benefits may be summarized as follows: 
 
 1st — Greater protection on cash, because it is registered 
 almost the instant the sale is made instead of being carried 
 across the store or to the back of it. The farther money is 
 carried before registered the greater the chances of shrink- 
 age. 
 
 2nd — A separate register, showing the sales in any one 
 department, enables a merchant to figure his profits in that 
 department, also to check the stock and figure his turnover. 
 
 Merchants secure this information on their cigar depart- 
 ments, soda fountains, confectionery, notions, groceries and 
 meats or any departments where conditions demand such a 
 segregation. 
 
 3rd — The cost of several “Speed” Cash Registers, in var- 
 ious departments will be much less in many cases than the 
 purchase price of a register built especially to give such de- 
 partmental totals, to be located in one place. 
 
 A multiple register system is also much quicker in the 
 handling of sales. 
 
 4th — Clerks can wait on mdre customers in a given 
 length of time and in some stores less clerks will be needed. 
 This reduces overhead expenses for clerk hire for any volume 
 of sales. 
 
 5th — Quicker service means better satisfied customers. 
 Sales are not lost by customers leaving the store without their 
 purchase or purchasing less than they intended, because of 
 slow service. 
 
 320 
 
McCASKEY SPEED CASH REGISTERS 
 
 Those that do buy are not annoyed. A good example is 
 the cigar counter in drug stores, especially on a transfer cor- 
 ner, or near a theatre, men’s furnishing goods counters, etc. 
 
 Department stores differ from general stores in the fact 
 that they keep track of the sales and expenses in each depart- 
 ment. Large stores in cities, where the competition is keen 
 and margins of profit are close, are forced to departmentize 
 in order to handle their business with the intelligence neces- 
 sary to succeed. 
 
 Big stores in cities find it impossible to operate success- 
 fully without departmentizing and having a means of know- 
 ing their profits and turnover in their various lines of mer- 
 chandise. And after all, the big store, the department store, 
 is only a lot of moderate sized stores handling various lines 
 of merchandise under one roof. 
 
 Perhaps the most efficiently departmentized stores in the 
 world are the large chains of 5c and 10c stores. The Wool- 
 worth Company, operating over a thousand stores, departmen- 
 tizes sales economically by placing separate cash registers in 
 each department of their stores. The same system of depart- 
 mentizing is followed by ail the other great chain stores, such 
 as, Kress & Company, S. S. Kresge Company and others. 
 
 And an outstanding and convincing fact for any merchant 
 is that all stores of these great chains universally use cash 
 registers without high priced features, without tape or ticket 
 printing features. 
 
 Additional Registers as Auxiliary Equipment 
 
 Many stores that 3^ou will canvass are using one cash reg- 
 ister in a store where two, three or more registers should be 
 used for the reasons given. Observations in canvassing will 
 enable you to locate such prospects for additional registers, 
 or new stores that should have several registers instead of 
 one. 
 
 In many stores a situation will be discovered wherein sev- 
 eral McCaskey SPEED Cash Registers will accomplish to a 
 higher degree the result desired than will a very high priced 
 single cash register being considered; wherein a McCaskey 
 Cash Register System of the A-B-C line will best meet the 
 requirements for a control register to be supported by one, 
 two or more McCaskey SPEED Cash Registers in isolated or 
 front-store departments to avoid confusion and travel back 
 and forth by clerks in handling change and giving speedy ser- 
 vice. 
 
 DISADVANTAGES OF OLD V/AYS OF HANDLING 
 MONEY 
 
 Ready summaries of the disadvantages of the common 
 cash drawer, the cash drawer and counter pad or day book, 
 and the cash drawer and cashier together with the opposing 
 advantages of the McCaskey SPEED Cash Register will 
 prove valuable in meeting these old methods of handling cash 
 and attempting cash control. The disadvantages of the old 
 methods are overcome with simplicity and thoroughness by 
 the installation of the McCaskey Speed Cash Register. 
 
 The Disadvantages of the Common Cash Drawer 
 
 No way of knowing whether cash is correct or short. 
 
 Constant temptation of uncounted money. 
 
 Cash cannot be balanced. 
 
 321 
 
McCASKETY SPEED CASH REDISTEUS: 
 
 No way of knowing how much should be in the drawer at 
 any one time. 
 
 No way to settle a dispute over “short change.” 
 
 Clerk has no guide in making change. 
 
 Makes clerks careless; mistakes easy. 
 
 Money paid out^ without written record is not accounted, 
 for. 
 
 No way of knowing how many customers are served. 
 Opposing Advantages o£ the SPEED Cask Register 
 
 Know if cash is over or short and how mucin 
 
 Recorded cash removes temptation. 
 
 Cash can be balanced at any time. 
 
 Know at all times just how much should be in the cash 
 drawer. 
 
 Can satisfy customer in dispute over “short change.” 
 
 Indicators prove help in making change accurately. 
 
 Money paid out without written record will be detected. 
 
 Tells how many customers have been served. 
 
 The Disadvantages of the Cash Drawer and Cashier and Stub 
 Checks, Sales Books, Etc. 
 
 Customer can walk out without paying. 
 
 Customer can purchase from two or more clerks, get two 
 or more checks or slips and gay but one. 
 
 Service to customers is slowed up. 
 
 Cashier provides no protection and merchant must accept 
 second-hand information on cash records. 
 
 Plan is thrown into confusion with absence of cashier. 
 
 Cashier’s salary is unnecessary overhead expense as long 
 as a cashier is employed. 
 
 Opportunity for mistakes frequent in reading clerk fig- 
 ures. 
 
 No guide to business obtainable until cashier provides to- 
 tals at the end of the day. 
 
 No easy practical way of knowing how many customers 
 have been served. 
 
 Opposing Advantages of the SPEED Cash Register 
 
 Payment is made to clerk and recorded at time of sale. 
 
 Clerks complete individual sales before permitting cus- 
 tomers to pass to other clerks for additional purchases. 
 
 Service to customers is rapid and satisfying. 
 
 Merchant’s records are automatically recorded and pro- 
 tected. 
 
 The McCaskey SPEED Cash Register is never absent. 
 
 There is no expense to become permanently a drain on 
 profits. 
 
 Indicators protect against mistakes while change is made 
 at time of sale. 
 
 Merchant is provided a guide to business at any time 
 during business day. 
 
 Tells how many customers have been served. 
 
 322 
 
McCASKEY SPEED CASH REGISTERS 
 
 Disadvantages ai Autographic Registers — 
 
 Are aboul the same as cash drawer with pencil written 
 records. 
 
 Old Style Detail Adding*' Cash Registers 
 
 Cash cannot be balanced quickly, on these registers, as ad- 
 <iitions are made on numerous adding wheels, two wheels to 
 look at for each key of the register. 
 
 A “Detail Adder’' is a non-printing register, with counters 
 under the cover plate, connected individually with each key^ 
 so that the totals of amounts registered by each separate key 
 are shown on separate counters. For instance : Three de- 
 pressions of the five-cent key would be shown on the counter 
 for that key as 15c; four depressions of the twenty-five cent 
 key would be shown on its counter as $1.00, etc. 
 
 The total of each thirty items are in turn transferred to 
 a second counter. Thus each key has two counters, and a 
 twenty-one key machine would therefore have forty-two coun- 
 ters, and to ascertain the total of the day's sales at the close 
 of business, it is necessary to read off, and cross add or set 
 •down for adding the amounts of each counter. 
 
 DETAIL ADDERS — while outwardly appearing to Fe 
 •quite valuable machines, have a very poor resale value. They 
 have not been manufactured for years and are entirely out of 
 •date. 
 
 The Disadvantages of the Cash Drawer and Counter Pad 
 or Daybook 
 
 Cannot balance cash quickly. 
 
 When cash does “balance'’ no assurance that it is not short 
 for following reasons 
 
 It may be short $1, but someone failed to write down a 
 one-dollar sale, so it apparently balances. 
 
 Cash, however, will seldom “balance" for following rea- 
 sons: 
 
 Fail to write down some sale or sales. 
 
 Poor figures, read wrong and totaled wrong. 
 
 Almost the same temptation to clerks as without the writ 
 ten records, as clerks can write down a smaller amount 
 than the sale, or make no record at all with very little 
 chance of detection. 
 
 Even if records are properly made, they can be easily al- 
 tered, erased entirely or read wrong in adding up. 
 
 No easy, practical way of knowing how many customers 
 have been served. 
 
 Opposing Advantages of the ''Speed" Cash Register 
 
 Cash balanced quickly. 
 
 Cannot forget to make record, as record is made before 
 drawer opens to receive the money. 
 
 Mechanical addition of sales^ on steel adding wheels is 
 accurate; no chance of mistakes in figures. 
 
 323 
 
McCA^KEY SPEED CASH REGISTERS' 
 
 Indicators great help in making change. 
 
 Records made on adding wheels are locked up, are un- 
 changeable and cannot be erased or altered. 
 
 Tells how many customers have been served. 
 
 PHYSICAL AND SERVICE ADVANTAGES OF THE 
 McCASKEY SPEED CASH REGISTER 
 
 With every advantage of the McCaskey SPEED Cash 
 Register at the tongue’s end, you will be fully equipped to 
 summarize effectively the phj^sical and service features for 
 the prospect. Following are sentence paragraphs covering 
 each of the features of the register. 
 
 The cash register — 
 
 A total adding cash register for registering 
 cash sales by the new, speedy principle of the 
 single operating key, providing a cash drawer 
 for holding cash, ‘Customer’ and ‘No Sale^ 
 counters for a check on customers served or 
 number of sales made. ^ 
 
 The statement book — : 
 
 A pocket size record book providing permanent 
 records of cash received, goods bought, ex- 
 penses, personal withdrawals of cash, the cash 
 total in the cash drawer and the number of cus- 
 tomers served for both daily and monthly com- 
 parisons. , ^ 
 
 Models and capacities — 
 
 Six models include: No. 295 S (5c to $2.95 capa- 
 city); No. 399 M (Ic to $3.99 capacity); No. 695 
 M (5c to $6.95 capacity); No. 999 M (Ic to $9.99 
 capacity) ; No. 999 E (Ic to $9.99. capacity) ; No. 
 
 9995 E (5c to $99.95 capacity). 
 
 Cash drawer — 
 
 Three sizes of cash drawer, small, medium and 
 large, are designated by the letters in the model 
 number. 
 
 The small drawer Includes five change tills and 
 one for bills, checks, etc; the medium drawer 
 includes six change tills and two for bills, 
 checks, etc. ; the large drawer includes six 
 change tills and three for bills, checks, etc. 
 
 The initial letters S, M and E in the model 
 numbers indicate that the register is equipped 
 with the small, medium or large cash drawer. 
 
 Single operating key — 1 
 
 The operating key which operates the regis- 
 ter and registers cash sales; controls indi- 
 vidually registrations of 5c multiples from 5c 
 to 95c and no sale transactions. 
 
 Set-up keys — : 
 
 A penny set-up key for registering amounts 
 ending in 1, 2, 3, 4, 6, 7, 8 and 9 cents; a dollar 
 
 324 
 
SPEED CASH REGISTERS 
 
 S|e.t-up key for regi 3 tering the number of .dol- 
 lars ; and a ten dpllar set-up key ior registering 
 tens oi , dollars* i., i. i i., 
 
 Nos. 295 S and 695 M include ^the dollar -set- 
 up key; Nos. 399 M, 999 M and 999 L, include 
 the penny. and dollar spt-up keys ; Njo. 9995 L 
 includes tfife"^ dbllaf" ;^n(f "ten'Mollat’ '^fet-up keys. 
 
 i. 
 
 Bell — 
 
 Mechanically operated when drawer opens ah- 
 iiouncing that the cash drawer is apening. ^ J 
 
 ^ ;tri 
 
 Indicators 
 
 Large visible numerals or words, “No Sale,’* 
 
 erected" when cash sales are’ registered or when 
 drawer is opened and no amount^is registered. 
 
 Indexes — ^ ^ 'g 
 
 Printed metal indexes for use in directing 
 operation of the Single Operating Key, 
 pehny, dollar and ten dollar set-up keys. " 
 
 the 
 
 and 
 
 Total adding counters — 
 
 ! Adding .wheels on which the total amount reg- 
 fj.Astered. in the register is accumulated* . 
 
 Total adding counter control shutter — 
 
 Shutter over the^ total adding wheels accu- 
 mulating the amounts registered; can be open- 
 ed by key only.’ ’ ‘ 
 
 ■ If^ if* ; V ' ) 
 
 Reset control 
 
 Key lock^on^the left hand side toward the top 
 -by which the reset key slotsf used in resetting 
 the total adding counter and customer and no 
 sale counters are controlled. . ok . . > 
 
 Control counter — 
 
 Adding wheels on vvhich^*‘r is^ added each time 
 thc' total adding counter and. customer and no’ 
 sale counters are exposed to view^, ..r 
 
 Customer counter — 
 
 Adding "wheels oh which *1* is added each tinie 
 the register is operated. 
 
 No sale counter — 
 
 Adding wheels on which ‘1’ is added each time 
 the register is operated on the ‘No Sale* posi- 
 tion. 
 
 Customer and no sale counter control shutter — 
 
 Shutter under which the customer and no sale 
 counters secretly add according to their re- 
 spective functions ; can be opened by key only. 
 
 Cash drawer and mechanism lock — 
 
 Lock at left side toward bottom which com- 
 pletely locks the entire mechanism and cash 
 drawer. 
 
 
McCASKEY SPEED CASH REGISTERS 
 
 Cash drawer release — 
 
 Lock at right side toward bottom connecting 
 direct with the drawer and having no connec- 
 tion with the register mechanism, making it 
 possible to open the cash drawer with the 
 reset key under any circumstances. 
 
 SERVICE ADVANTAGES 
 As cash register — 
 
 Registers cash sales — 
 
 Provides record of paid out items — 
 
 Provides record of received on account amounts — 
 Indicators show amount of each sale when registered — 
 Indicators show ‘No Sale’ when register is operated 
 for purposes other than registering sales — 
 
 Gives a total of the day’s cash sales in the total add- 
 ing wheels at any time and at the close of the day — 
 Gives total of times register has been operated — 
 Gives total of times operated for ‘Customer’ sales — 
 Gives total of times operated for ‘No Sale’ transac- 
 tions — 
 
 Gives privacy and protection to records by control 
 shutter over total adding counter, customer and no 
 sale counters and by control counter — 
 
 Protects cash drawer by lock — 
 
 Provides controlled method of opening cash drawer 
 without disturbing total adding wheels and other 
 register mechanism. 
 
 As a business system through services of the Statement Book: 
 
 Furnishes following information for permanent and com- 
 parative record — 
 
 ■Daily and monthly cash receipts — 
 
 Daily and monthly purchases — 
 
 Daily and monthly expenses — 
 
 Daily and monthly totals of personal withdrawals — 
 Daily and monthly totals of money actually in the 
 cash drawer at the end of the day — 
 
 Daily and monthly totals of the customers served. 
 
 326 
 
McCASKHY ADDING MACHINES 
 
 Chapter VI 
 
 Tke McCaskey Adding Mackines 
 
 In the developing of the registering and adding machine 
 as an important part of the McCaskey Cash Register System, 
 the natural result was the development of a McCaskey Adding 
 Machine as well. Consequently, the listing of the McCaskey 
 System products today includes adding machines, two models, 
 which constitute as profitable an adding machine investment 
 as any business can make. The McCaskey Adding Machine is 
 an outstanding office or store equipment. It adapts itself to 
 the needs of the merchant or any other business most readily. 
 It is a true money saving and time saving factor in any busi- 
 ness where the adding machine need exists and is offered at a 
 price which establishes it as worthy of the consideration of 
 any adding machine prospect. In the following paragraphs you 
 will learn of the developing of the adding machine as a device 
 and of the reasons why the standard keyboard, McCaskey Add- 
 ing Machine demands acceptance and is readily sold. 
 
 Since 1887, forty years and more, there have been adding 
 machines on the market. The standard keyboard machines 
 gained the earliest recognition and the lead among adding ma- 
 chines as salable, usable products. They have maintained that 
 lead against all competition and are today the holders of add- 
 ing machine leadership. 
 
 Thirty-five years of adding machine experience have demon- 
 strated that, with the exception of one or two specialized cal- 
 culating devices, the only machines to meet success in a large 
 way on the adding machine market have been standard key- 
 board, adding and listing machines. Two reasons for this con- 
 dition are convincing. The standard keyboard was most ac- 
 ceptable to big business as well as to small; and there is yet 
 to develop any really keen price competition to such machines. 
 
 Experts in adding machine building, men who have worked 
 with the 10-key machine idea, the typewriter-adding machine 
 and other calculating devices have finally realized that the fu- 
 ture of the adding machine rests in a simplified full-keyboard, 
 standard machine of rugged construction. They have recog- 
 nized the importance of the machine being so standardized 
 from the standpoint of manufacture that it can be produced in 
 quantity and at low cost. 
 
 On such principles, and with such understanding the Mc- 
 Caskey Adding Machine was constructed and put on the mar- 
 ket. With this knowledge of adding machine development to 
 guide him the salesman is enabled to intelligently present the 
 McCaskey Adding Machine as the most modern, most practical 
 and most reasonable in price toward giving the maximum advan- 
 tages of an adding and listing machine. 
 
 401 
 
McCASKEY ADDING MACHINES 
 
 Outstanding McCaskey Features 
 
 Certain outstanding features of the McCaskey Adding 
 Machine make clear its exceptional value. These features re- 
 veal definitely why the McCaskey is adapted so ably to modern 
 business needs. 
 
 The McCaskey is a perfected adding and listing machine 
 from the standpoint of visability. In three ways it meets the 
 demands of visibility toward granting speed in operation and 
 accuracy in results. It is visible as to printing on the tape or 
 detail strip; it is visible as to keyboard; and it is visible as to 
 total dials. It grants triple visibility in operation. 
 
 The McCaskey has the standard keyboard on which the 
 keys are arranged in columns like a ledger. This form is ac- 
 cepted as standard because it is the fastest style of keyboard. 
 An operator can strike as many keys as desired. Ciphers print 
 automatically. The keyboard is self-correcting; the striking 
 of a right key will unseat the wrong one. No time is required 
 to make corrections. It is the keyboard most acceptable to the 
 public for these several important reasons. 
 
 Two additional factors in producing speed in operating 
 the McCaskey are found in the one-stroke total and the rapid 
 handle action. When the total key is depressed and the handle 
 is drawn forward the machine prints the total immediately. 
 Most machines require an extra stroke before printing the 
 total. The McCaskey handle will operate at a speed of 170 
 strokes a minute. This is from 20 to 50 strokes faster than 
 the average machine. 
 
 The McCaskey is easy to operate wherever its 
 service is required. For counter use, desk use, warehouse use, 
 etc., the McCaskey is quickly adapted to the needs of the user. 
 Whether sitting or standing the operator has complete control 
 as the result of triple visibility and the convenience of the key- 
 board and operating handle. The McCaskey is portable, easily 
 moved to the most convenient place for use. Its weight in 
 the full capacity style is but 27 1-2 lbs. 
 
 The McCaskey not only covers the listing and adding re- 
 quirements of its users but is a calculating machine as well. 
 Subtraction, multiplication and division are practical opera- 
 tions on the McCaskey. The instruction booklet which accom- 
 panies each machine explains simply the manner in which each 
 such function is accomplished. 
 
 The Mechanical Demonstration 
 
 The experienced adding machine salesman has learned that 
 care must be taken in presenting the adding machine from a 
 mechanical viewpoint. It is, of course, necessary to make a 
 mechanical demonstration. However, such a demonstration 
 should not be more than five minutes in length and should not 
 attempt to cover every adding machine feature. This short 
 demonstration establishes a good impression, avoids confusion 
 which results when too much is told about any such equipment 
 and makes the machine appear simple. 
 
 Use of the short demonstration makes it possible to hold 
 strong selling features of the adding machine in reserve. Points 
 which are most effectively covered in the demonstration are 
 presented in the order they can most practically be discussed. 
 
 The presentation of the McCaskey as a light, easily 
 portable machine of the standard, accepted, modern 
 
 402 
 
McCASKEY ADDING MACHINES 
 
 adding machine type — (Place it on the counter, if in a 
 store, for practical application). 
 
 Show next the clear signal, the “T*' on the detail strip 
 that indicates the machine to be clear. (Tear off a 
 piece of the tape with a on it to aid the prospect 
 to center his attention on what you are showing and 
 discussing.) 
 
 Explain the ledger-like columns, the cents, tens of 
 cents, dollars columns etc., and then show how a fig- 
 gure is entered on the keyboard; enter several of 
 them — call attention to the automatic printing of the 
 ciphers, to the self-correction feature of the key- 
 board, etc. (Let your prospect set up several items 
 and add them.) 
 
 Point out McCaskey triple visibility by showing as the 
 machine operates the three things to see — the amount 
 set on the keyboard, the amount printed on the detail 
 strip and the amount shown in the dials. 
 
 Demonstrate the one-stroke total; show the use of the 
 non-add key, the repeat key and the sub-total key. 
 
 Tell of the faster handle action and show how briskly 
 the handle operates. 
 
 Call attention to the capacity of the machines for reg- 
 istering and totaling amounts. (A million dollar 
 capacity on the eight bank machine; ten thousand dol- 
 lar capacity on the six bank model). 
 
 Bring out emphatically the following facts: 
 
 Mechanical troubles are almost entirely eliminated in 
 the McCaskey because of its extreme simplicity and 
 rugged construction. In the printing section alone, 300 
 parts have been eliminated in the adoption of a one- 
 piece typebar. (By putting in all 9s and drawing the 
 handle forward show these one-piece bars). The type 
 for tl;!e entire column is cast in one rugged block, do- 
 ing away with the individual type, springs, etc., form- 
 erly required for each number. 
 
 Read the McCaskey guarantee of service on McCaskey 
 adding machines. 
 
 Close with a quotation of price and terms. 
 
 Facing Competition 
 
 In the course of, or following, such a demonstration cer- 
 tain objections or questions may be raised as the result of 
 interest in competitive adding machines. Against the 10-key 
 adding machines the following advantages of the McCaskey 
 carry tremendous weight: 
 
 On the standard keyboard such as that of the McCaskey 
 the ciphers print automatically. In almost any col- 
 umn of figures ciphers will constitute 30% of them. 
 
 By printing ciphers automatically, a thing not pos- 
 sible with the 10-key machine, the McCaskey in one 
 single instance eliminates approximately 30% of the 
 work required by a 10-key machine. In the figure 
 $100.00, 80% are ciphers — 80% of the work of record- 
 ing that amount is done automatically. 
 
 403 
 
McCASKEY ADDING MACHINES 
 
 The McCaskey is self-correcting. The right key de- 
 pressed will unseat the wrong key in any single bank; 
 with a 10-key machine, if the error is caught at all be- 
 fore it is printed, the entire amount so far set up 
 must be released and the item re-entered. Thus the 
 McCaskey makes correction in but a fraction of the 
 time of a 10-key machine. 
 
 The 10-key keyboard is blind, does not reveal the item 
 set up — thereby it loses 1-3 of the triple visibility of 
 the McCaskey. In cases where there are no total 
 dials either, another 1-3 of McCaskey visibility is lost 
 to the 10-key machine. 
 
 Flexibility of the standard keyboard of the McCaskey 
 permits the depressing of several keys at one time 
 such as 555, or 344, or 567, etc. This is a factor add- 
 ing to speed over the 10-key machine which permits 
 but one key to operate at a time. 
 
 Against other standard keyboard machines the claim of the 
 McCaskey is one of simplicity, ruggedness, less parts to get out 
 of order, and standardization, therefore less costly manufac- 
 ture. 
 
 The Application of the McCaskey 
 
 The application of the McCaskey Adding Machine to the 
 particular work of the individual prospect to whom demon- 
 stration is made, is, in reality, the second half of the demon- 
 stration and the important thing in selling an adding machine 
 to a prospect slow to see the advantages himself at the time 
 of the mechanical demonstration. The value of the McCaskey 
 in a store, in a business office, or in other places where adding 
 machines have equal opportunity to serve with saving will 
 vary as regards the application of the machine to the needs 
 at hand. 
 
 Perhaps the McCaskey salesman will present the adding 
 machine to a merchant in the large maiority of cases and do 
 a greater adding machine business with merchants than the 
 adding machine salesman carrying simply an adding machine as 
 his full line of products. The adding m.achine duties in the 
 store are two-fold, counter use and office use. 
 
 The Adding Machine on the Counter 
 
 The tremendous competition in retail business today has 
 forced the use of every modern, simplified means of handling 
 business with speed and accuracy. Speed and accuracy are nec- 
 essary in serving and holding trade. They are necessary in 
 preventing leaks and losses to business and thus protecting 
 profits. 
 
 The adding machine on the counter fulfills a very import- 
 ant need in the average store. It enables the clerks making 
 sales of two or more items over the counter, cash or credit 
 sales, to rapidly add up the items and get the results with me- 
 chanical accuracy rather than trust to mental or scratch pad 
 and pencil methods. It awakes the customers to the fact that 
 modern means are being used to keep accurate check of busi- 
 ness done and builds confidence and holds trade. 
 
 The grocery, general store, meat market, hardware store, 
 drug store, accessory store, dry goods store, and many others 
 are particularlv in need of this counter adding machine service. 
 Too frequently at busy times errors are made in figuring 
 the total amount purchased; these errors, in cases where they 
 
 404 
 
McCASKErS” ADDING MACHINES 
 
 favor the customer, are apt to go unnoticed. It is recognized 
 by many store managers that all too many such errors are pres- 
 ent in their business. Such managers have been quick to take 
 advantage of methods which will minimize the human element 
 in accurately handling sales. 
 
 Thus, as a counter machine, the McCaskey Adding Machine 
 plays a very important part in the selling operations of the 
 business. It is able to check total amounts of either credit or 
 cash sales before the customers leave the store and prevent 
 error at the source. 
 
 Other Adding Machine Uses 
 
 The McCaskey Adding Machine as an office aid or general 
 business utility comes in for constant use in handling of daily 
 records of a business. Opposed to its services as a selling aid 
 the McCaskey also is of value from the standpoint of buying. 
 Each invoice, bill or statement covering purchases, expenses, 
 etc., should be checked by the adding machine to determine its 
 accuracy before payment is made. 
 
 Merchants are found who consider that it is the business of 
 the jobber, manufacturer, etc. to bill them accurately and check 
 the invoices sent out. While such is the case, the fact of the 
 'matter is that the merchant himself is the only individual who 
 is primarily interested in his own welfare and unless he takes 
 particular care to see that his purchases are properly billed 
 etc., no other is apt to from the standpoint of protecting him. 
 
 Proof of the importance of this check on purchases can 
 best be offered by the salesman in requesting statements or 
 invoices containing long listings of items. Invariably, in the 
 course of totaling of a number of such billings, errors will be 
 found. 
 
 The McCaskey Adding Machine has its place in the book- 
 keeping end of the business. Audit of customers charge ac- 
 counts, the obtaining of the totals of controlling financial ac- 
 counts together with a trial balance, if desired; the totaling 
 of statistical information to guide the management of the bus- 
 iness such as department sales, clerk sales, etc., all these come 
 under the functions of the adding machine. 
 
 In businesses where estimates are made on work or mater- 
 ial required for specific jobs, or where quotations are figured 
 to cover the needs of customers, the adding machine completes 
 the calculations with accuracy and dispatch. 
 
 The totaling of money and checks preparatory to bank de- 
 posits is another service of the adding machine. It has a very 
 prominent place in inventory work where the listing possi- 
 bilities of the McCaskey are unusually effective; the non-add 
 key should be shown in this connection, with explanation cov- 
 ering the printing of lot numbers of merchandise, and other 
 numbers which it is desired to register on the detail strip but 
 not add into the total dials.. 
 
 In making up financial statements for presentation to a 
 bank at the time a loan or other consideration is requested the 
 adding machine is of real value. As an income tax return 
 check, it is again important to correct calculation. 
 
 Special McCaskey Parts 
 
 There are a number of McCaskey Adding Machine parts 
 which are typical of the McCaskey product and these should 
 be presented to the prospect as additional and special advan- 
 tages of the tnachjnes. 
 
 405 
 
McCASKEY ADDING MACHINES 
 
 Audit Slip Holders: — Metal hooks which make it possible 
 to insert a sales slip, statement or other form before the 
 platen of the machine and print an item or a total. These are 
 of special value in auditing sales slips carrying charges oti 
 customers’ accounts. 
 
 Autographic Attachment: — This metal plate over which the 
 detail strip or tape of the adding machine passes provides a 
 convenient, substantial rest for the detail strip so that entries 
 can be made on the paper by pen or pencil. In this way neces- 
 sary notations can be made as figures are set down on the tape 
 that the figures be easily identified. 
 
 Automatic Reversible Ribbon: — The ribbon on the McCas- 
 key Adding Machine is the automatic reversible type which 
 requires no care or attention on the part of the operator. 
 
 Effective Methods of Closing 
 Certain methods of approach and closing by men exper- 
 ienced in the selling of adding machines demand the attention 
 of every adding machine salesman. 
 
 One of these methods is to obtain from the merchant the 
 approximate figure as to his annual business. The statement 
 of the salesman in a case where the annual business done reach- 
 ed around $40,000 would be : 
 
 ^‘The McCaskey will be here working for you for 
 a period of ten years. In that period of time you will 
 do $400,000 in business volume, even if the business does 
 not grow. $400,000 is a tremendous amount of money. In 
 fact it is so large that the man does not live who can 
 merely count to $400,000, or to half of it, and not make a 
 mistake of $100. Isn’t it worth $100.00— $10.00 a year — 
 less than five cents a day to accurately handle that 
 $400,000 worth of business?” 
 
 Another strong closing presents the comparison of a com- 
 mercial business with a banking institution: 
 
 “You probably never before realized the many ways 
 in which a McCaskey Adding Machine could make you 
 money. Handling figures is generally accepted as un- 
 profitable work, but if those figures can be made to 
 give you information which will enable you to better 
 handle your business, they can be made to pay vou a 
 profit ; and errors found mean money saved. Errors 
 undiscovered are costly. If they are against you, you 
 lose money. If they are in your favor, you lose cus- 
 tomers. Many times the difference between success 
 and failure in business is the amount lost throug'h 
 errors, and petty losses which could have been prevent"- 
 ed through the use of the McCaskey Adding Machine 
 I have shown you. 
 
 “Many merchants fail to make money with a mark- 
 up of 25% to 40%, while banks make money at 6%. The 
 difference is that the bank knows every day just how it 
 stands in every department, while often the business 
 man guesses. I do not believe you can fully appreciate 
 how much these little things mean to you until you have 
 installed this machine on your records. 
 
 “There is no question but that you would save a 
 great deal of time, that it would be more convenient, 
 that vour records would be more accurate, and that you 
 would save considerable in errors, small leaks and loss- 
 
 406 
 
McCASKEY ADDING MACHINES 
 
 es. However, the big thing is the better control you 
 would have over your business by means of having 
 this information. Large, successful businesses are in- 
 variably built up through having reliable figure-facts 
 daily; they are thereby enabled to intelligently guide 
 operations. If you know just how you stand at all 
 times, you unquestionably have a greater opportunity 
 of increasing your profits than would otherwise be the 
 case. If this information and this control is worth any- 
 thing to you, it costs you just that much more every 
 day you do without it. 
 
 “The price of this machine is $ . 
 
 “The average life of the machine is about 10 years. 
 
 “That means it will cost you on an average $ 
 
 per year or $ per week. 
 
 “How soon would you like this machine installed?’^ 
 
 CAN YOU ANSWER THESE QUESTIONS 
 EFFECTIVELY? 
 
 1 — Tell something of the origin of the adding machine. 
 
 2 — What style of machine gained early leadership? 
 
 3 — Why was the McCaskey made in the standard key- 
 board design? 
 
 A — Explain triple visibility. What are its advantages? 
 
 5 — Name features of the McCaskey that add to speed 
 in adding machine operation. 
 
 6 — Why should a mechanical demonstration be short? 
 
 7 — What are the points most important to be covered 
 in the mechanical demonstration? 
 
 8 — Give McCaskey advantages over the 10-key adding 
 machine; over other competitive makes. 
 
 9 — What is the value of the adding machine on the 
 counter? In the office, etc.? 
 
 10 — State advantages of audit slip holders; autograph- 
 ic attachment. 
 
 11 — Give a strong closing to an adding machine demon- 
 stration. 
 
 407 
 

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McCASKEY SALES BOOKS 
 
 Chapter VII 
 
 McCaskey Sales Books 
 
 Salesbooks enter almost universally today into the service 
 of all lines of business, retail, wholesale, industrial and the 
 trades doing job or contracting work. Since its introduction 
 as an outlaw size to meet the needs of McCaskey System users 
 back in 1903, the McCaskey salesbook has earned and holds to- 
 day a rating as the quality salesbook product of the salesbook 
 market, and the McCaskey Register Company today is one of 
 an outstanding group of large salesbook manufacturers, reach- 
 ing salesbook bu3^ers of the United States with the issue of 
 its great Alliance, Ohio, and Boston, Massachusetts printing 
 plants, and buyers of Canada, England and the continent of 
 Europe with the issue of the plants at Galt, Ontario and Wat- 
 ford, Herts, England. 
 
 Each McCaskey salesbook is a pad with an honorable his- 
 tory far back of the printing, cutting and binding. The secrets 
 of nature together with the cunning of man have united to 
 build into it a quality in stock, a care and skill in workman- 
 ship, an intelligent printing experience and the benefits of 
 years of industry in the development of carbons toward per- 
 fected duplicate and triplicate as well as greater numbers of 
 multiple-copy forms. As long as business houses are judged 
 by the quality of paper in their stationery, salesbooks, etc., 
 the McCaskey product will continue to appeal as the leading 
 salesbook in the field and will continue to be bought by the 
 hundreds of thousands of enterprises having need of salesbooks 
 in business operation. 
 
 A page on “Paper’' in the Salesbook Price List and addi- 
 tional information in the description of Boston Salesbooks, in 
 the price list insert covering those books, present some of the 
 factors which account for the quality of the McCaskey sales- 
 book. This information is valuable to the salesman, giv- 
 ing definite information as to the material put into the paper 
 stock and the technical figures or number of points represent- 
 ing the tensile strength of the slips. 
 
 Ftom the No. 1 book paper (all rags) through the special 
 book paper and the McCaskey stock (part rags, part sulphite 
 and some ground wood) and on through the roll of listed stocks 
 in use, the McCaskey salesbook is composed of known factors, 
 has a definite test strength (by Mullen tester) and brings to 
 the McCaskey salesbook user a true value in quality of mater- 
 ials. The sulphite referred to is a wood pulp prepared by 
 heating wood under pressure with a solution of acid sulphite 
 of calcium or magnesium. Thus, except for the rag content of 
 some of the papers used, sulphite pulp and varied proportions 
 of ground wood account for the majority of the stocks distrib- 
 uted. 
 
 451 
 
McCASKEY SALES BOOKS 
 
 How Paper Is Made 
 
 Generally it can be understood that this wood pulp comes 
 from remote forests of northern Canada, almost beyond the 
 edge of civilization. The transformation to the McCaskey 
 salesbook includes the felling of the giant trees, skidding to 
 the banks of a northern stream, possibly tributary to the Ot- 
 tawa River, floated by high waters in a turbulent jam to the 
 main river and finally to the holding boom of some pulp mill 
 in Southern Canada or in a northern state. Chain conveyors 
 and cut off saws do their work, barkers skin the bolts of wood 
 fed to them and the pulp machines next reduce the former 
 trunk to a usable pulp mass. 
 
 There are two principle methods of manufacturing wood 
 pulp — mechanical means and chemical action. Hydraulic pres- 
 sure against grinding stones reduces the wood bolts to the 
 ground wood pulp, something like a thin norridge; this is the 
 ground wood material mentioned in the price list as being a 
 large part of the 35 lb. and 32 lb. news stocks, the lower priced 
 salesbook papers. 
 
 The making of chemical pulp is a much more involved pro- 
 cess and is the method which produces the sulphite content 
 mentioned as appearing in the McCaskey and 35 lb. news stocks. 
 From the barkers the bolts To be converted into sulphite pulp 
 are carried by water to a chipper Avhich literally eats them up. 
 They come out as chips from one-half to five eighths of an 
 inch in thickness. Unlike the grinder in the ground wood pro- 
 cess, the chipper does not reduce the wood bolts to a pulp 
 but serves to preserve as long a fiber as is practicable. 
 
 The chips pass over screens which remove all sawdust and 
 other finely ground wood and are carried to tanks each having 
 a capacity of from 20 to 24 cords of pulp wood or about 12 tons 
 of sulphite pulp. About 6000 gallons of sulphurous acid is add- 
 ed to the wood pulp and the mass is cooked for upwards of 24 
 hours at about 145 degrees centigrade. The cooked chips are 
 soft, capable of being squeezed into a pulpy mass in the hand. 
 This sulphite is used for the manufacture of the best qualities 
 of paper. It produces a paper having a great tensile strength 
 because of the long fibres. Also, the bleaching action of the 
 digestive process makes a lighter colored pulp more suited to 
 the better grades of paper. 
 
 In making McCaskey stock a pulp mixture containing part 
 sulphite and part ground wood is used. The two pulps are 
 mixed in a beater and made ready for the paper machines. 
 Sizing and dyes are added during the beating and blending 
 process to make the papers non-absorbent of ink and white and 
 clear In papers to be colored the coloring material is added in 
 the beater. 
 
 The pulp, when ready, is next passed to tanks which feed 
 the paper making machines. Paper is seen to be a wood paste, 
 properly prepared, then spread out evenly (on the paper mak- 
 ing machines) and dried under pressure. The paper making 
 machine itself is not complicated, although it occupies a space 
 on the floor of the mill of about 150 feet from end to end. The 
 greater part of this space is made necessary because wood pulp 
 at all stages of its manufacture contains a large percentage of 
 water, and this must all be removed by one means or another 
 in a very short time. 
 
 When the pulp reaches the paper machine it pours in like 
 452 
 
McCASKEY SALES BOOKS 
 
 a stream of buttermilk and is picked up by a wide endless belt 
 of bronze wire cloth, about twenty-five feet from roller to 
 roller, and varying in width from 100 to 144 inches, or more, in 
 accordance with the size of the machine. This belt has a later- 
 al side motion as well, which serves to distribute the pulp 
 evenly over its surface. This motion causes the fibres to as- 
 sume a parallel position to the direction in which the belt is 
 traveling; it also causes them to integrate one with the other 
 so as to form a continuous sheet. 
 
 From the bronze mesh belt the pulp, now a thin wet film, 
 is picked up by a number of endless felt belts and carried un- 
 der a series of pressure rolls which continue to eliminate mois- 
 ture; finally over and under a succession of approximately 30 
 pairs of hollow, steam heated cylinders, each about 36 inches 
 in diameter. By the time it has traveled through these cylin- 
 ders it is quite dry and has become a continuous band of paper 
 from 8 to 12 feet wide, according to the machine size. It is 
 rough, however, and yet unsuitable for use. 
 
 From the last of the drying cylinders the strip of paper is 
 threaded through what is known as a “calendar stack,” a num- 
 ber of heavy chilled steel rollers placed one on top of the 
 other and as many as a dozen in all, depending on the degree 
 of finish required. When the strip of paper emerges from 
 between the lowermost two rollers it is ready for the market. 
 Rewinding rolls transfer the paper to final reels where revolv- 
 ing knives divide it into ordered widths. The rolls move on to 
 the shipping rooms from which they are packed in carload 
 lots and forwarded to the several McCaskey salesbook factor- 
 ies. 
 
 The paper is ready for the press when received in Alliance 
 and Boston, if it is to be used in the making of single carbon 
 salesbooks. In case it is to be carbonized, this special treat- 
 ment is given in Alliance in the McCaskey carbonizing rooms. 
 The great rolls are unwound and rewound with the carbon 
 coating that does not dry out with age nor smut with use. 
 Some rolls get blue carbon treatment, others the black. 
 
 McCaskey Surety Carbon 
 
 The McCaskey Register Company originated the black 
 carbonized book, and then the blue. For some years this com- 
 pany was the only manufacturer selling the black after intro- 
 ducing it. Today the company is the only one selling Surety 
 salesbooks, the trade name given the books carbonized by 
 Surety carbon, the McCaskey Register Company’s own, secret 
 carbonizing formula. Because of the fact that only ingredients 
 of the highest grade are used in the carbonizing process, and 
 that the materials used are ground to make the carbon-coating 
 the McCaskey company is able to guarantee Surety carbon as 
 capable of making a clear, legible copy, regardless of the age 
 of vho books, Frequently books are obtained which are ten, 
 fifteen, even twenty years of age ; tested in practice they show 
 as clear a duplicate or triplicate copy as the ne vest product. 
 
 McCaskey black Surety coating is black, not gray The 
 McCaskey process, however, while increasing the copying qual- 
 ity of the coating, reduces the amount of carbon required and 
 makes a clearer, cleaner copy than other carbon coating metli- 
 ods. Frequently excessive paraffin in carbonizing results in a 
 coating that dries out quickly and thus deteriorates with age. 
 The McCaskey process eliminates this possibility. While the 
 McCaskey black Surety presents a clean, black copy, easily 
 
 453 
 
McCASKEY SALES BOOKS 
 
 read, the McCaskey blue Surety, a later development by almost 
 twenty years, presents a natural copy color in the blue and is 
 yet clearer, and 50% cleaner because of natural difference in 
 the coloring materials required. 
 
 The McCaskey Blue Surety salesbooks were introduced 
 only after long periods of experiment. They are distinctly* a 
 McCaskey achievement in carbon-backed salesbook manufac- 
 ture. They win instant approval wherever shown and represent 
 today the heighth of quality in the carbon-backed salesbook 
 line. 
 
 In practical use the Surety (carbon-backed) salesbook has 
 certain advantages over the single carbon book. The user of 
 Surety books is assured a 100% good copy for every entry 
 made. The copies can be made speedily without lost motion. 
 There is no loose carbon sheet to wrinkle, become misplaced 
 or tear. 
 
 Carbons used in the single carbon salesbooks, from both 
 the Alliance and Boston factories, are the best to be obtained. 
 They are tested to furnish a full 50 strong copies, the require- 
 ment of the salesbook carrying 50 sets of slips. As a result 
 more than 50 copies are obtainable from McCaskey salesbook 
 carbons. 
 
 SALESBOOK GROUPS 
 
 With the foregoing pages serving as an introduction, the 
 following presentation of McCaskey salesbooks is made: 
 
 McCaskey salesbooks are divided into five groups to cover 
 the books made in Alliance, into two groups to cover the books 
 made in the Boston factory. These are, for Alliance-made 
 books ; duplicate Surety salesbooks, triplicate Surety sales- 
 books, duplicate single carbon salesbooks, triplicate single 
 carbon salesbooks and miscellaneous styles; for Boston made 
 books ; duplicate and triplicate single carbon styles. 
 
 In the McCaskey Sales Book Price List the make up of these 
 salesbooks is given in detail; the pages on General Informa- 
 tion and on prices for given quantities and sizes of the various 
 styles bring out just what the McCaskey factories are pre- 
 pared to do in manufacturing salesbooks. The following classi- 
 fication is given to assist you as a new McCaskey salesman 
 to grasp as readily as possible this detailed and perhaps entire^ 
 1}^ foreign information. In no respect is it an attempt to cover 
 McCaskey salesbooks as a subject — that is the province of 
 the Sales Book Price List from the standpoint of descriptive 
 detail. The following information is usable from the sales 
 standpoint after the descriptive detail has become your per- 
 sonal knowledge. 
 
 McCaskey Duplicate Surety Salesbooks 
 
 The No. 22 duplicate Surety salesbook, with white original 
 and yellow duplicate (black carbon or blue), is found in prac- 
 tically every line of business. It is one of the styles which 
 the McCaskey Register Company is equipped to make in quan- 
 tity, grouping large numbers of orders on a single press run 
 in the standard size, 3 3-8" x 5 1-8". 
 
 Large flatbed presses carry 42 of these No. 22 salesbook 
 jobs on one run, where the book is being ordered in its sim- 
 plest form without advertisement on the duplicate or number- 
 ing of any kind. 
 
 McCaskey special rotary presses carry 28 of the No. 22 
 salesbook jobs on one run where the book carries two color 
 
 454 
 
McCASKEY SALES BOOKS 
 
 printing, an advertisement in red, numbering in red, etc. On 
 these jobs the face of the original may be all black, all red 
 or red and black. 
 
 It is the experience of the McCaskey salesman in present- 
 ing the salesbook to the merchant that the McCaskey No. 22 or 
 No. 23 salesbook in red and black printing, with red lines, an 
 advertisement in red and blue carbon on the back of the dupli- 
 cate, offers the neatest^ most attractive salesbook buy from a 
 quality and practical business standpoint that the merchant 
 is enabled to make. Such a buy is the forerunner of repeat 
 salesbook business, because customers are satisfied with the 
 quality of the books provided them. 
 
 The No. 24 duplicate Surety salesbook, with white original 
 and duplicate in colors, takes care of the merchant who wants 
 something different in paper color combinations. It is not a 
 better book than the No. 22 but is more expensive because much 
 less often sold. It is a special book as related to the general 
 run of business, not ordered often enough to permit of group- 
 ing on the presses and consequently must run alone and taken 
 the full press costs on the single order. It offers no greater 
 system advantage than the No. 22. The company would rather 
 receive a No. 22 order because of the simple fact that quantity 
 production is more profitable and this book does not make 
 such production possible. 
 
 The No. 51, the folded duplicate Surety book, all white (or 
 all colored, though colors are special), gives the advantage of 
 folded slips which are attached and remain together, in align- 
 ment etc., after being torn from the salesbook. These books 
 are especially valuable where a carrier system is used or in any 
 other instances where the two slips must be sent to the office 
 and further entries made such as the carrying forward of the 
 balance, etc. 
 
 The No. 28 Account Books are made for the merchant lo- 
 cated in a community heavily settled by foreigners. The for- 
 eign trade still demands the use of the pass book which gives 
 them something to carry away with them from the store. The 
 original slip is perforated to be torn out for use with the 
 McCaskey Credit System while the duplicate carrying the ac- 
 count forwarded stays in the book. The book, in this way, an- 
 swers the same purpose as the McCaskey slip holder in the 
 ordinary home where McCaskey service is being rendered. 
 
 McCaskey Triplicate Surety Salesbooks 
 
 The No. 23 triplicate Surety salesbook is the triplicate 
 brother to the No. 22 book and practically everything said of 
 the No. 22 can be said of the No. 23 with some very import- 
 ant additions. This book carries the white original, yellow 
 duplicate and a pink triplicate; it can be ganged on the press- 
 es in the same way, under the same circumstances and is the 
 triplicate Surety salesbook which offers the greatest quantity 
 production advantage. 
 
 The triplicate salesbook, however, offers more in system 
 value than the duplicate. Where the duplicate presents an or- 
 iginal slip for the McCaskey compartment and a duplicate slip 
 for the customer, the triplicate salesbook presents an ori.ginal 
 slip for the McCaskey compartment, a duplicate for use in 
 auditing the account, taking off statistics, use as a monthly 
 itemized statement, etc., and a triplicate slip for the custom- 
 er. Thus the difference between No. 22 duplicate and No. 23 
 
 455 
 
McCASKEY SALES BOOKS 
 
 triplicate, is more system, more thorough business information 
 and benefit 
 
 The No. 42 triplicate Surety salesbook is a triplicate broth- 
 er of the No. 24. It offers no more system value than the No. 
 23, but, being of special color, etc., must be run alone, is more 
 expensive to make and consequently more expensive to buy. 
 The company would prefer a No. 23 salesbook order. 
 
 No. 120 and No. 81 triplicate Surety salesbooks both offer 
 advantages similar to those of the No. 51 duplicate Surety in 
 that the three slips are attached or practically so (the yellow 
 duplicate of the No. 81 being interleaved while the three slips 
 of the No. 120 are all in one strip and attached) and convenient 
 for the handling by carrier system or sending to office, or for 
 putting up orders, etc. 
 
 Coal and lumber dealers, etc., have found the No. 81 of 
 particular value from the standpoint of handling delivered ord- 
 ers where the customer is required to sign the order as a re- 
 ceipt. The yellow duplicate is retained in the dealer’s office 
 as a record of what has been sent out on delivery, while the 
 original and triplicate slips are taken by the driver for signa- 
 ture. The original is returned to the office and the triplicate 
 left with the customer. 
 
 These books, as triplicate salesbooks, offer the same ad- 
 vantage of more system value over the No. 51 as the No. 23 
 over the No. 22 and the No. 42 over the No. 24, etc. 
 
 McCaskey Duplicate Single Carbon Salesbooks 
 
 The No. 130 single carbon salesbook is the first cousin to 
 the No. 22. It has the same white original, the same yellow 
 duplicate, and is likewise capable of being grouped and run 
 in quantity production style. The only difference is that of 
 belonging to the single carbon class without carbon coating on 
 the back of the original. 
 
 The No. 134 and No. 135 duplicate single carbon books are 
 off shoots of the No. 130. They are special and compare to the 
 No. 130 as does the No. 24 to the No. 22, etc. They are more 
 costly to make and more costly to buy. Where the merchant 
 expresses a desire for an all white single carbon book open at 
 the bottom, etc., (No. 135) he can be sold the No. 130 in 99 
 cases out of a hundred where he will have the advantage of 
 a colored, distinctive duplicate, a book of the very same qual- 
 ity at a much more reasonable price. The company prefers to 
 make the quantity production No. 130 book at the lesser price. 
 
 The No. 113 duplicate single carbon salesbook is the single 
 carbon cousin to the No. 51 Surety book. When folded at the 
 bottom, it serves to meet the requirements of the carrier sys- 
 tem etc. or under any other circumstances where it is particu- 
 larly desirable to have the slips remain as attached. The same 
 stocks are used in each of these books. 
 
 The company meets the demand for a zig zag fold book 
 in the duplicate single carbon style No. 73. Due to peculiar- 
 ities of press construction necessary to the making of this odd 
 style, it can only be furnished in slips of six inch lengths. As 
 listed in the price list the 3%" x 6" and the 4" x 6" sizes are 
 the ones the company is able to provide. 
 
 McCaskey Triplicate Single Carbon Salesbooks 
 
 The No. 142 triplicate single carbon salesbook is the trip- 
 
 456 
 
McCASKEY SALES BOOKS 
 
 licate brother of the No. 130 book. The same white original is 
 supported by a tissue duplicate and a yellow triplicate. As in 
 the comparison of the triplicate Sureties to the duplicates, 
 this triplicate style offers more system benefits because of the 
 presence of the tissue additional copy over the No. 130. 
 
 The No. 144 triplicate single carbon book again invites the 
 interest of the merchant who is ready to spend more to get 
 something different. This book is more expensive because it 
 is special as the No. 24, No. 42, No. 134, No. 135, etc. 
 
 The No. 133, with tissue duplicate interleaved is the cousin 
 of the No. 81 Surety. It is a folded book giving the advantage 
 of holding in convenient form the slips of each set as long as 
 required, and also the benefit from the system standpoint over 
 the duplicate styles of salesbooks. 
 
 McCaskey Miscellaneous Styles 
 
 The styles No. 161, No. I7l are bank deposit slip books. 
 Where effort is made to line up the bank business in a terri- 
 tory, these books will frequently sell themselves on sight, the 
 No. 1 book stock and special bond stock of which they are made 
 reflect the true quality in supplies required by a progressive 
 banking institution. 
 
 Other books listed are stock forms of one style or another, 
 or special books of infrequent use. The facts in the case are 
 that the listed books in the Surety and single carbon styles are 
 the books which the company is best fitted to make, and even 
 then the desire is strongly expressed that the No’s. 22, 23, 130 
 and 142 be favored. Where folded books can be advantageously 
 used the No’s. 51, 81, 120, 113 and 133 grant practically every 
 service that salesbooks can render. The company is emphatic 
 in stating that the special offshoots from the regulars, the No's. 
 24, 42, 134, 135 and 144 are more expensive to the customer be- 
 cause they are more costly to manufacture. 
 
 McCaskey Boston Books 
 
 The McCaskey Boston salesbooks stand out as the highest 
 quality of single carbon salesbooks one can buy. The duplicate 
 salesbooks include a white sulphite bond original slip and a 
 natural colored manila slip as the duplicate; the same stocks 
 make up the original and triplicate slips of the triplicate books 
 together with a manifold tissue duplicate. The paper quality 
 is high grade, uniform and toughened to meet unusual strength 
 tests and to stand up under erasing and rough handling in busi- 
 ness use. 
 
 These books were introduced to meet the demands of the 
 discriminating New Englander. Today the product of this 
 Boston plant is in use in all sections of the country, matching 
 with true satisfaction the requirements of those who serve a 
 touchy, aristocratic market, and handling business records for 
 others who recognize the wisdom of quality salesbooks as rep- 
 resentatives of their businesses. 
 
 While Boston books are printed and made up in many 
 sizes the standard measurements of slips 3^" x 5%" are fur- 
 nished in greater numbers. Books of this size are more desir- 
 able for the Boston factory than are any others — all things be- 
 ing equal this is the profitable McCaskey Boston book to sell, 
 whether in duplicate or triplicate. 
 
 The Users of Salesbooks 
 
 As an answer to the question, ‘Who uses salesbooks?" a 
 457 
 
McCASKEY SALES BOOKS 
 
 list of the users of salesbooks has been included here. The 
 names of upwards of a hundred lines of business have been 
 included and together with each line of business the style num- 
 bers of books recently made for them by the McCaskey Regis- 
 ter Company salesbook factories are given. 
 
 This list should not be considered as complete in any sense. 
 It is a cross section of the salesbook market; the style num- 
 bers of the books used indicate what is being sold these lines 
 of business by the representative McCaskey salesmen. Sample 
 slips from most of the salesbooks covered by this list have 
 been sent to the McCaskey sales force from t^*me to* time with- 
 in the last several years as representative of the style and make 
 up of salesbooks these various lines of business can use to ad- 
 vantage. 
 
 Bakery — (Nos. 22, 23, 28, 113, 130) 
 
 Candy (whsle) — (No. 113) 
 
 Canned Fruits Vegetables (Distributors)— 
 
 (No. 22, 23) 
 
 Cheese (Mfrs.) — (Nos. 22, 51) 
 
 Commission Merchant (whsle) — (No. 130) 
 Delicatessen — (Nos. 22, 23, 51, 113, Boston 
 Trip) 
 
 Farmers Skipping Asso. — (No. 22, 23) 
 
 Fruits — (Nos. 22, 23, 51, 113, Boston Dup.) 
 
 Fruits (v/hsle) — (Nos. 22, 23, 113) 
 
 Fruit <£' Produce (whsle) — (No. 22, 23, 81, 
 
 133, Boston Dup. Boston Trip.) 
 
 Grocery — (Nos. 22, 23, 24, 28, 51, 81, 113, 120, 
 
 130, 134, Boston Dup., Boston Trip.) 
 
 Live Stock Commission Co. — (No. 22, 23) 
 
 Meat Market — (Nos. 22, 23, 51, 73, 113, Bos- 
 ton Trip.) 
 
 Packing Company — (Nos. 22, 23, 51, 113, Bos- 
 ton Trip.) 
 
 Pastry — (No. 22, 23) 
 
 Produce — (Nos, 22, 23, 24, 51, 81, 113) 
 
 Produce (whsle) — (Nos. 22, 23, 113, 133, 142) 
 Provisions (Mfrs. and Dealer) — (No. 22, 23, 
 
 Boston Dup.) 
 
 Provisions (whsle) — (No. 22, 23) 
 
 Relish (Mfrs) — (Boston Trip.) 
 
 Sea Foods — (No. 22, 23) 
 
 Sugar (whsle) — (No. 113) 
 
 Tobacco (whsle) — (Nos. 22, 23, 113) 
 
 Vinegar and Pickles — (No. 22) 
 
 Creamery — (Nos. 22, 23, 51, 130) 
 
 Dairy — (Nos. 22, 23, 51, 113, 142, Boston Dup.) 
 
 Dairy Products — (Nos. 22, 23, 81) 
 
 Poultry — (Nos. 22, 23, 113) 
 
 Poultry Asso. — (No. 22) 
 
 Barber Shop — (No. 130) 
 
 Beauty Parlor — (No. 130) 
 
 Bottler — (Nos. 22, 23, 120, 130, Boston Dup.) 
 
 458 
 
McCASKEY SAx.ES BOOKS 
 
 Cafe — (Nos. 130, 135, Single Slip) 
 Confectioner (Mfrs,) — (Nos. 22, 23, 134, Bos- 
 ton Dup.) 
 
 Confectionery — (Nos. 22, 23, 130) 
 
 Hotel — (No. 130, Boston Dup.) 
 
 Ice Cream — (Nos. 22, 23) 
 
 Lodge — (No. 113) 
 
 Refreshment Stand — (No. 22, 23, 142) 
 Restaurant — (Nos. 113, 135, Single Slip) 
 Soda Fountain Supplies — (No. 51) 
 
 Bank — (Nos. 130, 161, 171, Boston Dup.) 
 Clothing — (Nos. 22, 23, 51, 113, Boston Dup.) 
 Company Store — (Nos. 22, 23, 51, 81) 
 Crockery — (No. 51) 
 
 Department Store — (Nos. 73, 113, 133, 142) 
 Drug — (Nos. 22, 23, 134, Boston Dup. Bos- 
 ton Trip.) 
 
 Dry Goods — (Nos. 22, 23, 51, 73, 113, 133, Bos- 
 ton Trip.) 
 
 Florist — (Nos. 22, 23, 51, 113, Boston Dup.) 
 Furniture — (Nos. 22, 23, 51, 133, 142, Boston 
 Dup.) 
 
 General Store — (Nos. 22, 23, 28, 51, 81, 113, 
 142, Boston Dup.) 
 
 Greenhouse — (No. 142) 
 
 Hardware & Implements — (Nos. 22, 23, 24, 
 51, 81, 113, 133, 142, Boston Dup.) 
 
 High School (Manual Tr, Dept.) — (No. 51) 
 Jev/elery — (No. 134) 
 
 Jewelers (whsle) — (Boston Dup.) 
 Machinery (Farm) — (No. 22, 23) 
 
 Magazine Stand — (Nos. 22, 23, 113) 
 Millinery — (Nos 51, 113, 130) 
 
 Music — (Nos. 22, 23, Boston Dup., Boston 
 Trip.) 
 
 Newspaper — (Nos. 22, 23) 
 
 Orchard Improvement Co. — (No. 23) 
 
 Paint — (Nos. 22, 23, 113, Boston Dup.) 
 Portraits — (Nos. 22, 23) 
 
 Radio — (Nos. 22, 23, 113) 
 
 Rug Company — (Nos. 22, 23) 
 
 Shoes — (Nos. 22, 23, 51, 130) 
 
 Tailor — (Nos. 22, 23) 
 
 Telephone Exchange — (Nos. 22, 24, 113) 
 
 Wall Paper — (Nos. 113, 142) 
 
 Washing Machine Dealer — (Nos. 135, 144) 
 Woolen Mills Co. (Retail) — (No. 113) 
 Building Supplies — (Nos. 22, 23) 
 
 Coal — (Nos. 22, 23, 51, 81, 120, 133, 142, Bos- 
 ton Dup.) 
 
 Drayman — (No. 22) 
 
 Delivery Service — (No. 113) 
 
 459 
 
McCASKEY SALES BOOKS 
 
 Electrical Supplies — (Nos. 22, 23, 113, 130, 
 
 Boston Dup.) 
 
 E, levator Company — (Nos. 22, 23) 
 
 Feed — (Nos. 22, 23, 51, 113, Boston Dup.) 
 
 Flour — (No. 22, 23, 24) 
 
 Grain — (Nos. 22, 23, 24, 134, 142, 144, Boston 
 Dup. Boston Trip.) 
 
 Ice — (Nos. 22, 23, 130) 
 
 Lumber — (Nos. 22, 23, 24, 81, 142, Boston 
 Trip.) 
 
 Milling — (No. 22, 23) 
 
 Plumbing & Heating — (Nos. 22, 23, 130, Bos- 
 ton Dup.) 
 
 Sheet Metal Shop — (Nos. 22, 23) 
 
 Taxi — (No. 22, 23) 
 
 Team Contractor — (No. 130) 
 
 Transfer — (No. 113) 
 
 Dental Laboratory — (Boston Trip.) 
 
 Cleaners — (Nos. 22, 23, 113, 130, 142) 
 
 Dry Cleaners — (Nos. 22, 23, 51, 130, Boston 
 Dup.) 
 
 Dye Works — (No. 23) 
 
 Laundry — (Nos. 22, 23, 113, Spec.) 
 
 Paper & Laundry Supply Co, — (No. 113) 
 
 Towel Supply Company — (No. 113) 
 
 Automobile Accessories — (NLos. 22, 23, 135) 
 Automobile Supplies (whsle) — (No. 81) 
 
 Automobile Dealers — (Nos 22, 23, 113, 134, 
 
 Boston Dup.) 
 
 Batteries — (Nos. 22, 23, 130) 
 
 Filling Station — (Nos. 22, 23, 81, Boston 
 Dup.) 
 
 Garage — (Nos. 22, 23, 42, 81, 130, 135, Boston 
 Dup., Boston Trip.) 
 
 Gas & Oil (Distributor) — (No. 22, 23, 142) 
 
 Oil Company — (Nos. 22, 23, Boston Dup. 
 
 Boston Trip.) 
 
 Parking Garage — (Nos. 22, 23) 
 
 Bags, Twine, Boxes, Paper — (Nos. 22, 23, 
 
 113, 130, Boston Dup.) 
 
 Barber Supply Company — (No. 22, 23) 
 
 McCASKEY SALESBOOK SELLING SUGGESTIONS 
 
 One sure way of building salesbook volume and earnings 
 is to diversify in selling — that is, sell to all lines of business. 
 The list above together with associated lines of business en- 
 terprise locates better than a hundred sources of salesbook 
 business. The lines of business named are all using sales- 
 books today. They were selected from a list of McCaskey 
 salesbook users. Those in the same lines not using salesbooks 
 are possible buyers Those in the same lines now using sales- 
 books, but not McCaskey salesbooks, are possible buyers of 
 McCaskey salesbooks. Those in the same lines now using 
 
 460 
 
McCASKEiY SALES BOOKS 
 
 McCaskey salesbooks are probable buyers for repeat orders 
 where attention is given them regularly and where quality 
 books are sold. 
 
 The selling of all styles to all lines of business is done by 
 leaving the beaten path, of selling to the grocer and general 
 merchant alone, to sell to every type of retail, wholesale and 
 associated lines. Certain styles have been named as first pre- 
 ferred by the company; however, many times sales can be 
 made and McCaskey salesbook users won over from other 
 lines of salesbooks to the McCaskey line by the suggestion of 
 certain McCaskey qualities, special stocks, layouts, etc., and 
 in such cases the full listing of McCaskey books should be 
 surveyed for the books most desirable to meet the needs at 
 hand and give additional advantages over the books previously 
 used. 
 
 Business Cards, Layouts and Advertisements 
 Changes in the books the merchant has been using often 
 result in the sale of the next order of books by the McCaskey 
 salesman. A Salesbook Sample Folder is furnished each sales- 
 man. In this folder are samples of the McCaskey salesslips 
 for a large variety of lines of business; in addition they pre- 
 sent a wide range of different layouts. These samples togeth- 
 er with the samples sent out by the Salesbook Service Depart- 
 ment at frequent intervals and the samples picked up in the 
 course of covering the territory make it possible for you to 
 have a very full line of salesbook layouts for the different 
 lines of business called on — to a bottler you show the sales- 
 slip or book used by a beverage company, to the hardware and 
 implement dealer, a book of a user in that line etc. 
 
 In addition to the salesslips the Salesbook Sample Folder 
 present^ a long list of illustrations from which selection can 
 be made for business cards on the face of the salesslip or for 
 the advertisements on the back of the original, duplicate or 
 triplicate according to the style of book recommended. The 
 folder contains a thorough listing of advertising copy accord- 
 ing to number. From this source you are in position to re- 
 commend a new advertisement, perhaps a snappier, more fav- 
 orable one than that formerly used. Such recommendations, 
 when made as the result of intelligent investigation of the 
 value of the illustration or advertising copy suggested, are 
 frequently found to result in the establishment of salesbook 
 relationships which otherwise might be difficult to bring 
 about. 
 
 Following are some simple, yet effective ways in which a 
 merchant’s favor is won in the consideration of new sales- 
 books : 
 
 If the book being used has spaces set apart for ‘Reg- 
 ister Number’ and ‘Clerk Number’ and the merchant 
 does not have use for such features, suggest the sub- 
 stitution of ‘Phone Number,’ ‘Phone for Food,’ or 
 some other appropriate wording that will have a tend- 
 ency to do the merchant some good. 
 
 If the street number line is on books beiffg used in a 
 very small town, suggest the omission of this line and 
 widening of space between the lines to be used for en- 
 tries of items sold; the advantage of wider space is 
 universally appreciated. 
 
 Warn against too much printing in the business card 
 461 
 
McCASKEY SALES BOOKS 
 
 at the top of the salesslip. Some merchants want to 
 list far too many items — suggest “Everything In Hard- 
 ware,” “Good Things To Eat,” “General Merchandise” 
 etc., to blanket the entire listing, save space and make 
 a neater slip. Such a blanketing line printed in heavy 
 black with the rest of the face of the slip printed in 
 red gives genuine satisfaction. Attention to such items 
 also means repeat business. 
 
 Cuts or illustrations attract more attention than print-^ 
 ed matter — urge their use and present your array of 
 illustrations for consideration, centering attention on 
 the one best adapted to the customer’s business and 
 circumstances, either in his business card or adver- 
 tisement. 
 
 Study the advertisements most generally appreciated 
 by the merchants throughout your territory and be pre- 
 pared to suggest ads that have proven satisfactory. 
 Your experience in this respect will aid you to win 
 merchant confidence ; as a result your recommenda- 
 tions of books will be more acceptable. 
 
 Suggest the placing on the salesslip in order the more 
 regularly sold items of merchandise carried in a busi- 
 ness where such a suggestion can be accepted in a 
 practical way. Bakeries, bottling works, garages, fill- 
 ing stations, feed and grain mills, live stock commis- 
 sion merchants, laundries, creameries, cleaners and 
 dyers, telephone exchanges, coal dealers, building sup- 
 ply dealers etc. are some who find this particularly 
 worth while in saving time when orders are taken, etc. 
 
 Lumber and building supply dealers, frequently plumb- 
 ing contractors, hay, grain and feed dealers, and 
 wholesalers in all lines are generally partial to the 
 double width salesbooks which give them double the 
 space in v/hich to make entries of items, extensions, 
 etc. Initiative on your part in suggesting such books 
 when not in use may prove an aid to obtaining busi- 
 ness previously turned elsewhere. 
 
 Business firms making deliveries appreciate the inser- 
 tion of a line at the foot of the salesslip where the 
 customer can sign the order on delivery and provide 
 the concern with the signed original as proof of de- 
 livery. Filling stations and large city garages hand- 
 ling account business generally require the signature 
 when purchases are made at the place of business. 
 
 Colored stocks are frequently ordered by firms plac- 
 ing orders for books to be used in different depart- 
 ments; for example, the No. 51 folded duplicate Surety 
 book may be furnished in white (regular") or in yel- 
 low, pink, green or salmon. 
 
 Red printing on the face of the slips is a powerful 
 protection against mistakes in reading figures on a 
 salesslip. Where pencil entries crossing black lines be- 
 come obscured, in crossing red lines they become con- 
 trasted and clear-cut. The suggestion of red printing 
 on duplicate and triplicate Surety salesbooks. No’s. 22 
 462 
 
McCASKEY SALES BOOKS 
 
 and 23 styles, is one which benefits the user and arous- 
 es keen appreciation of McCaskey salesbooks. 
 
 Special trade marks can always be printed on McCas- 
 key salesbooks, if the cuts from which the illustrations 
 or special lettering are made are forwarded along with 
 the order. 
 
 OUTSTANDING McCASKEY FEATURES 
 
 McCaskey Surety Carbon — strictly McCaskey process, as- 
 sures a limitless lifetime — more legible than other carbon- 
 backed books, yet does not smut or rub off. The McCaskey 
 Surety carbon salesbooks are guaranteed and the prospect can 
 be sold frequently on the strength of this factor. The guar- 
 antee reads : 
 
 “Believing implicitly in the merit of our goods we 
 hereby guarantee our Surety (carbon-backed) sales- 
 books, manufactured only by us, to give a legible copy 
 regardless of age; and agree to replace without charge, 
 or to purchase at selling price, any or all defective 
 books.’' 
 
 Blue Surety Carbon — a typical McCaskey quality feature, 
 50% cleaner than black carbon, a perfect copy by color. Al- 
 ways carry two or three blue carbon samples. The compari- 
 son with other books on the customer’s part will help sell 
 these books. 
 
 Press Capacity — utilization of all modern printing facil- 
 ities in the mammoth press rooms enclosing nearly fifty 
 great presses accounts for the exceptional capacity of the 
 McCaskey factory at Alliance. Only because this is true can 
 McCaskey quality salesbooks be offered at prices so easily 
 comparable to salesbooks of a far lesser grade. Buying stock 
 in maximum quantities and printing books in maximum runs 
 form the reasons why McCaskey salesbooks are available at 
 the prices'listed. 
 
 McCaskey Paper Stocks — are covered in the story of pa- 
 per making on pages 452 and 453. The rugged, durable stocks 
 are heavier than those generally used in salesbook manufac- 
 ture and show a greater tensile strength. 
 
 McCaskey Cover Stock — heavy manilla tag covers perform 
 the double service of providing a stout, protective cover and 
 at the same time doing duty as a stop card between the sets 
 of slips for Surety salesbooks. A 160 lb. tag stock is used 
 for these books. The single carbon salesbooks are covered 
 by a 115 lb. tag stock, the stop card weight not being neces- 
 sary in the case of such books. 
 
 Sharp Neat Type — Sharp neat type is used in the print- 
 ing of every salesbook order. New plates are made for every 
 job, consequently impressions are uniformly strong, consist- 
 ently satisfactory. 
 
 Perforation — steel faced, saw-tooth rules, the very best 
 of perforating equipment, are used to make McCaskey sales- 
 book perforations. When slips are properly torn from the 
 books, (with a steady pull from right to left as the open end 
 of the book, face up, points to the user), McCaskey perfora- 
 tions will prove consistently true. 
 
 Binding — McCaskey salesbooks are bound by three stitch- 
 
 463 
 
McCASKEY SALES BOOKS 
 
 es instead of two, as is the case with the average salesbook 
 made. A single stitch is taken before the cover is put on, a 
 second and third stitch carry through the cover. 
 
 Order Book Covers — a wide range of book covers is list- 
 ed for consideration of customers ; they include both two- 
 piece and three piece styles. A high grade of imitation leath- 
 er or a genuine leather stock is used in the making of these 
 covers according to the wishes of the customer. Both are en- 
 during, satisfactory cover materials. The leather is more at- 
 tractive as to finish and appearance. 
 
 Carbon Tests 
 
 There are certain tests which can be made before the cus- 
 tomer in the presentation of McCaskey Surety carbon sales- 
 books. Not all carbon will stand up under such tests. 
 
 Water Test — water does not effect Surety carbon. Make a 
 cone out of the Surety carbon-backed slip and fill the cone 
 with water; then pour out the water and place the slip back 
 in position in the salesbook and make an entry. The McCaskey 
 Surety carbon will pass the water test. Dealers in sea foods, 
 butchers, bottlers, etc., are salesbook customers who prefer 
 McCaskey Surety because of this feature. 
 
 Tight Test — hold carbon-backed slips from books of other 
 makes between your eyes and the light ; do the same with a 
 McCaskey Surety salesslip. In the majority of cases, you 
 will be able to see through the competitive carbon, but not 
 through the McCaskey. Have the prospect follow this pro- 
 cedure and prove to him that he can see through the other 
 but not through the McCaskey. 
 
 Methods of Those Who Sell Quality Salesbooks 
 
 McCaskey salesmen who become leaders in salesbook bus- 
 iness volume do so by selling the quality salesbooks, the blue 
 carbon, the red or red and black printing, Boston salesbooks, 
 etc. Following are some of the methods effectively used by 
 salesbook salesmen who get big volume results. 
 
 In the face of the objection that his customer can buy 
 books at a certain lesser price, one reply is: “We have a bet- 
 ter book here than you have been quoted at that price, but we 
 do not like to sell them. We want to sell you the book you 
 will most appreciate.” 
 
 Another answer to price objections: “We have quality,” 
 states the salesman, and lays on the counter his samples, 
 priced high and low; “While another may save you $2.00 or 
 $3.00 at the time you buy the books, the cussing you will do 
 afterwards will represent losses approaching $100.00 or more 
 instead of the $2.00 or $3.00 saved.” 
 
 Where a variety of samples are shown a customer, he 
 will generally select the good ones. In that case, he sees and 
 understands why there is a price difference in books; he rec- 
 ognizes in the better books reason enough for a slightly ad- 
 vanced cost. One salesman puts it this way, “If they force me 
 to sell books at lower prices, I tell them that they are buying 
 then, that I do not sell them. Quality in salesbooks keeps 
 customers and pays better in every way.” 
 
 Constant attention to users of McCaskey systems or 
 salesbooks is a service recognized by users as reason enough 
 •for continued repeat salesbook business. A regular inspec- 
 
 464 
 
McCASKEY SALES BOOKS 
 
 tion of registers as well as supply stores creates a depend- 
 ence in the salesman on the part of the customer. Many users 
 depend upon the McCaskey salesman to keep them in sales- 
 books, confident that the McCaskey quality will be maintain- 
 ed and that the price is right. The salesman merely writes 
 up the order in plenty of time to protect his customer against 
 getting out of books, takes the order to the proper authori- 
 ties for signature and handles the entire situation himself. 
 
 Many salesmen when fully acquainted with a customer’s 
 needs urge an advance in quality of book and style over pre- 
 vious orders each time they go after the business until the 
 customer becomes a quality salesbook user and has become 
 established in the use of a certain style and form of make 
 up. 
 
 If the salesbook user, be the books McCaskey or other, 
 is using a book with lines ruled in black, every effort should 
 be bent to install a book with lines ruled in red; where the 
 lines are already ruled in red, a book combining red lines with 
 black and red lettering often gains interest and an order. 
 
 In cases where the customer complains of business and 
 slow paying customers, the reply is to show a book printed 
 in red and carrying in black a clearly worded notice regard- 
 ing payment of bills, such as — ‘‘All bills payable within 30 
 days,” etc. 
 
 Friendship with those who use the salesbooks, clerks, 
 drivers, bookkeepers etc., has brought results in that these 
 individuals will recommend McCaskey salesbooks. Such a step 
 tends to hold good users who are being worked upon by a 
 strenuous outside competition and to work up a business vol- 
 ume previously held by competition. 
 
 Experience has taught older salesmen not to be afraid to 
 let merchants know that their business is wanted by McCas- 
 key, and that they as salesmen can stand confidently back of 
 the order the merchant will get from the McCaskey plant. 
 
 Personal Follow-up of Salesbook Customers 
 
 Nothing approaches a salesman’s personal follow-up of his 
 established salesbook customers and possible salesbook cus- 
 tomers in keeping his eye on the salesbook business in his 
 territory. It is for this reason that the company has made 
 it easy for the salesman to keep his follow-up. A No. 2 Box 
 File, a 1 to 31 index, a January to December index, and an A 
 to Z index are included in every salesman’s consigned equip- 
 ment. By the aid of the 0-256 record forms a record 
 can be quickly and accurately made of the date when 
 next the customer will be in the market for salesbooks. If 
 the salesman’s personal copy of this record, the yellow tripli- 
 cate slip, is placed in the file to come to his attention the 
 month before the customer has indicated that he will again 
 be in the market, the salesman is in position to route his fol- 
 low-up to reach the possible buyer before a competitive sales- 
 man catches him ready to buy again. McCaskey salesbook 
 selling veterans keep such a follow-up and successfully hold 
 their regular customers and work up new business year after 
 year by this method of close contact with the salesbook buy- 
 ing public. 
 
 465 
 
McCASKEY SALES BOOKS 
 
 CAN YOU ANSWER THESE QUESTIONS 
 EFFECTIVELY? 
 
 1 — What is the McCaskey rating in the salesbook 
 market ? 
 
 2 — Give a general discussion of paper manufacture. 
 
 3 — How does McCaskey Surety carbon compare with 
 other carbon-backed salesbook coating? 
 
 4 — Name the leading styles of McCaskey Duplicate 
 Surety salesbooks? Triplicate Surety? Dupli- 
 cate Single Carbon? Triplicate Single Carbon? 
 Boston books? 
 
 5 — What are the two most generally used Surety 
 styles? Why does the company prefer to make 
 them? 
 
 6 — What are the advantages of the No. 51? No. 81? 
 No. 120? 
 
 7 — How do the No’s. 24, 42 etc., differ from the No’s. 
 22, 23, etc? 
 
 8 — Why is a so-called special book more costly to the 
 customer? How many of the regular books can 
 be ganged in the No. 22 style? 
 
 9 — In what way do Boston salesbooks differ from the 
 styles made in the Alliance factory? 
 
 10 — Who are users of salesbooks? 
 
 11 — Name several methods which are effective in sell- 
 ing McCaskey quality salesbooks. 
 
 12 — What are the outstanding features of McCaskey 
 salesbooks ? 
 
 13 — Explain two tests of carbon coating which are ef- 
 fective in demonstrating McCaskey Surety quality. 
 
 14 — What is the advantage of blue carbon over black? 
 Of red printing over black? 
 
 15 — How can a salesman best keep a follow-up on 
 the salesbook business possibilities in his terri- 
 tory? 
 
 466 
 
ANSWERS TO OBJECTIONS 
 
 Chapter VIII 
 
 McCaskey Answers to Objections 
 
 In the presentation of McCaskey Systems, questions v^ill 
 be raised from the approach to the closing by the prospect. 
 Merchants will not always grasp the full advantage of McCas- 
 key methods at a single hearing; many will have formed opin- 
 ions previously and will have to be made to understand that 
 they have not held a true conception of McCaskey possibili- 
 ties. The situation created by an objection raised will offer 
 the well-informed salesman an opportunity to get a line on the 
 train of thought in the merchant’s mind and center his efforts 
 on points which will overcome the obstacle and clear away 
 objections to buying. The following methods of replying to 
 frequently made objections are recommended; they have been 
 used in the field effectively. 
 
 CREDIT SYSTEM OBJECTIONS MET 
 DURING APPROACH 
 1 — I don* t like a loose slip system, 
 
 (a) I can appreciate your feelings in that direction, Mr. 
 
 , for I experienced, the very same feeling when I, myself, 
 
 first looked into the system and I find that others are inclined 
 to possess this feeling of prejudice until they investigate the 
 matter carefully. As a matter of fact, the charge slips are not 
 loose like checks, paper money and silver in the cash drawer 
 of your cash system, but while detached are held firmly in place 
 by a thirteen coil spring made of the best piano steel wire. In 
 as much as none of our nearly 500,000 users have ever lost any 
 charge slips by using the systems, I am sure that you will agree 
 with me that, if they can use it with that degree of efficiency, 
 there is not occasion to worry over what never happens. 
 
 98% of the business world uses as a medium loose gold, sil- 
 ver, paper money, checks, drafts, trade acceptances, notes, etc. 
 I am sure that you value dollars in this form as much as you 
 value dollars on your books. 
 
 . .. (b) Yes, Mr. — , we are all prejudiced against the au- 
 
 tomobile twenty-five years ago because we had all grown so ac- 
 customed to driving the horse and buggy. But the auto has 
 crowded out the horse — it does the same work better and fast- 
 er. Just as a mechanical expert devised the automobile, a sys- 
 tem expert devised the McCaskey System, a method which has 
 become one of the greatest time, labor and money savers in 
 business. It has crowded out the old daybook and ledger and 
 other less effective methods. 
 
 (c) The only time you would raise such an objection is be- 
 fore you have used the McCaskey System— never afterwards. 
 The difficulties you have in mind do not develop. When you 
 consider that you receive loose slips as bills, that the govern- 
 ment uses loose slips as money orders, that the railroads use 
 
 501 
 
ANSWERS TO OBJECTIONS 
 
 loose slips as tickets, etc., you will recognize that the business 
 of the world is done with loose slips. The most valuable rec- 
 ords and documents are all on separate pieces of paper — mail- 
 matter, deeds for property, mortgages, bills-of-sale, etc. These 
 units are not bound in any book; few are ever lost. Go to the 
 banks, court-houses, post-offices, etc., for statistics. Yet the 
 valuable papers handled in such offices are not as securely filed 
 as are your records of charge sales when kept by the organized, 
 efficient McCaskey method. 
 
 (d) Mr. , you are now using loose slips when mak- 
 
 ing your charges, and there is much more danger of your losing 
 the slips before they are posted to the ledger than there would 
 be in making the original and final record of the charges on 
 the slips and at once placing them behind the clip springs in 
 the compartments of the McCaskey register. 
 
 (e) Reference to nearby users over a period of years, with 
 aid of testimonial letters, provides an excellent reply to this 
 objection. Intimate knowledge of good users and capacity of 
 large systems in community is of value. 
 
 (f) By that, Mr. Merchant, I take it that you are afraid 
 that you will lose the charges that the sales slips represent. 
 That is correct, is it not? Now, as a matter of fact, did you 
 ever hear of a user of McCaskey System losing charges in this 
 manner? On the other hand, you have heard of them losing 
 charges with your kind of a system, or possibly you have ex- 
 perienced the losses yourself, by failing to make the charge; by 
 losing the sales slip before it is posted; by unknowingly let- 
 ting the customer overbuy; by the customer overbuying inten- 
 tionally, but due to your present system unknowingly; by rea- 
 son of the fact that the customer did not know what he owed 
 and so could not prepare to meet it; by reason of the fact that 
 your system places obstacles in the way of the customer paying 
 his bill, for he knows that a certain one looks after that, and if 
 he comes and finds that individual out, or busy, he goes away 
 and when he does return, the great probability is that he will 
 not have money then to pay his account. 
 
 (He will admit that some of these are actual losses in his 
 business with his present system and that the others are pos- 
 sible losses). By reason of the fact that the customer cannot 
 see it at the time when the details are fresh in his mind and that 
 he later finds that the account is more than he thought it was, 
 he is very much inclined to believe that an error has been 
 made, and does not appreciate the credit service that has been 
 extended to him. 
 
 The McCaskey System eliminates these weak spots as fol- 
 lows, 
 
 (1) — Forgotten charges : — 
 
 Use salesbooks for the original entry. Make it easy to make 
 the charge. 
 
 Write the order first and assemble the goods afterward so 
 that all items are sure to be entered. 
 
 The^ totaled charge slip makes it valuable to the customer 
 and he insists on getting it, compelling the merchant or clerk 
 to make the charge. 
 
 The clerk becomes accustomed to going to a central point 
 to complete the charge and so gets in the habit of doing it 
 right. 
 
 502 
 
ANSWERS TO OBJECTIONS 
 
 C2J — How to guard against possible lost charge slips. 
 
 Use triplicate salesbooks with book numbering and 1 to 50 
 numbering. Provide each clerk with a book each day and make 
 record of the book number of the book assigned. Make each 
 clerk account for each charge slip used at the end of the day. 
 When a charge sale is made have them place the duplicate. copy 
 on a spindle file or in the cash drawer of the cash register sys- 
 tem. When the day’s business is closed, the slips used and torn 
 from each of the salesbooks in the hands of the clerks are 
 checked up by the 1 to 50 numbering to see that they are all 
 there. 
 
 Auditing Clip Spring 
 
 The charge slips are all placed in front of these auditing 
 clip springs until the day’s business is closed and the entries 
 to the various accounts made during the day are audited and 
 the slips placed behind the clip springs. 
 
 This auditing clip spring — 
 
 Enables the proprietor to see at a glance the names of the 
 customers who have bought goods on credit during the day, and 
 those who have paid money on account. 
 
 Enables the proprietor, cashier or bookkeeper to check and 
 audit each day’s credit business; permits the correction of mis- 
 takes made during the day. 
 
 Enables the proprietor to know each day who is careless or 
 who makes mistakes in the handling of credit accounts. 
 
 When an account is paid in full, the customer’s balance is 
 brought forward on a salesbook. The sales slip is balanced and 
 marked “Paid” and the duplicate is filed in the customer’s com- 
 partment in the register. The paid slips are filed back of the 
 customer’s number in the “Paid” numerical file in the base of 
 the system, or in a separate filing cabinet, and thus the bal- 
 anced slip of a different color or colored ink makes the custo- 
 mer’s record in the register continuous and enables the mer- 
 chant to exercise an added check on the clerk and customer 
 through the medium of this record. In this manner all com- 
 partments for which there is a name in the index must have a 
 white charge slip showing a debit, or one of different color, 
 or colored ink showing a credit or balanced account. 
 
 2 — I have carefully investigated your system and would not be 
 interested, 
 
 (a) We have gotten out a lot of new improvements lately 
 and I would like to ask you what you think of them. People 
 who do a credit business as you do, are always interested in 
 giving satisfaction to their customers and in getting in their 
 money in the quickest and easiest way. 
 
 No doubt you did not investigate these features of our sys- 
 tems, as I find from my travels that if there is any one thing 
 that the merchant who does a credit business is interested in, 
 it is in making prompt and satisfactory collections, and that is 
 where the McCaskey stands out. It brings in the money. 
 Therefore, if you will look over this with me a minute, etc. 
 
 (b) Passing judgment upon the desirability and value^ of a 
 McCaskey System without giving it a chance in your business, 
 is like deciding whether or not a fruit cake will taste good by 
 looking at it through the bakery window. If you are interested 
 in saving time and money and increasing the number of good 
 paying customers, you ARE INTERESTED. It does many 
 things for you which you cannot see from the outside. 
 
 503 
 
ANSWERS TO OBJECTIONS 
 
 (c) But, did you investigate it with an open mind and care- 
 ful thought as to how it was applied to your business. 
 
 (d) When you investigated our system, you undoubtedly 
 found that it was a great result getter, a time and money saver. 
 I stand ready to prove to you that you should have found this 
 to be a fact. This being a fact, you as a business man cannot 
 afford to continue the more costly methods. 
 
 3, — I am PERFECTLY SATISFIED with my present system 
 and would not care to consider any other system, 
 
 (a) Tots of people were satisfied with the old tallow dip. 
 That’s the fix you are in with the daybook and ledger. Don’t 
 you want an Edison? 
 
 You may be satisfied with your present equipment, but 
 won’t you let me show you this system which may give you 
 even greater satisfaction; I am sure there are features in the 
 McCaskey System that will handle your records better. 
 
 (b) I am confident that our system has not been properly 
 explained to you; if it had been you could not possibly be un- 
 der such an impression. It is human nature to reduce to a min- 
 imum the unproductive labor in business, and this I am confi- 
 dent I can convince you that we can do. 
 
 (c) I believe that you are telling the truth when you say 
 that, but let me ask you a question. Did you ever see a mer- 
 chant who said that his collections were too good,— and right 
 now cannot you call to mind any accounts on your own books 
 that are slow or could be speeded up? A McCaskey System 
 helps wonderfully on collections. 
 
 (d) The person who is perfectly satisfied does not live — 
 you do not mean just that. You mean that you ‘are getting by 
 yet’ with your present system. How long can you hold your 
 business in competition with merchants who are giving their 
 customers better service than you can possibly give with your 
 system? Honest people want to know all the time what they 
 owe. They spend their money where they get service that 
 pleases them. You cannot fool them forever. 
 
 (e) Satisfaction is not the word you mean — you mean you 
 are using it, have used it and know nothing by experience of 
 better methods — you interpret your feelings as being those of 
 satisfaction. As a matter of fact, each time you have to sit 
 down and post your charges — sometimes days of them which 
 are behind — and when the first of the month comes and you 
 must tie yourself down to your desk and make out itemized 
 statements, does your feeling of satisfaction rise to comfort 
 you in your useless labor? Then after the hard effort you 
 have made, a customer comes in to dispute a balance — does 
 your satisfaction make up the loss suffered in the settlement? 
 
 (f) If you are satisfied with your system you are satis- 
 fied with the results (or rather, lack of results) you are get- 
 ting from it. Perhaps, if you really knew your system you 
 would not be satisfied. Have you not customers on your books 
 who have bought more than you intended selling them? Well, 
 you know what happens when such customers overbuy — you 
 lose both the money and the account (Question this merchant 
 as to his satisfaction with the Actual and Possible Losses — 
 pages 603 to 613 — due to his present methods. Enumerate them 
 and consider them carefully with him). 
 
 504 
 
ANSWERS TO OBJECTIONS 
 
 (g) Being satisfied makes a man dull — lazy. Dissatisfac- 
 tion is what moves the young man to higher ideals and makes 
 the merchant strengthen his weak spots. There is no such 
 thing as perfect satisfaction without using the McCaskey Sys- 
 tem with charge accounts. 
 
 4— We have lots of time, and we can just as well keep books 
 ourselves and save the money we would have to pay for a 
 McCaskey System, 
 
 (a) I am confident, that if you have lots of time as you 
 mention, that cultivating trade will be a better investment of this 
 time instead of squandering it over the time honored ledger. 
 Graveyards are full of people who have nothing but time ; they 
 are dead ones. Dive ones can find use for every minute, im- 
 proving their stores, stock, and giving the general impress of 
 prosperity instead of decay. 
 
 However, the McCaskey System does not depend by any 
 means for its success entirely in the saving in time that it af- 
 fords. It gives better service to your customers, which is 
 capitalized in dollars and cents, and a saving in actual cash for 
 yourself. A McCaskey will pay for itself in the saving of post- 
 age alone in a little more than a year. Have you anything 
 else in your store that can give you the service and make 
 you the saving? 
 
 5 — I have a cashier (or bookkeeper) and would retain him in 
 any case to do other work; he has plenty of time to do the 
 book work too, 
 
 (a) It is not a question of work only, but of better service 
 to your customer, which is capitalized in dollars and cents, and 
 the savings in absolute cash for yourself. Why, a McCaskey 
 will pay for itself in the saving in postage alone in a little more 
 than a year. 
 
 Have you anything else in your store that can give you the 
 service and make the saving? I should say not! It will avoid 
 aggravating controversies with customers over the amount of 
 their bills. It will keep some customers that you would other- 
 wise lose, and you can well afford to pay your bookkeeper for 
 keeping the McCaskey System and entertaining trade. You 
 are paying for a system, so why not have it? 
 
 (b) All the money that you pay your bookkeeper while he 
 is working on the books, is taking profit that has already been 
 earned. You know that all the profit that you make on your 
 goods is made when your clerk delivers them over the counter. 
 Our system will make your bookkeeper more efficient, besides 
 giving him time to earn his salary in selling goods. 
 
 (c) All well and good. Let's reduce their time on book 
 work 50% and use that much more time in keeping up stock, 
 giving you data regarding your business, etc. It will pay; 
 
 (d) Make your help all pay their way, have them do some- 
 thing that pays you and saves you, and not something that 
 spends your money and frets you. 
 
 6 — I don't like that system, 
 
 (a) I believe that statement, because if you liked it, I have 
 confidence enough in your progressiveness to think that you 
 would have one in use. But, I also think that the reason that 
 
 505 
 
ANSWERS TO OBJECTIONS 
 
 you do not like it is because that you have not taken the time 
 to investigate and understand it. 
 
 (b) Perhaps you didn’t like your wife the first time you 
 saw her, but after getting well acquainted wdth her you find 
 her to be the finest woman in the world. You get thoroughly 
 acquainted with a McCaskey and I’ll bet you’ll fall desperately 
 in love with it. Everyone who has used one and knows it, is 
 ‘dead struck’ on it. I would like to introduce you to it. 
 
 (c) I take it that you are not in business for your health. 
 You are in this business for the profit there is in it. If my sys- 
 tem will increase your profit and do it with less work, less er- 
 rors, don’t you believe that it would be to your interest to like 
 it? 
 
 (d) Some people have expressed themselves as not pleas- 
 ed with other things considered by the great majority as desir- 
 able and necessary. If you will tell me what particular feature 
 you do not like, it is possible that I can explain its use so that 
 you will recognize the value of it. 
 
 (e) I am sure that you handle many items that you per- 
 sonally dislike, simply because there is a demand for them on 
 the part of your customers, and you are a good enough busi- 
 ness man to overlook your personal prejudice in the matter. 
 In other words, within reasonable limitations you let the cus- 
 tomer determine what you are going to use or handle. This 
 reminds of what Supt. Hawkins of the Jordan Marsh Company, 
 Boston, said in a final talk to a class in salesmanship, composed 
 of the sales people. 
 
 “As you are about to enter the employ of the Jordan Marsh 
 Company, there is one very important thing that you should 
 know and that is, who is boss in this store. Now who is the 
 boss, I ask, pointing to some eager student. The answer usu- 
 ally comes back ‘Why you are.’ I reply with emphasis, ‘Oh, 
 no, I am not the boss.’ All are intensely interested now. Posi- 
 tive voices in chorus proclaim the members of the firm to be 
 the boss. I say again, ‘No, he is not the boss. The boss in this 
 store is the customer.’ 
 
 “It’s for the customers you and I are working. It’s the cus- 
 tomer who pays your wages and mine. If it were not for the 
 customer you and I would be looking for a job, and we might 
 not get as good a one as we have here. Now if you are sitting 
 behind your counter doing nothing, and see me coming, don’t 
 jump up; but if you see the customer, the boss, coming, jump!” 
 
 Now your customers know and appreciate McCaskey ser- 
 vice, and if Supt. Hawkins’ position was correct, they are the 
 ones you are dependent upon. Your attention in making Mc- 
 Caskey service, your service, will bring them into the fold. 
 
 7 — I would not give that system counter space; would not use 
 it ii you were to give it to me, 
 
 (a) You have a perfect right to your opinion and I re- 
 spect that right. Scores of good merchants are now using our 
 systems who, at one time or another, gave expression to similar 
 sentiments. They now prefer the McCaskey. 
 
 (b) You will come around all right some day. I know fel- 
 lows riding in autos today who threatened to shoot the next 
 one that frightened their horses. You’ll get the McCaskey habit. 
 Your customers will recommend it to you. 
 
 506 
 
ANSWERS TO OBJECTIONS 
 
 (c) You surprise me because I see that you are giving 
 space to several things that would be better hidden from dis- 
 cerning buyers. Of course, if your business is of such a kind 
 and your customers of such a quality that live service is not 
 worth while, and a saving in time and money not considered, 
 then your attitude is quite correct. 
 
 8 — I prefer my ledger to the McCaskey System, 
 
 (a) I have heard many men tell me of their preference for 
 the ledger, men who afterward, turned to “One Writing,’" won- 
 dered why they had wasted so many valuable hours posting ac- 
 counts when it could have been done so quickly and correctly 
 the McCaskey way. 
 
 The best bookkeeper in business today is the one who has 
 the least amount of red tape, yet who gets all desired infor- 
 mation in the minimum of time. This is the service of the 
 McCaskey System. 
 
 (b) The shortest distance between two points is a straight 
 
 line, isn’t it, Mr. . That is just what McCaskey “One 
 
 Writing” is, the shortest possible route between the purchase 
 of an article and the final accounting operation. Compare 
 with your present method. 
 
 Original entry — transfer to ledger — statements — 
 
 McCaskey way — “One Writing”; your way — three to four 
 writings. 
 
 McCaskey way — but one chance for error ; your way three 
 to four chances by transposition of figures. 
 
 McCaskey way — a statement with each purchase ; your 
 way — a statement each week, every two weeks or monthly. 
 
 McCaskey way — customer and yourself continually post- 
 ed up-to-the-minute as to the standing of the account; your 
 way — posted only at intervals. 
 
 McCaskey way — better collections, no disputes, no adjust- 
 ments; your way — slow collections, frequent disputes, frequent 
 adjustments. 
 
 McCaskey way — twenty accounts visible ; your way — one 
 account visible. 
 
 Twenty times greater visibility by McCaskey; twenty to 
 one chance of avoiding trouble over accounts. 
 
 (c) A man’s preference in matters is not always a cure for 
 his ills. Sane and practical methods of merchandising are not 
 based upon preferences but upon established results. You may 
 prefer your ledger to a McCaskey while your customers do 
 not. People of this day and age want an itemized list of their 
 charge purchases. They do not wish to pay for what they do 
 not get, and they wish to check their purchases to satisfy them- 
 selves. 
 
 (d) Salesman: “You think then that your record of the cus- 
 tomers’ accounts as they are in your ledger are correct.’ 
 
 Possible Buyer: “Yes.” 
 
 S : “Let’s say for example, that I am a good charge cus- 
 tomer of yours and come in to ask what I owe you. What do 
 you do?” 
 
 P: “Turn to your account in the ledger and tell you.” 
 
 S: “But supposing I don’t feel that the account as you have 
 
 507 
 
ANSWERS TO OBJECTIONS 
 
 it in the ledger is correct, that 3^ou through error have charged 
 me with something purchased by somebody else, or failed to 
 credit me with some payments on account, how are you going 
 to prove to my satisfaction that the account is correct? Are 
 you going to stand pat on your ledger?’' 
 
 P : “I will look up my original charge slips (or daybook) 
 and verify the entries on your account. I never destroy these 
 original records.” 
 
 S: “You said something; I am glad to learn that you do not 
 destroy your original entries of charge accounts, that you pin 
 faith in them. However, when you show these to the customer, 
 you are practically admitting that there is a question in your 
 own mind as to the accuracy of the account. 
 
 “By referring to the original charge slips, you not only 
 convince the customer, but also yourself, of the accuracy (or 
 inaccuracy) of the account; you admit that you have no faith 
 in your ledger; the customer admits it; and the court admits it 
 as it will not be accepted as evidence You all fall back on the 
 original qntry, the charge salesslips or daybook. 
 
 “Posting to the ledger is but added expense, giving added 
 opportunity for error, as it does not improve the accuracy of 
 the account. To the contrary, it creates a feeling of uncertain- 
 ty as to its accuracy in the minds of both yourself, your cus- 
 tomers and the court.” The McCaskey way recognizes this by 
 making the original entry, the final entry. It thus eliminates 
 the work, and opportunities for error, the necessity of looking 
 beyond the account for records of evidence verification, due to 
 posting the account to a ledger. At the same time it eliminates 
 forgotten charges, and enables the customer to see at the time 
 the transaction takes place and the details are fresh in his mind 
 whether or not an account is absolutely correct after a charge 
 has been added or a credit deducted. It also makes it easy for 
 him to pay as he always knows what he owes. Here is how it 
 does these things.” (Proceed to demonstrate these points and 
 others by means of a sample.) 
 
 9 — I prefer the individual book system to the McCaskey Sys- 
 tem. 
 
 (a) The individual books are a step toward the McCaskey. 
 When you get tired of wasting time copying orders, get tired 
 of having forgotten charges creeping in, get tired of losing a 
 book now and then, with — perhaps — the price of a McCaskey 
 System in it or, and I sincerely hope this does not happen to 
 you, when you are aroused from sleep some night and told 
 that your store is afire and there is no chance to save any- 
 thing, you will begin to wish you had the McCaskey in there to 
 protect your business and to give fire protection to your ac- 
 counts. 
 
 (b) Some jobbers have stated that they will extend 50% 
 more credit to a merchant who uses the McCaskey credit sys- 
 tem. They know that such merchants are in better position 
 to have their business under control. 
 
 10 — I have just bought a loose leaf ledger and a lot of fillers 
 and must use them up first. 
 
 (a) By all means use them up. Don’t waste anything, not 
 even your time. You mean you have invested $10 in paper and 
 are going to invest $100 worth of time for nothing in order to 
 save that $10. That’s like the merchant who wouldn’t cut a cus- 
 tomer off after allowing him $5 credit which he didn’t pay 
 
 508 
 
ANSWERS TO OBJECTIONS 
 
 when he promised. The merchant let him have $45 more credit 
 thinking he would save his $5. 
 
 (b) Use your ledger for your wholesale accounts. You do 
 not need to throw it away. 
 
 (c) They have to be posted, don’t they? If you should go 
 away hunting or be sick for a couple of weeks could any clerk 
 tell a customer what his account amounts to, if you do the post- 
 ing? Does that ledger prevent forgotten charges, or loss of 
 customers through disputed charges? 
 
 11 — I am planning to quit the credit business and begin selling 
 
 for cash only, 
 
 (a) That indicates very definitely that your credit business 
 has been improperly handled, for today the energetic merchant 
 is hunting for good credit customers, and when you change you 
 will shut out of your store a lot that should be your best cus- 
 tomers. The only chance the individual merchant has today to 
 compete with stiff chain store business is through a properly 
 conducted credit business. 
 
 You cannot make the change successfully, if the experience 
 of others carries any meaning. We are selling McCaskey Sys- 
 tems to cash and carry stores and markets who carry from 50 
 to 150 and more credit accounts. 
 
 It is this disease that has brought financial failure to more 
 merchants than any other one thing. If you will secure an R. 
 G. Dun rating book for this year and one for last year, then 
 take a week off visiting different towns and calling on the mer- 
 chants that have made the change or mistake you are planning 
 to make and look over their ratings this year and last year, it 
 will save you from that expensive mistake and convince you 
 that a good, substantial, well run credit business is the way to 
 make a success. 
 
 Why, man! 95% of the business done in the United States 
 today is credit business. This world would be a wilderness if 
 it hadn’t been for credit. 
 
 Chain stores have their losers as well as their winners; 
 but if anyone should make a success, they should. Their vol- 
 ume of profits does not come from the one store, but from the 
 aggregate, don’t forget that. It is doubtful if but few of their 
 individual stores pay enough to justify a one-man ownership. 
 
 (b) Did you ever stop to consider how much you will have 
 to cut prices in order to compete with the exclusive cash 
 houses? Cash buyers are always bargain hunters, always ped- 
 dle their business, always scanning advertisements to see where 
 a merchant is cutting prices or making a leader of some com- 
 modity and often selling such leaders below cost. 
 
 It takes a large capital to do a cash busjness. Ninety per 
 cent of your trade probably have their purchases charged sim- 
 ply for the convenience in marketing in this way, and it is a big 
 convenience as you must admit. Very many of our McCaskey 
 users say that their credit losses are less than one-half of one 
 per cent on their yearly sales and you must admit that if you 
 sell for cash exclusively you will have to discount your selling 
 prices many times one-half of one per cent to make it an obiect 
 for your customers to dig down in their pockets every time 
 they want to buy some little article from yOur store. 
 
 Look around and you will find that every store in your line 
 509 
 
ANSWERS TO OBJECTIONS 
 
 of trade that is doing any business, or making any amount of 
 money in this community, is doing a credit business. But in 
 order to do a credit business successfully, you cannot, of 
 course, extend unlimited or promiscuous credit. Therefore 
 some system that will keep close watch of outstanding ac- 
 counts, and some plan whereby the ‘bill lappers' and ‘lame 
 ducks’ can be kept in check, becomes absolutely necessary, 
 therefore I will show you etc. 
 
 (c) When credits and collections are poor, a merchant 
 thinks of quitting the credit business, but that is the time to 
 put in the McCaskey service. You will find the successful 
 merchants are those doing a successful credit business; and it 
 is the McCaskey service which makes a credit business suc- 
 cessful. 
 
 (d) Do you know that Dun and Bradstreet, as authorities 
 on commercial life, give as successes one in one hundred in 
 cash business and five in one hundred in credit business? I can 
 think of but two successes in cash business, Woolworth and 
 Kresge, 5 and 10 cent stores. You are not running a five and 
 ten cent store. 
 
 (e) I would not blame you for making a change from 
 credit to cash rather than to go on the way you are. I believe 
 I would want to quit myself. But from the fact that you are 
 thinking of making a change, I believe that your present 
 methods are not satisfactory to you, and you think the only 
 solution is to change from credit to cash. Yet you agree with 
 me that the credit customer, who pays every two weeks or 
 every thirty days, is a more profitable customer than the aver- 
 age cash customer. If such is the case, is it not better to en- 
 courage the short time account customer by adopting a system 
 for carrying your accounts that will enable you to keep in close 
 touch with each account and check it up before it runs too long 
 or gets too large? If you will investigate the McCaskey way, 
 etc. 
 
 (f) I certainly would, if I didn’t have a McCaskey Regis- 
 ter. You couldn’t run fast enough to give me the best credit 
 business tied to the old daybook and ledger. I know, I have 
 tried both ways. 
 
 (g) Agree with this fellow. Every time a dollar’s worth 
 of goods leaves the shelf, a dollar should go into the cash 
 drawer. Elaborate as much as necessary here and lead him 
 up to the point where he is merely “Swopping dollars” and not 
 merchandising at all. Then lead on to show that he is increas- 
 ing his competition (mail order houses, etc.) and at the same 
 time decreasing profits. Again, the best paying people buy ser- 
 vice as well as goods. It is too much trouble to hunt up change 
 every time one phones for a loaf of bread? Hence, sell service. 
 
 (h) You are preparing to commit commercial suicide. You 
 will lose fifty per cent of the amount owing you when you quit. 
 You will lose one-half of your customers. “You can lead a 
 horse to water, but you can’t make him drink.” You can tell 
 your customers how you want to do business, but you cannot 
 make them do business that way unless they want to. 
 
 (i) What discount will you offer customers as an induce- 
 ment for them to go to the inconvenience of paying cash in- 
 stead of enjoying the advantage of credit service elsewhere? 
 Answer, 5%. How long have you been in business? Five years. 
 What have your average sales been? $40,000.00. How much 
 
 510 
 
ANSWERS TO OBJECTIONS 
 
 have you actually lost and how much do you expect to lose on 
 accounts now outstanding? $1000.00. 
 
 Given: — A merchant doing an average yearly business of 
 $40,000.00; loss $1000 of credit accounts in five years time. Find 
 the percent of his loss. 
 
 5 X $40,000 equals $200,000 or sales for 5 years. 
 
 1,000 1 
 
 equals equals part of sales lost or of 1%. 
 
 200,000 200 
 
 Therefore the retailer with the amount of business given in 
 the example sustains a loss for five years of but of 1%. Thus, 
 if by some miracle, you could enable enough of your charge 
 customers to have the money to buy when the demand exists, 
 and can get a few more 'cash’ shoppers, you would lose 4^% 
 more on a cash basis than you are losing now on a credit basis. 
 
 (j) You cannot build up a business on price unless you mis- 
 lead the public. In your line of business, where any net profit 
 is made, an investigation by Harvard University shows it is 
 from 2 to 5% (Grocery), 8 to 10% (Hardware), etc., and if you 
 wish to do business for nothing it would simply mean that you 
 could sell an article at 20c for 19c; every second 10c item for 
 9c; every fourth 5c item for 4c, which would be no inducement 
 to the trade. 
 
 (k) Mr. , if you had a boil on your hand, would you 
 
 cut the hand off, or apply some remedy to the effected part? 
 Why commit commercial suicide by cutting off this part of 
 your business when you can save it by applying the remedy to 
 it — McCaskey service. 
 
 12 — I can*t use your system in my business, 
 
 (a) Mr. , I take it that you are entirely sincere in that 
 
 statement, but when you take into consideration the fact that I 
 have had to make a close study of your line of business, and at 
 the same time our systems for your line of business before ^ 
 went on the road, and have since been making additional stud- 
 ies of them, you can readily see that if you could not use one 
 of our systems for your line of business, I would not be wast- 
 ing my time by coming here to see you. 
 
 You have come to that conclusion, Mr. , simply be- 
 
 cause you have not been shown the proper system to meet your 
 individual problems and I do not blame 3^ou for feeling that 
 way. I am sure, however, that as you are in business to make 
 money, you realize the importance of increasing your service to 
 customers, keeping a close check on your customers’ accounts, 
 making it easy for them to pay their accounts, making it easy 
 for them to provide to meet them, eliminating forgotten 
 charges, eliminating posting and itemized statements, and in- 
 creasing your collections. 
 
 If I show you that our system for your business will do 
 but a part of these things, it is a better investment than mer- 
 chandise. If I cannot convince you to begin with that it will 
 do what you do not seem to feel that it will do, if you will give 
 me a chance, then I will go my way. 
 
 It will take but a short time, and after I show you, you will 
 always thank your stars that you extended the courtesy of 
 
 lending me your ear for a few moments. Now, Mr. , your 
 
 reason for thinking you could not use our system is what? 
 
 511 
 
ANSWERS TO OBJECTIONS 
 
 (b) Mr. , if you could travel constantly and call upon 
 
 fifty McCaskey users a day, it would take you many years to 
 see them all. You would find a large percentage of those 
 users to be in your exact line of business, meeting the same 
 problems you are meeting. The fact is — they have tried it out 
 for you in advance. 
 
 (c) I do not care what business you are in; there is a 
 McCaskey System adapted to your needs. Recently we sold a 
 wholesale confection house run by two brothers. One brother 
 bought before the second brother came in and said, ‘Don't buy 
 it, it’s all right for a retail man, but not for a wholesale busi- 
 ness.’ The brother who had just signed the order remarked 
 that the firm had bought and that if he thought it no good at 
 the end of three months, the buyer would pay his share also. 
 The McCaskey System did not have a better supporter, after 
 three months, than the brother who did the kicking in the first 
 place. 
 
 (d) The same principles that are successful in one business 
 will be so in another. You are apt to be more than ever 
 successful in the use of a McCaskey in that you recognize 
 wherein your business is different from others ; you will natur- 
 ally take more interest in the operation of the McCaskey to 
 your advantage and get the greater results. 
 
 (e) Mr. — , if one of your customers came into your 
 
 store and you asked him to take a look at something you had, 
 which from your knowledge of it and acquaintance with him, 
 you knew he could use to very great advantage, wouldn’t you 
 think it very strange if he did not show you the courtesy of 
 taking a look at it, even though he had been improperly shown 
 it before? 
 
 My situation is the same as yours would be in that case. 
 You will lose more by not looking into this matter properly 
 than I, for I will simply lose the credit for one sale which 
 I would not want to make unless you had need for our system, 
 while you will lose something everyday. I will set my sam- 
 ple up over here, and if you are too busy right now, I will wait 
 a few minutes until you have a little more time to spare. 
 
 (f) Mr. , we have thousands of merchants in your 
 
 line of business using our various styles of systems who would 
 not, for ten times its price, go back to their old system, which 
 in many cases was the same as yours. I am sure that if you 
 found your fellow merchants in your line of business were 
 handling a line of goods that is more satisfactory and more 
 profitable than a line you are handling, you would, at least, in- 
 vestigate it very closely before passing judgment on it. That 
 is all I am asking you to do, and with my assistance. 
 
 - (g) I take it Mr. , that you are using a ledger. Now 
 
 I have seen a ledger that looks, from all outward appearances, 
 the same as yours, and in practically all lines of business. There 
 rriay be some difference when one looks on the inside. The out- 
 ward appearance of many of our systems is the same, but when 
 you look on the inside, and see our various ways of handling 
 transactions, you then appreciate the great difference in our 
 various systems. Let’s set it over here and take a look. It will 
 he well v^orth it. 
 
 (h) Have you ever used one in your business, Mr. — ? 
 
 You know Vanderbilt made the same reply to Westinghouse 
 v.Ten he was approached by Westinghouse with an air-brake 
 
ANSWERS TO OBJECTIONS 
 
 designed to stop trains by the use of air or as Vanderbilt called 
 it “Wind.” Yet every steam and electric car uses the Westing- 
 house airbrake today. Vanderbilt passed up the chance of a 
 lifetime because he didn’t believe it could be done and wasn’t 
 willing to be shown. 
 
 (i) It is just possible that a McCaskey would not fit into 
 your business. I have a hobby about getting all the informa- 
 tion I can about good systems and I know you have a good 
 one. If you can spare the time I would greatly appreciate your 
 showing me just how you handle things. I know that you can 
 give me some information of value. (Get him talking, then 
 edge in with McCaskey selling points.) 
 
 13 — My business is TOO LARGE for a McCaskey. 
 
 (a) You seem to have the wrong impression of our system, 
 
 Mr. . The only thing that limits the use of McCaskey 
 
 Systems is the number of open accounts the business has ; at 
 present we have them in use up to 13,000' accounts. I would 
 estimate off-hand that you had about — (give approx, number of 
 
 accounts) and (two bookkeepers or whatever is correct) 
 
 do the work. The McCaskey would enable you to make decid- 
 ed savings, etc. (Give results to be obtained by McCaskey in- 
 stallation). Let me show you just hov^^ we do it. Shall I set 
 it over there ; then we can go into the matter when it best 
 suits your convenience. When would you prefer to do so. 
 
 (b) How much business did you do last year? Here are 
 several firms that did four times as much business, firms which 
 have used McCaskey System for the last ten to fifteen or twen- 
 ty years. (Be posted on the outstanding installations of your 
 territory and state so as to be definite and accurate in such 
 statements.) They all say without hesitation that the Mc- 
 Caskey System has been largely instrumental in building up 
 the wonderful business volume they now enjoy. 
 
 If you will look thoroughly into the McCaskey System 
 you will see that it is sufficiently thorough and complete for 
 the largest retail merchants. The larger a business is, the 
 more dividends our system pays. Also the greater need of our 
 system — each additional customer means just one more case of 
 possible trouble. The McCaskey keeps you in the closest pos- 
 sible contact with each of these customers and with each ac- 
 count. 
 
 We have had concerns in the United States pay as high as 
 $60,000 for McCaskey equipment. Of course, the McCaskey 
 System for your business will not cost you over 1% of what 
 such firms have invested, however, if the system was good 
 enough for such firms, it certainly is large enough and prop- 
 erly adapted to meet your needs. 
 
 (c) I notice that you have a very nice business, Mr. . 
 
 but I am sure you will agree that it is harder to get first hand 
 information now than when you first started in business. You 
 probably find that you must watch the expense incident to a 
 credit business closer now than then. That is why I am here, 
 for I know that when you see how McCaskey service would 
 increase your service to your customers and reduce expense, by 
 eliminating the unproductive labor in the handling of accounts 
 and enabling you with but little effort to have an absolute 
 check on your accounts, you will want the service for your 
 customers When would be the most convenient time for you 
 to take a look at it without any obligation on your part? 
 
 513 
 
ANSWERS TO OBJECTIONS 
 
 (d) The naming of a number of the large internationally 
 known industrial plants using the McCaskey “One Writing’’ 
 Systems — (see page 11) will impress merchants with the extent 
 to which the idea is put to use with practical value. They will 
 not be apt to continue to think of themselves as so large after 
 such a comparison. 
 
 14 — My business is TOO SMALL for a McCaskey, 
 
 (a) On the contrary, the smaller the business the greater 
 the need exists for systematic attention to it. The big stores, 
 operating on a large scale with large capital, who buj^ in quan- 
 tities and take advantage of allowable discounts often have 
 the advantage over the small dealer by being enabled to buy 
 cheaper. Therefore, it is imperative for the small dealer to be 
 systematic and know just how he stands at all times in order 
 to meet the competition of the larger concerns. 
 
 (b) Most businesses were small at one time. I have 
 placed McCaskey Systems where there are fewer accounts 
 than you have today; later I have returned and traded them 
 larger systems. No business is so small but what it needs 
 every safe-guard toward growth and expansion. It can less 
 afford to lose than the larger business. 
 
 (c) Do not think that your business is not as important to 
 you as a larger business to its ov/ners. Because your business 
 is smaller, you have more individual offices to fill; you need 
 the time and information as well as the protection the McCas- 
 key System will afford you. We generally hit where we aim — 
 if you aim to stay small, you will; however, if you adopt meth- 
 ods that will cut your overhead and make your business more 
 profitable, you will grow larger and more prosperous. 
 
 (d) If you have only a few credit customers, you owe it 
 to them and yourself as well, to give them the best service 
 possible. If you don’t, you will lose a few. A few satisfied 
 ones will advertise and increase your business. McCaskey sys- 
 tem will please them and show that you are up to date. If you 
 had a single child of school age, wouldn’t you demand the best 
 school advantages without waiting until you had a “lot.” 
 
 (e) No business is too small for a McCaskey. Perhaps if 
 you use more system in your business you will find that you 
 will not only enlarge your present volume of trade, but in us- 
 ing McCaskey service, the people will be quick to^ notice that 
 you are systematic; notice also the improved service and give 
 their influence toward aiding their friends’ choice of stores. 
 
 (f) If you think your business is small help it grow by de- 
 voting the time you spend on your books to cultivating the 
 trade. 
 
 (g) Let me ask you a question! If two men are walking 
 down the street together, and each carries a sack of eggs, the 
 one with but one egg in his sack and the other with one hun- 
 dred eggs, which would run the risk of breaking all of his eggs 
 if both should drop their sacks. The one with the one egg, of 
 course. This same applies to business, etc. 
 
 (h) You cannot see how the fish are going to ‘bite’ unless 
 you bait your hook and put it in the stream. You have your 
 hook in the stream, but as you are not offering any better bait 
 than your competitors, there is no occasion for them to desert 
 
 514 
 
ANSWERS TO OBJECTIONS 
 
 your competitors for you. Offer them better service, McCas- 
 key service, and notice the results. 
 
 15 — If I put a McCaskey System on my counter, I would be ad- 
 vertising the fact that I am doing a credit business, 
 
 (a) Yes, So you want it to do. Profitable credit custom- 
 ers are your best asset. A bank does a credit business, but 
 that doesn't mean that John Barleycorn can go to the bank and 
 get a hundred dollars just because they have the money and 
 are looking for someone to loan it to. 
 
 (b) When you use the McCaskey System, you use the most 
 successful method yet devised. You want to advertise a care- 
 ful system, a system that does not permit of disputed accounts 
 and a system of credit limits. 
 
 (c) One of the secrets that you cannot keep, is the fact 
 that you are doing a credit business. Instead of advertising it, 
 v/hen you put in a McCaskey, you say to everybody, “I am go- 
 ing to trust you if you need or desire credit and are deserving 
 of it. This new system is to keep you informed so that you can 
 know at all times what you owe and not go beyond what your 
 circumstances and income will warrant. It also enables me to 
 keep in close touch with your account and know at once when 
 your account becomes larger than the amount agreed upon. 
 This system is a protection, a saving and a help for both of us.^' 
 
 (d) You bet you would, and that is the best advertisement 
 you could make. Every merchant wants all of the good credit 
 customers he can get. You are running your store and it is up 
 to you that only good customers get space in your McCaskey. 
 Tell the other sort that your McCaskey is full and that you 
 cannot accommodate them. 
 
 16 — John Mosshack had one of those things and he threw it 
 
 away and went back to the ledger. 
 
 (a) The world has lots of men who have thrown away ex- 
 cellent opportunities to make money because they refused to 
 use the ability given them to apply to the knowledge brought 
 to them from other sources. 
 
 (b) When close to 500,000 pleased users testify to the value 
 of the McCaskey and state that it does all we claim for it, we 
 cannot take seriously at all the criticism of a man who would 
 just as soon take bankruptcy as to have ‘‘system." 
 
 (c) I know fellows who took Keeley cure and went back 
 later to drinking, yet the ‘cure' has saved hundreds. People get 
 married; some are divorced, yet the majority stick. If one falls 
 from grace as a backslider from the church, it is not the 
 church's fault, it is his. It would seem that Mossback wants an 
 ‘automatic' that works without any effort on his part. 
 
 (d) John Mossback is a bookkeeper, not a merchant. When 
 I took his ledger away from him he felt as though some one 
 had knocked his legs from under him, left him hanging in mid- 
 air. 
 
 The tailors thought the first sewing machine was going to 
 put them all out of work and into the beggar class They have 
 made more money since than at any time prior to its introduc- 
 tion The same with the bookkeepers — they are so afraid of 
 losing their jobs that they are apt to knock the McCaskey 
 every chance they get We've opened a door to progress and 
 John Mossback or any other bookkeeper cannot hold it back or 
 shut the door. 
 
 515 
 
ANSWERS TO OBJECTIONS 
 
 (e) It takes all kinds of people to make a world. We must 
 have a few John Mossbacks. You will notice that John Up-to- 
 date still uses his. 
 
 (f) That reminds me of the fable I once heard about the 
 chicken in the barnyard. She was scratching around and finally 
 unearthed a lump of gold. After gazing at it for a moment, she 
 said, “Some people might value that, but as for me I would 
 rather have a worm.’" I am sure that John Mossback would 
 have agreed with the chicken. 
 
 17 — The McCaskey System would not give me permanent re- 
 cords. 
 
 (a) Mr. , a system that would not give you perman- 
 
 ent records, readily obtained, would be of no use to you. We 
 recognize that fact and know that in presenting the McCaskey 
 System we have the thing you need. At once you are more 
 familiar with the use of the triplicate salesbook and the filing 
 plan recommended, with the Monthly Individual Account Book, 
 and with the services of the Daily Record Sheet and the 
 McCaskey Business Recorder you will be surprised how thor- 
 oughly and simply the McCaskey makes possible easy refer- 
 ence to back accounts, either as to purchases or payments, or 
 to your standing in one respect or another in other months or 
 other years. 
 
 (b) If you must carry your accounts a long time, we pro- 
 vide for that by the Balance Record Envelope, placing all but 
 the last slip in this envelope and filing under the customer’s 
 number in the base of the register. 
 
 (c) You can carry your accounts or anything pertaining to 
 your business in the McCaskey System, your daily sales, bills 
 receivable, bills payable, cash received, cash paid out, overhead 
 expense, annual balances and invoices. That surprises you 
 doesn’t it? Let me show you, etc. 
 
 (d) As regards records for different lines of business — 
 general merchandise, etc.; hardware and implements; drugs. 
 
 General merchandise, etc.: 
 
 McCaskey Systems provide equipment for the handling of 
 slips for any period, after the active account is settled, that the 
 merchant desires Metal filing cabinets can be furnished with 
 systems; they will hold the slips on file as long as desired. 
 
 Where filing drawers are inserted in the base of the regis- 
 ter the paid slips are kept there. They are the originals and 
 the only ones admissable in evidence should a collection case 
 be carried to court. They give the only record necessary and 
 can be located without effort. 
 
 The purpose of making the charge is to get the money. 
 This is evidenced by the fact that where a customer makes a 
 cash purchase no record is made of the transaction in so far as 
 the customer is concerned; and the only record made is the 
 amount of the cash sale and the name or number of the clerk 
 or department making the sale. This being the case, the best 
 way of making the charge would be the way that would get 
 the money the quickest, with the greatest degree of satisfac- 
 tion to the merchant and the customer, with the least necessary 
 labor and with the least chance for leakage and losses. Inas- 
 much as the McCaskey way enables the merchant to secure his 
 money quicker and with a greater degree of satisfaction to him- 
 self and customer, etc., it is by far the best way to handle 
 
 516 
 
ANSWERS TO OBJECTIONS 
 
 charge accounts. It gives the two records which the merchant 
 wants and holds them as long as he wants ; those showing when 
 the money came into the business, by whom it was paid and by 
 whom received. 
 
 Hardware or implements: You can make a record of such 
 items as you feel you will have to look up for your charge cus- 
 tomer in the future on a card giving the date of purchase, 
 description and price paid. As the items are compar- 
 atively few, it would be better to handle it in one of these ways 
 than in a more laborious and inefficient way simply to give the 
 credit customer information that you cannot give the cash 
 customer. Continue to use estimate books on jobs or contracts. 
 
 Drugs: (For record of prescriptions) The McCaskey 
 
 makes it possible for the druggist to instantly locate a prescrip- 
 tion and negotiate a refill once he has the name of the cus- 
 tomer for whom the prescription was originally compounded. 
 This McCaskey prescription record card is placed in the back 
 of the compartment containing the slips on the account. The 
 number of the compartment, and the name of the customer are 
 placed at the top. Each time a prescription is filled for a cus- 
 tomer the card is withdrawn and the date, number given the 
 prescription and name of physician together with the charge 
 are entered. The card is returned to the back of the compart- 
 ment. 
 
 When the prescription has been filled and delivered, the 
 form containing the prescription is filed in numerical order in 
 an index file showing the month and year in which it was 
 filled. Reference to the prescription card in the compartment 
 for the prescription number and the date is all that is necessary 
 for accurate location of the prescription in the proper month 
 and year file. 
 
 Old prescription record cards and cards showing records 
 of prescriptions filled for cash customers are filed alphabetic- 
 ally so that they can be instantly located when a call is made 
 for a refill. 
 
 (e) In your line of business we take care of accounts for 
 a number of years. The spring clips will hold more slips than 
 99% of your accounts will ever have. When paid, take sales 
 slips out and file below under card showing same number as 
 on clip, and if at any time several years afterward, you have 
 occasion to refer back you not only find the account in a few 
 seconds, but you have it all itemized. We can give you a per- 
 manent complete record of every transaction from the time 
 the system is installed in your store until you decide to retire 
 from business, in this way. 
 
 (f) You are not really anxious to carry these accounts over 
 
 long periods. Mr. , are you? You won’t have occasion to 
 
 carry so many that long if you give your customers McCaskey 
 service. I am basing this statement on the practical experience 
 of thousands of other retailers, not on theory. As you know, 
 humanity is practically the same the world over and you can 
 expect at least as good results as the other fellow. 
 
 18 — I cannot refer back to an account for the cost of any ar- 
 ticle sold some months past (or without a lot of work.) 
 
 (a) That is much more quickl 3 ^ done when accounts are 
 kept the McCaskey way than under your present system. We 
 provide a place to keep the old slips so that you can find them 
 almost instantly. 
 
 517 
 
ANSWERS TO OBJECTIONS 
 
 (b) I can locate any transaction I desire to locate, for the 
 reason that all of a customer’s purchases are marked and filed 
 for ready reference. 
 
 (c) How often does that occur in your business? Not 
 often, I am sure. When it does, and you use the system cor- 
 rectly, you can refer to the particular transaction much quick- 
 er than with your present system. How do you refer to the 
 price charged for any items in cash sales made in the past with 
 your present system? Are not your cash customers entitled to 
 the same consideration as your credit customers? 
 
 (d) The McCaskey is so thorough and cleans up the busi- 
 ness so perfectly as you go along that it should not be neces- 
 sary to ‘hark back’ and look up costs and items. The customer 
 has these when making each purchase and admits their correct- 
 ness when accepting the slip. If, however, you should for any 
 unusual reason care to look up a past transaction, it can be 
 done just as well with this system as with one less complete 
 and efficient. 
 
 CREDIT SYSTEM OBJECTIONS MET DURING AND 
 FOLLOWING DEMONSTRATION 
 
 19 — It takes too long to locate an account in the index, 
 
 (a) McCaskey users everywhere tell me that in a short 
 time, say two weeks or thirty days, they have no use for the in- 
 dex for their regular customers. Wherever I go I find that 
 merchants, clerks and cashiers find the accounts instantly with- 
 out looking at the index. 
 
 (b) It does not take half so long to locate an account in 
 the register as it does to locate one in your ledger. In the reg- 
 ister, the account is always under the same number; the ledger 
 pages change frequently. 
 
 (c) No longer than to turn to the daybook and make a 
 charge. When the charge is made in our system, you are 
 through. There is no copying, no lost motion, no loss of valu- 
 able time. When the next customer comes in, have a clerk make 
 the charge in your way, and I’ll make the same charge in our 
 way; then you can judge fairly as to which gives the most sav- 
 ing of time. 
 
 20 — It takes too much time at busy intervals; the clerks will 
 
 get in each other*s way when completing charges, 
 
 (a) Never be too busy for business. Your credit sales are 
 the most important ones in that you have not received your 
 money yet. By your present method you must make the writ- 
 ten entry of the charge; by the McCaskey way you do the same 
 and complete the charge by bringing forward the previous bal- 
 ance, a step that takes scarcely longer than making change for 
 a cash transaction. 
 
 Do your clerks get in each other’s way in rush hours hand- 
 ling cash sales through a cash register? No! Yet we have 
 thousands of merchants who use the McCaskey and tell us they 
 can handle the charge sales as quickly as the cash. 
 
 (b) This is one of the features we claim as protection to 
 our system users. It forces you to dispose of the charge in a 
 businesslike, systematic way. The trouble with most merchants 
 today is that they want to do business in too big a hurry. This 
 method will prevent merchandise going out of your store un- 
 charged, and you can afford time to insure that prevention. 
 
 518 
 
ANSWERS TO OBJECTIONS 
 
 Your clerks can sell as much in the run of a day and com- 
 plete the transaction as they do under your present method — 
 yet by the McCaskey System there are no books to keep when 
 the day is over. 
 
 (c) The facts are that it is the quickest and most accurate 
 system in use. This is vouched for by large users who handle 
 from one to several thousands of accounts through the McCas- 
 key System. If they do not find this objection, it is certain you 
 would not. 
 
 You see with our system, your customer’s number re- 
 mains the same for twenty years, providing he trades with you 
 for that length of time. Our register is so arranged that the 
 customer’s number is easily found by the means of the finder 
 numbers at the top of the leaves. After you have used one of 
 our systems for a short time, you could find any of your regular 
 customers’ accounts in the dark. 
 
 A clerk can step up, get the customer’s balance, and step 
 back and total the sales slip; another can do likewise. When 
 the slips are totaled they can then be filed and there will not 
 be any congestion. 
 
 (d) The time consumed in ‘hunting’ for a customer’s bal- 
 ance is but a fraction of the time used in correcting bills, bal- 
 ancing accounts, arguing about disputed accounts, etc. 
 
 (e) How many charge sales did you make yesterday? An- 
 swer, 48. You have six clerks. Let’s say for the sake of argu- 
 ment that it does take a little longer; that it took each clerk 
 one half minute longer on each sale, four minutes longer for 
 the day. Isn’t it worth it? 
 
 21 — The McCaskey makes bookkeepers out oi clerks; do not 
 
 want clerks to handle accounts; wish to handle them my~ 
 
 sell. 
 
 (a) You trust your clerks to sell a half dozen different ar- 
 ticles, add the extensions and ring up the total sale on the cash 
 register where there is no record of whether the amount was 
 added correctly or not. Why object to them helping you with 
 your bookkeeping, when they know that you are watching the 
 accounts? Also, the customer is watching the account. This 
 makes the eyes of three persons on that individual account, all 
 looking for mistakes — where with your method all the responsi- 
 bility rests with the bookkeeper. 
 
 (b) You allow all of your clerks to use the cash register. 
 The transaction there results from mental arithmetic. With 
 the McCaskey System every transaction is figured with pen- 
 cil and paper, on the salesbook, not half so difficult as a cash 
 transaction. 
 
 (c) The McCaskey never made a bookkeeper out of a 
 salesman, so far as I know. It has, however, made a lot of 
 salesmen out of bookkeepers. 
 
 (d) Anybody that can add a column of figures can operate 
 a McCaskey System, and a clerk that cannot add a column of 
 figures, is not a competent clerk and should not be trusted with 
 cash sales. Our system will enable you to tell which clerk is 
 making errors and you can make him be more careful, or put 
 him on the delivery wagon. 
 
 (e) Yes, and makes them better clerks. You, of course, 
 would audit all accounts (show how simply this is done.) You 
 
 519 
 
ANSWERS TO OBJECTIONS 
 
 do not ask your clerks to come to you whenever they desire 
 to make change ; you trust them to be competent cashiers. 
 Why not trust them to be competent bookkeepers and thus 
 make them more valuable to you. The better educated they 
 are to handle your business, the more they will know about 
 your business. Consequently they will be worth more to you, 
 and will take more interest in seeing the business grow. 
 
 (f) What if you were taken ill? Or went on an enforced 
 vacation? Wouldn’t it make you feel better if you knew your 
 clerks were conducting the business the same as if you were 
 there? With the McCaskey collections can be made quickly 
 and promptly by any employe of the store — when you are away 
 or when you are there. 
 
 (g) You may be interested in a case I have had called to my 
 attention. In one instance a merchant lost $36.00 just because 
 he kept the accounts himself. A customer came in, ready to 
 pay his bill, while the merchant was out. He was away on 
 account of sickness in the family The customer who came to 
 make payment, left the community and has never been seen 
 since. That was a number of years ago. The customer got 
 the $36.00. The merchant is still keeping the account himself. 
 
 (h) Mr. , this system does away with bookkeepers. 
 
 That is the reason there are so many of them in use today. It 
 does away entirely with the unproductive work that the book- 
 keeper is hired to do. 
 
 (i) E. C. Simmons, some years ago, went to see a friend in 
 Minnesota, in the retail business. The friend was getting in a 
 bad way financially and asked Simmons’ advice. 
 
 He had been spending most of his time in the back part 
 of the store, working on the books. Simmons told him that if 
 he insisted on doing a $12 to $15 a week girl’s job, instead of 
 managing his own business and building it up on his own per- 
 sonality instead of his clerks’, to get a flat top desk and place 
 it near the entrance so that when customers came in he could 
 greet them, show a personal interest in them by asking how 
 Mary and the children are, etc. You are worth from $75 to $100 
 a week to your business as its manager, but only from $12 to 
 $15 as its bookkeeper. 
 
 (j) If the Salvation Army came in here and asked you to 
 contribute enough groceries to feed 100 people you would 
 think they were asking too much from one merchant. Well, 
 in a year’s time, if you knew what your forgotten charges 
 amount to, you would see that you are giving away that many 
 meals to people who can afford to pay for their groceries. 
 Make it the business of your clerks to complete every trans- 
 action the McCaskey “One Writing” way and you will protect 
 yourself against this very real loss. 
 
 22 — We have extra help on Saturdays and during the holidays, 
 
 and they are not with us long enough to learn to operate 
 
 the system, 
 
 (a) A person intelligent enough for you to employ in your 
 business can learn to operate a McCaskey in one minute. There 
 is practically nothing to learn. Simplicity is one of our feat- 
 ures. A person who has only one arm and hand in working or- 
 der, and knows the letters of the alphabet, can work the reg- 
 ister. If he is educated enough to sell goods and make change, 
 he can make charges in the McCaskey. 
 
 520 
 
ANSWERS TO OBJECTIONS 
 
 (b) But still you expect them to know enough to sell goods 
 and add up cash sales, when you cannot be with them to see 
 whether errors are made. If you trust them to do those things, 
 cannot you trust them to know enough to do so simple a thing 
 as find the account, bring forward the balance and file the 
 original under the clip? This should be especially so when you 
 can check the charge sale, while you have no way of knowing 
 whether the half dozen items making the total of a cash sale 
 were added correctly or not. 
 
 23 — My clerks might not put the charge slips in the register; 
 or the slips might be stolen; the charges would then be 
 lost. 
 
 (a) Mr. , I want to impress on ycur mind that we 
 
 are selling you a system. Let me make clear how protection 
 against such losses is given by the use of the “One Writing’’ 
 idea and triplicate salesbooks. You can use it for checking up 
 your accounts and records in any number of ways. 
 
 (b) The triplicate salesbook answers your problem. Per- 
 haps, in your particular business, it would be wise to do as 
 many others have done, use consecutively numbered slips, with 
 book numbering, and requiring that all slips be accounted for. 
 This is a method being followed by all department stores and 
 many business houses in your field. 
 
 (c) If you refer to dishonesty, there are a hundred easier 
 ways of stealing from you than trying to beat the McCaskey 
 or any other system of handling accounts. Clerks might not 
 put the cash from a cash sale in the cash drawer, and the cash 
 would be lost, if the clerk is careless or dishonest. The McCas- 
 key methods help you to find such a clerk; besides under your 
 present method you are facing forgotten charges continually, 
 because of no established way of completing the charge such 
 as the McCaskey provides. 
 
 24 — Some of my clerks are poor adders and would make mis- 
 takes in adding, or bringing forward the customers bal- 
 ance. 
 
 (a) But still you trust them to add up cash sales when you 
 have no check on them. The McCaskey way gives a check on 
 each individual clerk and shows you who the poor adders are. 
 If they would make mistakes in adding and bringing forward 
 balances when working over a McCaskey and they know that 
 you and the customer are watching for mistakes, what would 
 they do when adding cash items when they know you are not 
 watching. 
 
 (b) It’s a cinch they would be more careful when they 
 knew that you checked over everyone of their transactions 
 from the spindle file or the audit clips at night. These same 
 clerks handle your cash and it would pay you to help them be 
 more careful, providing you keep that sort working. 
 
 (c) With our triplicate surety sales books you can check 
 over each day’s sales at night or early in the morning and catch 
 every mistake that has been made. In this manner the error 
 will be corrected while it is fresh in the mind of the customer. 
 With your present system the error is not noticed until the 
 end of the month or not at all. 
 
 (d) We are all liable to keep on making mistakes, other- 
 wise they would quit putting rubbers on pencils, but in this 
 system there is no more chance for them than in your present 
 
 521 
 
ANSWERS TO OBJECTIONS 
 
 system. Furthermore, by auditing the duplicates you are in a 
 position to make corrections properly, which generally results 
 in better mathematics. 
 
 25 — Clerks (or deliverymen) will get to see what my custom^ 
 ers owe me and thus get to know too much about my busi- 
 ness. 
 
 (a) If a clerk or deliveryman cannot be trusted to sell, de- 
 liver or collect, you don’t want him. If one should tell you that 
 
 Jones who owes you $15 is going to move to tonight, I 
 
 suppose you wouldn’t feel bad because he knew what Jones 
 owes you. 
 
 (b) In order to give full value, I must know what I am 
 doing; the same is true of your clerks. Let them know who to 
 sell and who to hold back on. Cannot you see that if your 
 clerk knows that Smith owes you $75 and also knows that his 
 earning capacity is such that his account should not be larger, 
 he will keep his account down rather than try to enlarge it. 
 
 (c) If you cannot trust a clerk to know how much a cus- 
 tomer owes you, how are you going to know that he does not 
 sell the customer five times as much as the customer’s credit 
 v/ill stand some day when you are out? 
 
 (d) Customers are more sensitive about their bank balance 
 than they are about their account at a store, yet no objections 
 have ever been raised to employees at the bank seeing the de- 
 positor’s balances. 
 
 OBJECTIONS HAVING TO DO WITH CUSTOMERS 
 AND THE McCASKEY 
 
 26 — My customers do not want help to know what they owe; 
 would tear up the slips; do not want a bill with each pur- 
 chase. 
 
 (a) If it were left to a vote of your customers, I am sure 
 the question would go McCaskey by a large majority. Exper- 
 ience and observation has taught us that 99% will keep their 
 slips, that they are sufficiently concerned with what they owe 
 that they will not leave the store without them. Some have 
 gone so far as to say they will not trade with a merchant who 
 does not give them up-to-date statements of their accounts 
 with each purchase. 
 
 (b) This is not entirely a question of helping them to know 
 what they owe, but in helping you to know what they owe at 
 all times. In addition, this is a service proposition. Genuine 
 service pays ; in fact it is the only thing you can possibly sell 
 to your customers over and above what your competitors are 
 selling. Your customers know of McCaskey service and de- 
 sire it. 
 
 (c) You might as well decide that your customers tear up 
 their statements — for these totaled slips are statements, up-to- 
 the-minute statements of the account standing. Once your 
 customers understand their value, you will find they will de- 
 mand them. 
 
 (d) You do not destroy the invoices which accompany your 
 purchases from the wholesaler do you? Your customers oc- 
 cupy the same relative position to you. They will treat these 
 slips, invoices you might say, with equally as much care. You 
 use your invoices from the wholesaler to check against goods 
 received — the housewife appreciates the same convenience and 
 protection. 
 
 522 
 
ANSWERS TO OBJECTIONS 
 
 (e) Those are good customers not to have. A customer 
 who is ashamed of his honest obligations is regarded by alert 
 credit men as a poor risk. To be frank, the McCaskey System 
 has the power to spur them on to keeping their accounts in 
 better shape by paying more regularly. 
 
 Can you tell me conscientiously that your customers never 
 dispute an account? The account forward system by the Mc- 
 Caskey method will forever curb disputed accounts for you. 
 Close to 500,000 merchants, serving millions of people, find 
 it the one and only method. Surely they are not all wrong, 
 
 Mr. . It is only a matter of being educated to it — you’ll 
 
 like it so well, you wouldn’t dream of going back to the old 
 way. 
 
 (f) They will keep them, for I intend to furnish you with 
 announcement letters explaining to every one of your custom- 
 ers the value of the slips, and concerning the home slip holder 
 you will furnish them gratis. 
 
 When they are impressed with the value of the slips as 
 increased by the McCaskey System of forwarding balances 
 and to the extent that they are kept posted regarding the con- 
 dition of their accounts and enabled to check up on any errors 
 that are made, they become convinced that you are doing your 
 best to keep their accounts straight. 
 
 27 — A customer could see what others owe me when I open the 
 register to his account, when settling with him, 
 
 (a) He would be just as liable to go around and open your 
 cash register, to see how much you had in that would he not? 
 
 (b) Your customer would have no occasion to look in the 
 register as he would have all of his sales slips and would know, 
 as well as you do, what he owed. This is one of the annoyances 
 that is overcome by our system. 
 
 (c) Not one time in a thousand does this occur. When 
 you can open and close these leaves as quickly and easily as 
 this, (open quickly) and you being familiar with the accounts 
 and where they are in the register, you can complete the opera- 
 tion too quickly for anyone else to see any of the accounts. 
 For instance — I will look up John Jones’ account, get the bal- 
 ance and close the leaves. You stand beside me and see if you 
 can tell me the balance of anyone else’s account. 
 
 28 — Some of our customers who are good pay would not buy 
 as much toward the end of the month if they saw how big 
 their bill was getting, 
 
 (a) If they do not know how big their bill is getting and 
 find it unexpectedly large for a couple of m.onths, they grad- 
 ually come to suspect that you are overcharging them, or 
 charging for goods not received. Then they will change just 
 to see if the bills will be as large elsewhere. 
 
 The safest way, and the best business, is to show these 
 ‘good pays’ that they get what they are charged for and that 
 the prices are not boosted just because you know that you 
 can collect. If you want to keep them and make them a med- 
 ium for more good business, show them through the McCas- 
 key way that you appreciate them. They will be much bet- 
 ter natured if they see their bill grow gradually and honestly, 
 than they will if asked to give a check for an account un- 
 expectedly large, with nothing to show that the goods have 
 been received. You may get that check, growlingly and grudg- 
 ingly, but how many more? 
 
 523 
 
ANSWIBUS TO OBJECTIONS 
 
 29 — With your system a customer might lose his triplicate; 
 then the finder would know how much he owed me. 
 
 (a) That is possible, but you must know that it cannot be 
 frequent enough to warrant continuing the expensive and in- 
 efficient ledger method. Would you abandon your ledger if 
 your customer lost a statement that you sent him? 
 
 (b) Suppose he did. If you found my slip showing that I 
 owed John Jones $35, wouldn’t you say, “Well, Smith must be 
 O. K. or he wouldn’t have that much credit.’’ 
 
 (c) If it was within reason, he wouldn’t care; if the amount 
 was out of reason, it might have a tendency to make him re- 
 duce his account. 
 
 30 — Children who come to the store and make purchases for 
 their parents, or for themselves while on their way to 
 school, would lose the duplicates, 
 
 (a) The next slip that goes to the house will call atten- 
 tion to that fact, and if it is all right, no harm has been done. 
 I know of several cases of children going to school who 
 bought what they shouldn’t. The McCaskey informed the 
 parents and saved good customers for the store before it was 
 too late, because customers side in with their children when 
 they say, “I didn’t get it.” 
 
 (b) The parents of children sent to the market will be 
 looking for their slips when the goods arrive; if they do not 
 get them, they will ask the merchant for the duplicates. If 
 any were lost, the very next salesslip issued would show the 
 discrepancy in the account and thus bring the matter up for 
 settlement while the matter is fresh in the minds of all con- 
 cerned. 
 
 Where balances are not brought forward and accounts are 
 allowed to run for a month or two without comparisons, dis- 
 putes frequently occur and the obviation of these disputes is 
 one of the most desirable features of the McCaskey System. 
 
 (c) In such cases I would caution the children about los- 
 ing the duplicate slip. You could wrap the duplicate on the 
 inside of the package so that the parents would be sure to 
 get it. It would show that the child, or person, came to the 
 store and purchased the items enumerated on the slip. 
 
 31 — I would have to use too many slips for customers who 
 live nearby and make a dozen or so purchases each during 
 the day. 
 
 (a) You can well afford to use a slip for each sale if your 
 customer can afford to buy goods of you. But, if you have such 
 customers, and do not wish to give slips with each sale, just 
 keep the original and duplicate together under the customer’s 
 number in the register until the last sale, or when you think 
 will be the last sale in the evening; then bring the balance for- 
 ward, file the original and give the customer the duplicate. As 
 all purchases have been made within the day, the customer will 
 remember well enough to check up. You might lay aside a sep- 
 arate book for this customer. 
 
 (b) In using the slip system, you safeguard your business 
 with such a customer. You avoid any dispute with him by mak- 
 ing a charge of each transaction. If you did not want to make 
 a charge with each sale, you could make the first charge in the 
 morning and not total them until evening when you are ready 
 to audit all of the slips, holding the duplicate slip until that 
 time. 
 
 524 
 
ANSWERS TO OBJECTIONS 
 
 32 — There are so many accounts exposed at a time that there 
 is danger of placing the customer's charge ticket in the 
 wrong compartment, 
 
 (a) There is the same danger in giving the customer salt 
 for sugar; kerosene for gasoline, or Van Camp's when they ask 
 for Heinz. You could give change for a twenty instead of for 
 a ten dollar bill, but all these would be carelessness, pure and 
 simple, for which the system could not and should not be 
 blamed. 
 
 (b) This objection is not met with in practical use? Where 
 you have three or four customers of the same name such as 
 Jones or Smith, it would be desirable to separate their names in 
 the register and not have them occupy contiguous numbers. 
 That can be easily arranged. 
 
 (c) Clerks get to know customers by numbers ; it is the 
 number they think of when they open the register, not the 
 name. 
 
 (d) Well, if you did place it in the wrong compartment, 
 you would know it when you audited at night. 
 
 33 — I have customers such as hotels, hospitals, etc,, to whom I 
 would have to give an itemized statement even if I used 
 your system. 
 
 (a) You have only two or three such customers. Do you 
 feel that you should make itemized statements for 300 custom- 
 'ers because you have two or three that demand an itemized 
 statement? Why not give them itemized statements if you find 
 you must, but handle the 297 the McCaskey way. Let the ma- 
 jority rule. 
 
 (b) In such cases use the system this way: File the orig- 
 inal and duplicate in the register at the time the charge is made, 
 allowing the duplicate to remain until the last of the month. 
 Then remove all duplicate slips, staple them together, attach 
 them to the statement blank and deliver. In this way dispense 
 with the recopying of each charge sale. 
 
 (c) If these people insisted, it would be the cost of post- 
 age and labor and time for a few, instead of several hundred 
 under any other system. If an itemized statement should be 
 required by the auditing board, it would be an easy matter 
 to make it from the McCaskey slips, and there would be the 
 satisfaction of knowing that you would escape this work for 
 all of your customers. It would only emphasize the value of 
 our system and make you appreciate its service and help. 
 
 CREJ)IT SYSTEM OBJECTIONS MET AT THE CLOSE 
 
 34 — The price is too high; the value is not there. 
 
 (a) You are looking at it from the quantity of wood, metal 
 and paper we agree to furnish and not taking into considera- 
 tion the service we give. This register is only the axle on 
 which the system wheel turns. It is what you put into the bank 
 that makes your check good. It is what you put into your busi- 
 ness that makes it pay. 
 
 Good equipment is essential to success in this progressive 
 age. This system stands for brains, study, labor, hard costly 
 experience and commercial courage, all of which are expensive 
 in getting together, of the utmost value to you, and yet at a 
 minimum price. 
 
 525 
 
ANSWERS TO OBJECTIONS 
 
 (b) Price is the smallest part of our system. Ten cents a 
 day pays for the system, and you will never be in business long 
 enough to wear it out. Remember the many good points I 
 have mentioned to save you this price each year. I am not sell- 
 ing wood, tin or metal, if that is what you mean by value, I 
 am selling system, centralization, brain products. 
 
 (c) Mr. , you will pay the same price hundreds of 
 
 thousand^ of merchants like yourself have paid. The first 
 of them to say the price is too high, after gaining the advan- 
 tage of the system, is yet to be interviewed. Do not lose sight 
 of the money earning value of the system, a factor that makes 
 itself felt immediately you start to pay for it. 
 
 (c) It is not a question of cost, but a question of invest- 
 ment. If this machine will save from $1000 to $1500 a year in 
 bookkeeping, $200 in forgotten charges, $100 or more in disputed 
 accounts, and keeps one-fourth more of your capital in your 
 store working for you, is it not worth five times the $200 (or 
 whatever amount) that I am asking for it? 
 
 (d) A $100 share of stock in a bank that will pay 40% divi- 
 dend will sell for $800, simply because 40% dividend is 5% in- 
 terest on $800. The value isn't there; but it is not a question 
 of intrinsic value (there is no such thing), but it is, like the 
 bank stock, a question of what it will do for you. 
 
 There is about one-fourth of a pound of wool in a $10 hat, 
 yet wool sells for less than a dollar a pound. The value in 
 wool is not there, but the value in the hat is there. 
 
 (f) It is not the price you should be thinking of when you 
 are considering a system to protect what you earn. If you do 
 not believe in insuring your profits, you are bound to be the 
 loser. I notice you have a telephone. It costs you $8.00 a 
 month, $96.00 a year or $960.00 in ten years. Yet it never be- 
 comes yours. The service it gives is what counts with you. 
 That is the thing your customers expect from you, the service 
 of the McCaskey System. Sign here and give that genuine 
 service. 
 
 (g) Mr. , we ask but a small fraction of its value to 
 
 you. When you consider that you will be taking care of your 
 '100 accounts (or more), posted-to-the-minute at all times 
 through practically a business lifetime, you will see that the 
 price is hardly sufficient to block such a step on your part. 
 
 35 — The price is too high; cannot afford it; the financial con- 
 dition of the business won't permit the purchase. 
 
 (a) Possibly the McCaskey will put you in a better posi- 
 tion to buy what you need and want. Mr. , the price is 
 
 the only cheap thing about the McCaskey System. You are 
 bound to agree with me on this point after you have installed 
 the system. If your cash is continually low that is an almost 
 sure sign that something is wrong with your present system. 
 When you consider that with this system you gain the confi- 
 dence of your trade by always showing them what you charge 
 them for each article purchased, the amount of their account 
 to date, etc., they are not continually looking for another place 
 to trade feeling that you have overcharged them, or charged 
 them with merchandise they never bought. 
 
 By letting the customers know just what they owe each 
 time they leave your store, you are bound to help your col- 
 
 526 
 
ANSWERS TO OBJECTIONS 
 
 lections. If such methods were to collect but 25 cents each 
 month more on each customer’s account, you would have $25.00 
 closer collections fpr each 100 accounts, or more than enough 
 to cover your monthly payments on the McCaskey. We have 
 not taken into consideration the forgotten charge losses saved, 
 the time and labor saved, the account disputes and adjustments 
 done away with and other features of McCaskey service worth 
 real money to you. 
 
 (b) If your financial condition won’t permit you to put in 
 
 this system, how in the world can you afford your present sys- 
 tem with statements costing you about three cents per cus- 
 tomer per month, your collections, disputed or forgotten 
 charges, dissatisfied customers, and all the little faults you ad- 
 mit in your present system. Mr. , you can afford it right 
 
 now. You need it in order to improve your financial condition. 
 
 (c) You will agree with me that the register or system 
 will not do you any good or be of any value to you until in- 
 stalled in the business. You give me your note for one year, 
 without interest, and I will do the rest. After you have used 
 the system for three or four months you won’t sell it for three 
 times the amount of money you paid the McCaskey Register 
 Company for it. (Before you make this statement, find out 
 if his bank will discount his note at 6%, so that you can send in 
 full cash with order less 6%, otherwise you cannot make this 
 offer.) 
 
 (d) You will never have sufficient cash if you continue 
 to use your present system for your accounts. There is little 
 question but that you have a number of accounts you would 
 gladly collect at 25 cents on the dollar. They are the ones 
 your present system has permitted to overbuy without your 
 control. When you let them overbuy you place yourself in 
 the position of loaning them money. Ultimately, you lose both 
 — customers and money. 
 
 (e) This is not a financial outlay. If the system at $15 or 
 $20 a month payments saves you $25 or $30 per month, and in- 
 creases your collections a hundred or two a month, you are im- 
 proving financially. 
 
 36 — A cheaper system will do me just as well, 
 
 (a) The McCaskey System is supplanting cheaper systems 
 from the Atlantic to the Pacific. The system or ledger method 
 you are now using cost you less to begin with than the McCas- 
 key system will, but you admit there are losses to be suffered 
 continually as the result of its inability to give you complete 
 account control. 
 
 You are paying for the McCaskey system right now 
 through the money losses your present methods permit. How 
 do you know that the cheaper systems you might have in mind 
 will go all the way with you from the making of the charge 
 sale to the collection of the account in the thorough manner 
 in which the McCaskey System will serve you. If it will per- 
 mit but one, or two, or more of the leaks which the McCaskey 
 is sure to check, you will again be paying for the McCaskey 
 without benefits it can bring you. Why not permit the McCas- 
 key System to work with you to save its own costs. It will 
 do that and at the same time add to your profits. If such was 
 not the ease the half a million users of the McCaskey would 
 not be boasting its profitable service. 
 
 (b) You will pay almost as much for some other system 
 
 527 
 
ANSWERS TO OBJECTIONS 
 
 which will wear out in one to three years. The McCaskey, on 
 the other hand, is built to serve you through a business life- 
 time. One investment carries you through, if you make it in 
 a McCaskey. 
 
 (c) You are shrewd enough to know that it does not pay to 
 buy shoddy equipment ; I have observed your scale there, etc. 
 (or other up-to-date equipment in use). You will admit that a 
 cheaper suit of clothes would cover your body, but you prefer 
 one whose maker has standing as a tailor, one that will make 
 3^our appearance what it should be to maintain the respect of 
 the community for an individual in your position. 
 
 37 — 1 can get a second-hand register that will do me just as 
 
 well and cost me less, 
 
 (a) It might be that you could buy a second hand register 
 much cheaper, but you must consider that you won’t get any 
 supplies with it. At the same time you may get an old style 
 register. And all along this line I want to state that getting 
 started right when you install a McCaskey is very important. 
 
 When you buy a new system, you get the latest improved 
 style, with a one year guarantee that they will repair any de- 
 fect in the system. It is all equipped with a full line of sup- 
 plies and when it comes the salesman is on the ground to assist 
 and instruct you in starting and operating it. 95% of our us- 
 ers in all lines of business are satisfied. I venture to say that 
 out of the 5% of dissatisfied users, 3% of them are merchants 
 who bought second hand registers without the necessary sup- 
 plies and tried to operate them without knowing how. There- 
 fore they could not get the same service and so became dis- 
 satisfied. 
 
 (b) Second hand goods are generally of the same class. You 
 would have a difficult time buying a system complete enough 
 to meet your particular requirements. No system will function 
 successfully unless it is carried out as planned. A second hand 
 register is generally bought after it has been stripped of the 
 many necessary features which make possible its use in the 
 manner I have demonstrated. Such a register or system would 
 be similar to an automobile stripped of its timer, or brake- 
 bands, either impossible or dangerous to operate. Nothine 
 under the sun will operate with full success when stripped of 
 its completeness. The McCaskey System is no exception. 
 
 (c) Nine times out of ten an old or used article will cost 
 more in the end than a new one ; and the chances are that it 
 will not last one-half or one-third as long. These are things 
 to be considered. We know the exact size or capacity of the sys- 
 tem you require; your new McCaskey will come equipped with 
 from S4Q.00 to $60.00 worth of free supplies from the factory; 
 the supplies adapted to your particular needs. The second-hand 
 one will make you feel second-handed; it will not include the 
 necessary supplies; there will be no guarantee behind it; you 
 will not have the assistance of a system expert in installing it. 
 In other words, the new McCaskey is a safe bet; the used one 
 is a treacherous gamble. 
 
 (d) While you are spending valuable time looking for just 
 the system you need among available second-hand registers, a 
 new system in your business would be paying for itself. You 
 will have to put in more cash for that than you will for this 
 new one with all the latest improvements. The cash payment 
 is really all this will cost you, because it will earn the month- 
 
 528 
 
ANSWERS TO OBJECTIONS 
 
 ly payments just as any clerk or hired man. Buy the new one 
 and get first and new wear. It will be in keeping with your 
 store, and add tone to it. 
 
 (e) Mr. , you say that you can get a second-hand one 
 
 that will serve well enough. You do not look like a second- 
 hand man to me. And do you not believe that new, bright, up- 
 to-date fixtures add to the attractiveness of your store and 
 draw trade to you? Do you not appreciate that when you get 
 a second hand system you get nothing but the vehicle to carry 
 the system, not the system adapted to your business? 
 
 I cannot buy a pair of shoes because they are shoes; or a 
 hat because it is a hat; these things have got to fit to be intel- 
 ligently sold and used. 
 
 38 — You have a iine system, but I will not purchase one now. 
 
 I will consider the matter. Call and see me again some- 
 time, 
 
 (a) Thank you for the good expression regarding the sys- 
 tem, but allow me to say that if the McCaskey will do you good 
 in the future, it will do you good now. You have been in busi- 
 ness five years (?) and are still waiting. Five years more with- 
 out the McCaskey would mean $2500 loss to you in just a few of 
 the things I have shown you. You would not tell one of your 
 customers that came in to buy a bill of goods to call and see 
 3^ou again some time. Why? Because your customer’s pur- 
 chase would make you money. That is why I am here talking 
 to you. The McCaskey Register Company would not want you 
 to have one of their systems if it wouldn’t be of assistance to 
 you. Their success, like yours, is to have satisfied customers, 
 and I assure you we have them. 
 
 (b) Your statement is an admittance of the value and use- 
 fulness of the system; let me show you what it will earn for 
 you in the time intervening between now and the date you may 
 buy. In bettered collections, and a lessened amount outstand- 
 ing in accounts with the interest on the amount available for 
 your use, you will have enough cash provided you to make the 
 installment payments. 
 
 (c) If you like it and are thinking of buying later, why 
 not now? It will do just as much for you now as ever. Just 
 think of the money it will collect and earn for you while you 
 are waiting. The McCaskey is equally as good for your cus- 
 tomers as it is for yourself and now is the time to take ad- 
 vantage of it. I have sold and installed hundreds (or thous- 
 ands) of McCaskey Systems, and so many of those who have 
 put it to use have seriously asked why I did not make them take 
 it the first time I called on them. They tell me it is the best 
 investment they have ever made. Your need for it assures me 
 that your attitude after you install it will be the same. 
 
 (d) Mr. , that reminds me of an incident, or mighty 
 
 near accident, one of our men experienced not long ago. His 
 car skidded on a slippery road and almost before he knew it 
 was headed for an embankment with a drop of from 15 to 20 
 feet. Sighting the danger he immediately set to work to stop 
 and control the car — and he succeeded and stopped it when 
 his front wheels were within a foot of the edge of the em- 
 bankment. What would have happened to him if he had said 
 to himself, ‘T won’t try to stop the car now, but I will just 
 before I reach the embankment?” He’d never have stopped in 
 the world. He would have been sure to have gone over. 
 
 529 
 
ANSWERS TO OBJECTIONS 
 
 Now you say you like the system, which is evidence that 
 you sight danger in continuing with the old system you are 
 now using. Our terms on the McCaskey are such that you need 
 not put it off until later. We will give you a year to pay for 
 the system while it works for you. 
 
 iP — I would not make a change until the first of the year, if I 
 
 make one at alL 
 
 (a) Why put it off until the first of the year? If you need- 
 ed money from your accounts as bad as you need a McCaskey 
 system, what would you think of your customers if they would 
 tell you that they would not pay you until the first of the 
 year ? 
 
 If you saw a hole in your floor and your goods running 
 out and becoming ruined, you would jump mighty quick to 
 stop the hole. Now you see money that you should receive for 
 your goods running out through the holes in your present 
 methods, and you refuse to stop these holes by installing a 
 McCaskey. Let me have your order today. 
 
 What the system will save and make for you between now 
 and the first of the year will make the system cost you that 
 much less after the first of the year. The sooner you install 
 it the sooner it will begin making money for you. 
 
 (b) There is no time like the present. Buy it now! Get 
 your business in shape to do the biggest year’s business, next 
 year, that you have ever done. The minute you sign the ord- 
 er, you’ll be so anxious to get the system started that you’ll 
 want me to ship it by express. 
 
 (c) Many merchants have made that expression to us, and 
 
 have carried out their plans by making the McCaskey installa- 
 tion the first of the year. I hope, Mr. , you will not do 
 
 entirely as they have done, however, for they generally tell me 
 later, ‘T wish I had installed this system six months ago. I 
 would be money ahead.” 
 
 (d) If it is good for you after the first of the year, why 
 isn’t it good for you now? Your objection cannot be sincere, 
 for if you understood our system, you would appreciate the 
 great time-saving and money-making qualities it offers you; 
 therefore, to defer means the loss of profits. It isn’t human 
 nature to defer money making. For this reason, I believe I have 
 failed to convince you of its value and I want to explain further 
 so that you will thoroughly comprehend the system and re- 
 alize that to do without it would mean loss to you. 
 
 40 — ril sleep on it tonight and give you my answer in the 
 
 morning, 
 
 (a) I know you will buy tomorrow, so let me fix it up now. 
 Then I can help some other poor cripple onto his feet, up out 
 of the rut. 
 
 (b) Do it now! We will both sleep better. You remind 
 me of myself when I go swimming. I stand on the bank, look 
 at the water, and shiver because I expect the water to be cold 
 and uncomfortable. Suddenly I get up my courage and jump 
 in and come to the surface with an exclamation of delight, 
 feeling much pleased over the plunge. Don’t hesitate about 
 this — buy! Get in the swim now and enjoy the many hours of 
 business pleasure you have long missed. 
 
 (c) Before you wake up in the morning, I’ll be 50 miles 
 
 530 
 
ANSWERS TO OBJECTIONS 
 
 from here and you will have forgotten 90 per cent of the sys- 
 tem’s good qualities that are fresh in your mind now. 
 
 4l^j will have to see my wile (partner or interested party) 
 before 1 decide, 
 
 (a) It would be impossible for you to make your partner 
 understand the McCaskey System unless you had one and could 
 demonstrate it to him. If you will tell me when I can see you 
 both together, I will take pleasure in going through the system 
 thoroughly with you both. 
 
 (b) I have shown you this system here, with a full sized 
 register, salesbooks, slip holders and everything necessary to 
 change your bookkeeping from daybook and ledger to the Mc- 
 Caskey system, and you say that you will see your brother and 
 ‘explain it to him.’ How do you expect to sell him, if I cannot 
 sell you with all this before you? 
 
 42 — You say that Mr, (a friend) has one, so I will wait and 
 see him, I am going down that way soon anyway, and will 
 see v/hat he thinks of it, 
 
 (a) Call him up over the phone, ask him how he likes the 
 McCaskey System. I’ll pay the toll and bet you the cigars that 
 he will say, “You could not buy it for five times the cost, if I 
 couldn’t get another one just like it.” 
 
 (b) He did not wait to see you; he felt competent to de- 
 cide the matter himself, and did his own thinking just as I 
 know you are capable of doing. You are as well able to think 
 as he is, so why not decide the matter right now. 
 
 The proposition is as plain and simple as it can be. It cor- 
 rects the many bad places in your present accounting; it satis- 
 fies your customers; and it will satisfy you the same as it does 
 the hundreds of thousands of people transacting business over 
 McCaskeys throughout the country. Put your name here 
 Mr. . 
 
 (c) Your acquaintance cannot possibly enlighten you in the 
 points applicable to your particular business. I devote my en- 
 tire efforts to this line and am in far better position to give you 
 the correct information. Put your name on this line right here; 
 here’s your copy; let me know when you receive it. 
 
 (d) You know that our system is all right. If it is not, 
 you would have heard of it long ago, considering the number 
 
 of users we have here. Mr. , I am sure you don’t ask 
 
 your brother merchants to run your store. With the volume 
 of business you do and the prestige which vou have with your 
 trade, you could not afford to run your business by what other 
 merchants have to say. 
 
 The most successful men of the world today, are the ones 
 who act independently of the other fellow, and ACT NOW. 
 Now is the time. Don’t wait until tomorrow to decide a ques- 
 tion that can be settled now. Sign here. I thank you now and 
 within ninety days of the installation you will thank me for 
 getting you to install the McCaskey. 
 
 43 — I have bought all the fixtures I am going to buy this year 
 (or for a long time), 
 
 (a) A McCaskey is not a fixture but an investment. It 
 will pay you a larger dividend each year than any class of 
 merchandise that ever comes into your store. 
 
 531 
 
ANSWERS TO OBJECTIONS 
 
 (b) Did you ever think, there are two kinds of fixtures in 
 a store, movable and immovable? The movable ones are the 
 
 clerks who are paid $ per week. The immovable ones are 
 
 the scale, counter, register, etc. The immovable ones are of as 
 much value as the movable. This McCaskey, by preventing 
 forgotten charges, disputed claims, as a collector, and by in- 
 creasing service, earns you more than any other fixtures. 
 
 (c) You are well supplied with scales, counters, show 
 cases and everything to keep and show your goods. It shows 
 me that you are a live one and believe in equipping your store 
 with all fixtures necessary to protect your stock and get goods 
 to your customers in a clean and sanitary condition. If you 
 will allow me to suggest, however, it appears that you are neg- 
 lecting a most important feature in not providing some ade- 
 quate system to better satisfy your credit customers, protect 
 yourself and assist you in collecting. 
 
 The McCaskey will keep your accounts posted to date, will 
 save time which is money, and will decrease your expenses be- 
 sides relieving you of worry and detail. With one of our sys- 
 tems to take care of this part of your business, you will have 
 one of the best equipped stores in town and it will not take 
 people long to find it out. 
 
 (d) Procrastination is the thief of time. Experience shows 
 that you are paying for a McCaskey every year in losses. Then 
 why wait? A McCaskey is not simply a fixture, it is a system 
 for efficiency and service. 
 
 44 — I want to buy a (safe, delivery car, scale, etc,,) before I 
 
 buy a McCaskey, 
 
 (a) All those things that you mention are good things and 
 I agree with you that you should have them in your business, 
 but not all of them will pay you the profit on the investment 
 that the McCaskey will. 
 
 The McCaskey costs you nothing — let the company carry 
 you and invest your money in merchandise which can be turn- 
 ing over a number of times during the period you are making 
 installment payments. The McCaskey will reduce your out- 
 standing accounts from 20% to 40% — all McCaskey users agree 
 to that. Say it is 30% in your case, and you fell me you have 
 $2000.00 worth of accounts buried in that old ledger there. The 
 30% extra the McCaskey will collect amounts to $600.00 or more 
 than enough to pay for the system and leave a comfortable 
 balance for buying other equipment you require. 
 
 (b) A scale handles but from 2% to 5% of your business 
 (except in a meat market), while the McCaskey will handle 
 from 50% to 75% of your sales. In a pinch you can continue with 
 the scales you have, but your accounts should be taken care of. 
 The saving from the losses and time and expense in handling 
 the accounts with your present method would soon be sufficient 
 to buy the best scales on the market as well as numerous other 
 fixtures. 
 
 (c) They are all good enough, and if you cannot buy them 
 all at this time, get the one that will do the most good. Other 
 merchants who have them all say that the McCaskey System 
 is in a class by itself in the catalogue of store fixtures. 
 
 Safes, delivery cars, etc., are all desirable and worth the 
 cost, no doubt, but the McCaskey saves you money, helps you 
 collect, and protects you against dead beats, keeps your cus- 
 
 532 
 
ANSWERS TO OBJECTIONS 
 
 tomers good natured, relieves you of the grind of posting and 
 in many other ways has advantages and values that no other 
 fixture has. It is almost human and should be given first place 
 in your list of fixtures. Order one right now! It is a book- 
 keeper, cashier, credit man, collector and peace maker, all in 
 one. 
 
 (d) Mr. , that is a polite way of telling me that I 
 
 have not done a very good job of showing you what this sys- 
 tem will save you in dollars and cents. Otherwise you would 
 realize that the McCaskey credit system is of the greatest as- 
 sistance in helping a merchant to buy any other new equip- 
 ment needed; but a small down payment is required and the 
 system will handle a greater per cent of your business than oth- 
 er articles of equipment and will service you through a busi- 
 ness lifetime. 
 
 (e) Your truck will cost you twice as much as the McCas- 
 key or more even than that. It will not handle any more of 
 your business and will be entirely depreciated in two years 
 while the McCaskey will be giving you its profitable, money- 
 saving advantages as long as you are in business. Anyway — 
 let the system pay for the truck. It will do just that. 
 
 (f) Did you know that a nationally circulated store pub- 
 lication (The General Merchant) offered a prize to the mer- 
 chants everywhere for a letter telling what single fixture in 
 their stores was the most profitable? The letter on the time- 
 saving, labor-saving, money-saving, and business-building value 
 of the McCaskey Credit Register won first prize over all oth- 
 ers, including high-priced electrical equipment of all kinds. 
 This was because the McCaskey had paid greater profits, re- 
 gardless of the reasonable investment made in it. 
 
 (g) Those things are all good and each is a real necessity 
 in an up-to-the-minute store. It is a fact that you can obtain 
 better results by having them. But they are incidental to the 
 conduct of your business. 
 
 Can you imagine a big department store or other large firm 
 without an adequate accounting system, placing the installation 
 of a scale or truck before their office records? The control 
 over accounts is the soul of their business and it should be 
 the soul of yours. The reason they are big is because system 
 in business has made them big. 
 
 And yet, perhaps, they do not need it as much as you. Even 
 though they might have certain leaks and certain of their de- 
 partments might be running at a loss, they are so big they 
 can continue to make profits anyway and prosper. With the 
 smaller business, such as yours, the source of income is more 
 limited, a leak or loss undetected may mean the difference 
 between running the business at a profit and running it at an 
 actual loss. 
 
 45 — That IS not a large enough allowance for my old McCas- 
 key, 
 
 (a) You have admitted that the McCaskey has paid for it- 
 self many times over; throw it away and buy a new one — 
 you will be money ahead. We lose this old one. 
 
 As a matter of fact your old system does not owe you any- 
 thing and what we offer you for it will simply be an addition- 
 al profit to what it has already brought you. It appears to me 
 that the company is generous indeed to make it so worth your 
 Nvhile to accept and install new, up-to-the-minute equipment. 
 
 533 
 
ANSWERS TO OBJECTIONS 
 
 (b) You are at liberty to retain the McCaskey for 60 days, 
 if you wish, sell it for more money than the allowance I am 
 authorized to grant you and simply pay us the amount of the 
 allowance. 
 
 (c) How much would you allow me on my old pair of 
 shoes for a new pair; (or whatever merchandise is applicable 
 to the merchant’s line of business.) 
 
 (d) Let’s figure this thing out. Just what did the register 
 
 cost you when new? About $ ? Now then, when did you 
 
 buy it? That makes 10 (or correct figure) years you have 
 
 used it, or at $ a year. Why that register does not owe 
 
 you anything today, even if it is quite well worn now. Looks 
 as if my offer was a trifle high. 
 
 What bookkeeper could you get for that figure a month? 
 Not to mention a year? And a bookkeeper could not begin to 
 control your accounts and bring to you the advantages of mon- 
 ey-saving that the McCaskey is responsible for. 
 
 Take into consideration the amount of work and worry the 
 McCaskey has saved you during those 10 (?) years and you 
 
 will agree that $ is a mighty good allowance after such a 
 
 period of time. 
 
 (e) Our company is most liberal to make any allowance 
 at all for such old registers. In most cases this equipment 
 taken in is destroyed; and if you will think a minute, the 
 amount you will receive for the system fades into insignifi- 
 cance when compared with the labor and money it has saved 
 you. 
 
 You owe it to your business to keep your system strictly 
 modern. The added features which our system offers today, 
 as compared with that you are using, will make it a dividend 
 paying investment. The system you use means more to you and 
 your future success than anything else. We cannot stand still; 
 we are either going or coming. I think you will agree, view- 
 ing the proposition from every angle, that it will be very much 
 to your advantage to take up the liberal allowance held before 
 you and put yourself in the class with those who are always 
 moving forward. 
 
 46 — That is not a large enough allowance for my old (foreign) 
 
 system. 
 
 (a) Mr. , it is too much. You should be willing to 
 
 pay that amount to get it out of your way. I’ll bet you have 
 been ashamed of it for a good long time. You will smile all 
 over the day the new McCaskey is installed in this store. 
 
 (b) We pay you more for your old system than other 
 companies do in taking them in as part payment on a new one. 
 I believe that it will be but a question of time when the com- 
 pany will prohibit me taking in any foreign system in this way. 
 
 (c) Mr. , that is the penalty of not buying right orig- 
 
 inally. I’ll guarantee this, however, you will not even consider 
 trading your new McCaskey register off when you have used 
 it a like number of years. 
 
 47 — If you let me use the system thirty days on trial, then you 
 
 can send me one. If I like it, Fll buy it. 
 
 (a) We are now and have long since passed the experi- 
 mental stage. No goods are sent on trial. If the register and 
 system is not just as represented, you don’t want it, nor do we 
 
 534 
 
ANSWERS TO OBJECTIONS 
 
 want you to have it. How many automobiles did you try for 
 a month before you bought the one you have there in front? 
 
 (b) We do not sell on trial as we know the system will 
 meet your needs and please you. Do not overlook the fact that 
 close to 500,000 others have been doing the trying out for 
 you, many of them close to twenty-five years. They would 
 not sell their McCaskeys for many times the purchase price 
 if they would be unable to get another. Isn’t that a trial record 
 worthy of your acceptance? 
 
 If you are actually in doubt, just take some of these names 
 of merchants in your vicinity here who are McCaskey system 
 users, call them up on the telephone at my expense. This will 
 give you in a few moments the benefit of years of experience 
 in using the system, a more valuable test than thirty days could 
 possibly be. I will be willing to abide by what these users tell 
 you. 
 
 (c) Can you begin to realize what it would mean to you and 
 your fellow merchants if we had a million dollars and more in 
 trial equipment scattered over the country? The price would 
 be so much higher than it actually is that you would realize you 
 have a genuinely sound, reasonable proposition in our estab- 
 lished prices which are not carrying such a terrific burden of 
 expense. 
 
 (d) Mr. , will you let me wear a pair of shoes (or 
 
 some merchandise in keeping with the line of business) for a 
 week on trial to see Jiow I like them? Whv not? 
 
 48 — I object to the terms. 
 
 (a) Just like buying a house on the rent plan, only you 
 don’t have to pay any taxes (interest) in the meantime. 
 
 (b) Why object to the terms when the McCaskey pays for 
 itself in the leaks and losses that it stops while you are paying 
 the company for it? 
 
 (c) Your added collections will be far more than your 
 monthly payments and you will have more ready cash than you 
 would otherwise have if you did not buy it. 
 
 (Stick to your terms ; the purchaser will respect you for 
 it. He does not have any respect for a jelly fish). 
 
 49 — don't pay for anything (or on anything) until I get it." 
 
 (a) You pay for fire insurance before you get it, and we 
 are giving you McCaskey insurance. If you did not pay for 
 fire or life insurance before you had a loss, you would not be 
 very apt to get your loss adjusted. We are only asking you 
 to make a very small payment on McCaskey insurance. 
 
 (b) I cannot understand just why you take that position. 
 
 Here is a perfect sample and Mr. , across the street 
 
 has used one of our systems for years. You must be familiar 
 with the system because they are used all around you. You 
 know that they are satisfactory and will do the business. 
 
 You must know that the McCaskey Register Company is 
 too large and reliable to consider such a thing as deceiving 
 or cheating you. The register that you will receive is guar- 
 anteed to be like this sample, or you do not need to accept it. 
 
 Come, get into line. Be up-to-date like your competitors. 
 If you don’t they will surely get you in a short time. The 
 company is trusting you for $206 and you are only taking a 
 
 535 
 
ANSWERS TO OBJECTIONS 
 
 $30 chance on them. Are you not getting the best of it? You 
 certainly are not afraid to back your judgment with $30. 
 
 To Get the Cash with Order Payment 
 
 (c) Securing a cash payment with the order, resolves it- 
 self largely into a question of thoroughly convincing a mer- 
 chant of the great merit of the system, and its great value to 
 him. When this is done, the great majority of purchasers will 
 pay at least some cash with the order if the subject is properly 
 presented. When a salesman fails on this point, it is usually 
 because he does not go about it in a salesmanlike way. For, 
 while there is no set right way of doing a thing, there are many 
 wrong ways of doing a right thing. 
 
 First of all, you must feel that in asking a cash payment 
 that you are only asking what is right. You should be thorough- 
 ly convinced that the transaction is favorable to the merchant, 
 and should impress him with the same conviction so that he 
 cannot for an instant look upon the request as in any way un- 
 reasonable. With the feeling planted in the merchant's mind, 
 as it ought to be from the beginning, that he is obtaining gen- 
 uine value for his money, the question of securing cash pay- 
 ment becomes one of tact. 
 
 The proper time to introduce this subject is the first time 
 the point is brought up by the prospect? If he inquires about 
 terms early in the conversation, then is the time to make the 
 matter plain; if he doesn’t talk about them until later, then is 
 the time. Whenever he asks the exact terms on a particular 
 system, do not evade the question. Answer it plainly — “$30 
 cash with order, and the balance in monthly payments." If he 
 is bound anyway to shy at this, the sooner you know it the 
 better. If he means business, a plain answer will not throw 
 him off the track. 
 
 If he asks nothing about terms, but agrees to the price and 
 comes to the point of signing the order, fill it out plainly “$30 
 cash with order." See that he reads it carefully, and before 
 leaving him, if he does not of his own accord offer you the 
 money, say, “You can make your check for the cash payment 
 payable to the company and you will have two receipts as I 
 am giving you a receipt for it here." 
 
 But whenever or wherever the subject is touched, treat it 
 boldly. Take the cash payment for granted. Assume as a 
 matter of course that he ought to make it, and expect to. Do 
 not assume that he is going to find fault with the idea, and that 
 you must apologize and make excuses for it in advance. If 
 he does object, then bring up your arguments somewhat in 
 this manner : 
 
 “Mr. , we think it is perfectly fair and right. 
 
 We show great confidence in you by building this valuable 
 system especially for your business and putting it into 
 your store only to be paid for months in the future. Now 
 you certainly will not object to a comparatively small cash 
 payment with the order to show your confidence in us." 
 
 A good salesman will treat the subject firmly, though pleas- 
 antly. He will handle a hesitating purchaser differently from 
 the way he would a strong and obstinate one. You must have 
 sufficient perception of the character and general business sit- 
 uation of the man you are dealing with to know what argu- 
 ment will best appeal to him. Above all, a good salesman will 
 not be easily bluffed. 
 
 536 
 
ANSWERS TO OBJECTIONS 
 
 To sum up with, asking a cash with order payment is not 
 a question of nerve. Any good salesman has the nerve to ask 
 for terms which he is thoroughly convinced are right. The 
 real basis of this request is your sincere confidence in the value 
 of the system to the merchant; next, of earnestness in making 
 him see it in that light; finally, in handling the question with 
 tact. 
 
 After all, the same characteristics which help a man to sell 
 McCaskey Systems help him to secure cash with order pay- 
 ments. Let any man on the selling force who is deficient on 
 this point renew his earnest conviction on the fundamental 
 proposition of the business — that we are offering the merchant 
 extraordinary value for his money. Let him study to present 
 this view as a capable salesman should, and he will not find 
 cash with order such a tough proposition as he imagines. 
 
 A short time ago one of our salesmen sold a man a system, 
 and after getting the order asked the man to make a cash pay- 
 ment? This made the customer rather angry at first. The 
 salesman stated that it was a rule of the company that all cus- 
 tomers give a cash deposit with the order to prove to the 
 company at Alliance that the contract was made in good faith. 
 
 “Of course, Mr. he said, ‘T know that you are 
 
 good and will pay for the system. But the company at 
 Alliance is a great many miles from here, and does not 
 know about its customers, so that it makes this rule of a 
 cash payment with order. Possibly you haven’t the cash 
 with you. If you like I will walk around to the store with 
 you and you can give me a check.” 
 
 The salesman walked around to the office of his customer 
 and got a check for $30. 
 
 The real secret in getting the cash with order for our sys- 
 tems lies in the mental attitude of the salesman toward that 
 question, and his assumption of the same attitude on the part 
 of the purchaser. Study the situation in all its phases and be 
 prepared to meet it, however it presents itself, smoothly, nat- 
 urally, persuasively. 
 
 The trouble with some salesmen is that they fall into the 
 frame of mind where they feel some strong reason or powerful 
 argument must be presented for paying cash with order. They 
 have gotten into this mental attitude from force of habit, be- 
 cause they have made so many sales without expecting cash 
 with order. But instead of having to hunt for a reason for pay- 
 ing cash with order, you will find that it is difficult to find a 
 reason for not paying cash with order. Don’t say it yourself, 
 “Why should a man pay cash with order?” Say, “Why should 
 he not?” 
 
 If you find cash with order an awkward proposition that 
 sticks in your throat, it is because you do not appreciate the 
 full value of the goods you are selling. Sweep out of your 
 mind, like so many cobwebs, any apologetic feeling regarding 
 the proposition. 
 
 You are not trying to persuade a man to buy an expensive 
 luxury and therefore obliged to make every reasonable con- 
 cession (or unreasonable). You are trying to sell him some- 
 thing he needs, not trying to trick and cajole him into doing 
 something that he cannot afford to do. You are doing him a 
 greater favor than he is doing you. Realize this yourself. Feel 
 
 537 
 
ANSWERS TO OBJECTIONS 
 
 it, and you can make him feel it. Then you will both be nearer 
 the right attitude v/hen it comes to the question of terms. 
 
 You ought to use a great deal more tact than some are in- 
 clined to use in asking for cash payments. Don’t go after it 
 with a club in a ‘money or your life’ fashion. Don’t say any- 
 thing about it if you can reasonably avoid it until the prospect 
 has signed the order. The chances are he will ask you aboiit it 
 when he comes to that clause in the contract blank. Then you 
 can explain it to him in an agreeable gentlemanly way. Don’t 
 start in with the difficulties and obstacles. Tet them come 
 at the end where the prospect will see them in comparison 
 with the benefits and advantages which have first been ex- 
 plained. 
 
 If he asks questions, do not avoid them. If he asks the 
 price, tell him that and do not go further. If he asks if he has 
 to pay it all at once, say “No, we will arrange that conveniently 
 for you.” 
 
 If he asks what the terms are and insists, tell him clearly 
 and distinctly. If he objects, say to him, “We won’t have any 
 
 quarrel over that point, Mr. , we will take that up when 
 
 we get to it. In the first place I want you to know what this 
 system will do for you, then we will arrange all right about the 
 terms.” 
 
 While it is a mistake to dodge any explicit question, as if 
 you were afraid to answer it, it is a worse mistake to bring up 
 the phrase, “Cash with order,” unnecessarily, or to repeat it in a 
 way which seems to say, “We don’t trust you, and you had bet- 
 ter understand it to start with.” 
 
 50 — Is the price delivered? I won*t take it unless you pay 
 
 the Ireight, 
 
 (a) We figure price on one basis and cannot make any 
 concessions. One price to all. If we delivered this, we 
 would have to make you pay part of the freight on the sys- 
 tems which we ship to California and other distant points 
 from the factory. 
 
 (b) The price is F. O. B. Alliance, Ohio, and the freight 
 will be a very small item. I know that you will not let the 
 matter of two or three dollars stand between you and a saving 
 of several hundred dollars. You, I am sure, would not buy 
 simply because the freight was paid. 
 
 (c) Do you get your other goods prepaid? Of course not; 
 then why make this demand upon us w^hen we are going to 
 do you a real service. There is only one McCaskey and it 
 can be secured at only one price. You can buy your lines 
 in several different places, and yet the freight is not paid to 
 you. This is your obligation because the price is fixed F. O. 
 B. Alliance. 
 
 It wouldn’t be fair to make a special concession any more 
 than it would be fair to you if your competitor should be 
 given the inside of the same line sold by you and purchased 
 from the same wholesale house. The price is right and you 
 are getting good terms. 
 
 (d) The price is F. O. B. factory. Suppose a customer 
 comes in and says to one of your clerks that he will buy ?5 
 worth of groceries, if he will give him a can of Royal Baking 
 Powder; the clerk agrees to this and you finally discover it. 
 Wouldn’t you reprimand that clerk, and even let him go if 
 
 538 
 
ANSWERS TO OBJECTIONS 
 
 he persisted in breaking your rules? The customer got $5 
 worth of groceries, full value received. It was taking fifty 
 cents right out of your pocket when the clerk gave away that 
 can of Baking Powder. 
 
 You paid the freight on those dry goods; on that show 
 case, etc. Take it from me that whenever you get anything 
 delivered, you pay for the delivery just the same. It might 
 not be called delivery charges, however. This rule will apply 
 to all business houses. 
 
 51 — I never sign an order and I get all the goods I want 
 
 without signing orders, (a) Systems, (b) Salesbooks. 
 
 (a) I do not like to dispute your word, but you signed^an 
 order for that show case, also that scale, they do not sell 
 otherwise. The signing of this pad order is merely a mat- 
 ter of form. I do not care anything about it, after I have a 
 man sized up and decide that he is honest. I would just as 
 soon take his word as his note — it just makes the company 
 feel that you have as much confidence in them as they have in 
 you, that’s all. Put your name in here, etc. 
 
 (b) You are a customer of regular houses. Our com- 
 pany is new to you and you are new to us. When you sign 
 the order we are being bound to filling it when it is accepted 
 at Alliance. It guarantees you the present price against raises 
 in the market. 
 
 (c) This is a specialty made to order and would be a 
 
 total loss to us if anything should happen so that it would not 
 
 be delivered. We have all the confidence in you, but we 
 cannot tell what is going to happen. You might die, sell out 
 or burn out, and it would not be fair to us to assume the 
 
 responsibility for accidents that might happen to you. 
 
 We are not an insurance company, but a manufacturer. 
 We must have a signed order to show that you understand the 
 terms of the contract. We don’t want any misunderstanding 
 later. If you are acting in good faith and I know you are, you 
 can have no objection to signing an order for goods that you 
 have purchased. You need and want the register and we want 
 you to have it. Put your name here, please. 
 
 (b) We know that you would not order salesbooks if 
 you did not need them, and we would be willing to take your 
 verbal order, but the company requires a signed order with 
 specifications for the books as they have to be made very care- 
 fully. They want to know that you understand what you are 
 to get. The order is for reference in printing. 
 
 52 — I won't sign a note. 
 
 (a) A note is merely a matter of convenience to you, so 
 you can make the payments at your bank and not be annoyed 
 with statements or drafts. It will be sent to any bank you 
 wish and you make payments each month to them. At which 
 bank do you wish it payable? 
 
 (b) Giving us your note is economy for yourself and 
 us. It enables us to reduce bookkeeping cost. It eliminates 
 the necessity of our having thousands of open accounts on 
 our books. 
 
 (c) If you were loaning money, settling accounts with 
 one of your customers by note, would you expect him to 
 sign the note. This note specifies distinctly just what you 
 are going to pay and no more, and as you expect to pay for 
 
 539 
 
ANSWERS TO OBJECTIONS 
 
 the system anyway, what difference does it make whether 
 you pay the note or invoice. 
 
 (d) That’s all right; you will make a nice little saving 
 by paying cash and taking the 6% discount. A large number 
 of our users have done this as our discount is unusually at- 
 tractive to the merchant who prefers paying cash to signing 
 a note for the balance. I am glad you mentioned it as I 
 might have forgotten to speak of the cash discount, since 
 many prefer to pay on the monthly payment plan. 
 
 CASH REGISTER SYSTEM OBJECTIONS MET DURING 
 APPROACH 
 
 1 — I do not need a cash register system, 
 
 (a) Mr. , there are only two people who do not require 
 
 a cash register system, the man who has one and the man who 
 is not in business. No business can be run intelligently and 
 to the fullest extent of its earning power without facts, and 
 facts are not obtainable without system. The information 
 provided by the McCaskey cash register system has such a 
 direct bearing on the net profits of the business that unless 
 you have that information you cannot afford to continue in 
 business without it, if you expect to make the business pay you 
 what you have a right to expect. 
 
 By necessary information I mean the controlling figures 
 which keep you posted as to the costs of doing business and 
 the profits resulting; I mean statistics on sales such as sales 
 from each department, sales by each clerk, etc.; I mean full 
 knowledge of money at your command, of the condition of 
 your expenses, your income, your income tax data, etc., so that 
 you can spot leaks as they occur before they develop into seri- 
 ous losses and so that you can practically compare your busi- 
 ness with that of others in your line and test your costs and ex- 
 penses with the costs and expenses of others, etc. 
 
 Look among your fellow business men, see how few there 
 are who do not have a cash register of some sort, realizing 
 their need for valuable business information. They are not 
 investing their money in something worthless, if their systems 
 give them the information described; they are making an in- 
 vestment that more than covers the costs in early results which 
 are profitable to the business. 
 
 (b) Frequently we sell merchants who have been in busi- 
 ness a number of years without this information which a cash 
 register system will provide you. They tell us they regret 
 their delay in making the installation. In one case the mer- 
 chant had just taken in a new partner and the latter objected 
 to buying the McCaskey. The older man in the business said 
 •that he had paid for one of these registers each year he had 
 been in business and that he was going to buy it if he had to 
 pay for it out of his own pocket. If you need a cash register 
 system, you pay for it whether you have it or not — but if you 
 do not have it, you lose continually the income for which the 
 cash register would be responsible. 
 
 (c) Mr. please do not make such a remark at a time 
 
 when your banker will hear you. It would be a serious handi- 
 cap to you in case you were to ask a big loan, or a recommen- 
 dation of your standing in business at a time when you wished 
 
 540 
 
ANSWERS TO OBJECTIONS 
 
 to sell. Such a statement might impair your credit, and stamp 
 you permanently as a poor business man. 
 
 (d) Would not you like to make more profits? A store 
 without a cash register system is like a clock without hands. 
 It runs, but it tells you nothing. Information is protection. 
 Did you ever hear of a truly successful business that kept no 
 Records of its cash or accounts and ran by guess? Would you 
 place your money in a bank where the money was lumped into 
 a drawer without records being kept, as you are doing? 
 
 2 — I do not need a cash register; there are none but members 
 
 oi my family in the store. 
 
 (a) What has that to do with you having records of your 
 business? We do not talk of systems doing away with steal- 
 ing, if that is your meaning; we install our systems so that you 
 or any member of your family will know what you are doing 
 in the business. This includes the activities of each depart- 
 ment; the information on all money paid out and all money 
 received and who from. We believe that you as a family 
 want to make money and with this system you will be able to 
 know always just what you are doing. I know of no system 
 so adapted as the McCaskey is to a firm consisting of the mem- 
 bers of the family alone. 
 
 (b) We are all human and for that reason we all make 
 errors. You and your family are human and the McCaskey 
 cash register system will point out to you the errors you are 
 making and do not know about. If every man was as honest 
 as a saint, cash register systems would still be as popular as 
 they are under present circumstances for many thousands of 
 dollars are being lost in business through uncaught errors. It 
 is only fair to your business to protect your money as you do 
 your merchandise; run your business systematically and it will 
 it)ay you handsome dividends. 
 
 (c) Naturally none of your family would steal from you, 
 but even had you strange help so inclined the most expensive 
 cash register in the world would not give full protection. 
 However, the average merchant steals more from himself than 
 even a dishonest clerk would be inclined to steal. 
 
 At night when you count up, you know how much cash is in 
 the drawer; but do you know how much should be there? Not 
 having information as to your costs of doing business, you are 
 not in a position to set selling prices so as to insure a profit 
 and protect you against losses. Did you know that you could 
 be continually selling a number of articles at an actual loss 
 instead of a fancied profit by lack of such information as the 
 M’cCaskey Cash Register System holds available to you? The 
 more a man knows about his business, the more money he is in 
 position to make. 
 
 (d) With this system in your store, and with a key 
 designated for each member of the family, you would awaken 
 new life in the business and a new desire to build up personal 
 sales totals, etc. It would give your children a knowledge 
 they would find valuable in following any line of business. 
 How many of them can operate an adding machine today? The 
 McCaskey would acquaint them with a standard adding machine 
 and the foremost modern cash register system methods. 
 
 (e) You need record of sales and expenses for Uncle Sam, if 
 you disregard their value to yourself and the business. The 
 
 541 
 
ANSWERS TO OBJECTIONS 
 
 government demands a very thorough record and McGaskey 
 Systems have many times been approved and highly recom- 
 mended by revenue officials. 
 
 (f) It is true that you and your family are alone in the 
 store and handle your own money and business. In fact nobody 
 but you and members of the family handle or drive your auto^ 
 mobile there. Yet now and then you have some expert take 
 time to inspect it, adjust and regulate it. The McCaskey 
 cash register system is an expert adjustor and regulator for 
 your business and will always be on the job, silently and 
 faithfully providing you with important records and informa- 
 tion about your business that you do not now have. 
 
 (g) Did it ever occur to you that you and your family are 
 as subject to errors as any other folks — that one of your own 
 children might send you to financial ruin unwittingly? The 
 fact that your entire family is interested in this business makes 
 it more important than ever that you have the knowledge this 
 machine provides — that you will be able to make better pro- 
 vision for them through the profits gained from the business. 
 
 3 — I have a cash register ior taking care of cash and do not 
 
 need detailed information or an adding machine, 
 
 (a) A cash register that merely separates the coins, bills, 
 etc., cannot be said to properly ‘take care’ of cash. A box 
 would hold your cash. What is necessary today is a way of 
 knowing, not that you have $50.00 in the cash drawer, but what 
 that $50.00 represents. The secret behind the success of the 
 chain stores is that they keep complete, detail records and 
 know what the cash received into the business was received for. 
 
 And, Mr. , an adding machine is considered as almost 
 
 indispensable by progressive merchants in these days. No 
 matter how rapid or accurate you may consider yourself at 
 figures, errors are bound to occur that will never be cor- 
 rected; the McCaskey provides a positive automatic check and 
 will point out an error to you. 
 
 You will recognize too that you are getting in the McCas- 
 key cash register system, a complete business system, a cash 
 register and an adding machine at a price v/hich is as reason- 
 able as that of any single one of those equipments formerly. 
 
 (b) Mr. , you know that the best business houses over 
 
 the country are banks. You have no doubt wondered at their 
 success. The president of your bank will tell you that there 
 is a smaller percentage of failures among banks than other 
 institutions, due to the fact that they always have detailed in- 
 formation and know the full facts of their business activities 
 all the time. Because of lack of information we are faced with 
 a terrific toll of business failures month in and month out — 
 incompetency, the experts call it. I am sure you want to be one 
 of the more progressive few who make their businesses suc- 
 cessful. Let us start you onto the road that leads you some- 
 where and get you away from guessing. 
 
 (c) Eminent physicians tell us that the element leading to 
 the soundest theory of better health is ‘preventive medicine’. 
 While your business now appears healthy enough to satisfy 
 you, it is only with the detailed information granted by the 
 McCaskey register system and the protection gained in the 
 use of an adding machine that you can surely maintain a 
 
 542 
 
ANSWERS TO OBJECTIONS 
 
 healthy condition. Full knowledge of the business is the ‘pre- 
 ventive medicine’ of modern business. 
 
 I have here all three assets in one unit and your old or 
 present cash register can be used as part payment for this mod- 
 ern system. The difference is exceedingly small compared to 
 the return you will get from the use of the system. This 
 signed order will bring you the ‘preventive medicine’ of mod- 
 ern business. 
 
 (d) Whether or not you care about knowing the condition 
 of the business, the Federal revenue men may give you plenty 
 of reasons for wanting that information at income tax time. 
 
 (e) Just why are you using a cash register, Mr. ? I’ll 
 
 tell you — because you know it pays its way in profits, because 
 making money is the reason you are in business. Now you 
 have a good register — as far as it goes. The McCaskey cash 
 register system has gone farther to make it possible for you 
 to make more money. I am going to show you how lack of 
 the proper information effects the money making power of 
 your business or any other, and I want you to consider the 
 McCaskey System onl^r in respect to what it will eventually 
 earn for you. 
 
 4 — I have a cash register and I do not need department or 
 clerk records, 
 
 (a) Mr. , the answer to just one question will tell you 
 
 definitely and surely whether you need these records or not. 
 Do you believe that you are actually netting every penny out 
 of this business that is possible with the volum.e of business 
 you are doing? Just turn that question and its answer in your 
 mind for a moment. Department records and clerk records are 
 important only as they effect your net profits, and I am going 
 to show where these records effect profits to a very consider- 
 able extent. 
 
 (b) Mr. , how do you know at the end of the year 
 
 what your various departments or divisions of merchandise 
 have done in the way of bringing you profits if you keep no 
 records? How can you plan sales in each department if you do 
 not know and must guess on your previous sales in these sev- 
 eral departments? In advocating department records, we are 
 but reflecting what the most successful merchants in the coun- 
 try have found to be necessary. I want to picture to you the 
 great opportunity you have of making this business justify 
 your time and investment. 
 
 Your clerk records are as vital; only by knowing the full 
 service rendered by each clerk over a period of time are you 
 in position to determine the individual value of each clerk to 
 you in this business. Just reward and just advancement can 
 only be decided profitably to you by actual figures. Again, 
 such records encourage initiative and service in the individual. 
 They have more to work for when they know their records 
 are watched, compared and used to their advantage as well 
 as to that of the business. 
 
 (c) Every business is a department store to a certain ex- 
 tent. A merchant should know just what each department is 
 doing, and whether or not there is sufficient profit to be made 
 to warrant continuing it. 
 
 A clerk should earn as salary a certain per cent of his sales. 
 This percentage varies with the line of business, etc., but it can 
 
 543 
 
ANSWERS TO OBJECTIONS 
 
 be established closely enough by you to determine the proper 
 salary if you have the necessary records. How can you do 
 anything but guess at this kind of thing with the limited infor- 
 mation you now have? 
 
 (d) A six cylinder motor car is not working satisfactorily 
 nor giving the results it is capable of giving unless it is 'hitting 
 on all six’ cylinders. The same is true of your business. It 
 is not paying you what it is capable of paying you in profits 
 unless each department and each clerk is earning a fair pro- 
 portion. 
 
 (e) It will surprise you to learn just how active each de- 
 partment is; just what each clerk is doing in the way of sales. 
 Of course you do not need to follow this service of the system; 
 however, try it one week in each month for a while — you’ll 
 find it works to your interest. 
 
 (f) It was a difficult job to convince the dairyman, when 
 the cream separator was discovered, that with it they could 
 separate the cream from the milk, and so have different grades 
 of milk for which they could charge accordingly. Since they 
 have all installed the separator, they have progressed wonder- 
 fully in the business. 
 
 The McCaskey cash register system does the same thing 
 for your business. The system separates each department and 
 lets you know exactly where the cream (profit) is coming 
 from. When you locate a department which is not producing 
 you can get behind it and give special effort to make it pay. 
 If it cannot be made to pay, it can be eliminated and stopped 
 from draining the profits of departments which are paying. 
 
 (g) I feel sure that the reason you have not been interested 
 in such valuable information is because it has been so costly 
 to obtain it heretofore; either excessively expensive equip- 
 ment was required, or a far too heavy time expenditure. The 
 McCaskey cash register system has changed that condition. 
 You can consider the step now without these worries. 
 
 5 — I do not need a machine with such a large capacity. 
 
 (a) I understand you as far as you go, but permit me to 
 explain the capacity value in this way: I have a number of 
 friends who have motor cars capable of making from 70 to 80 
 miles an hour, even more. Yet they are seldom known to 
 drive more than from 40 to 50 miles an hour. In case of an 
 emergency, however, they know they can depend upon a greater 
 maximum of speed. The same applies to you in your business. 
 Now and then you will have need of the greater capacity of the 
 McCaskey and you will be glad if you have this advantage in 
 ringing up sales or listing items of size. 
 
 6 — Just bought another cash register; will have to make it do. 
 
 (a) If the other cash register will give you the information 
 a McCaskey will give you, you do not have need of anything 
 further in that line. If it will not serve you in the same way, 
 the fact that it is ten days old or ten years old does not alter 
 the fact that you need more detailed information readily avail- 
 able, that each day you continue to do business without the 
 control permitted by such information, the losses it would save 
 3 ^ou are added continually to the cost when you eventually 
 make the change. You had better admit the loss of $100 or so 
 this year than let your losses grow to be $1000 and more over 
 a longer period. 
 
 544 
 
ANSWERS TO OBJECTIONS 
 
 (b) If you were sick and went to a doctor and got some 
 medicine that did not cure you, would you say that you would 
 have to make it do, and lay down to die? You would not, you 
 would admit the mistake, accept your loss and hunt a better 
 doctor or more beneficial medicine. The McCaskey is a proven 
 system for curing business ills. 
 
 (c) It is too bad that I did not have the pleasure of show- 
 ing you the McCaskey system first; but at the same time, if 
 this system fits your business needs, and you agree that it 
 does, better than the one you have just bought, wouldn^t you be 
 wise in immediately putting this system in your business? If 
 you bought a pair of shoes that did not fit you, you wouldn’t 
 go on punishing yourself by wearing them. When they got to 
 pinching you would discard them and buy more carefully a 
 shoe that would fit. You are punishing your business with a 
 misfit cash register, pinching the life out of the profits of 
 the business. Better not to stay in business than to refuse to 
 correct a recognized, money-losing system of handling your 
 business records. 
 
 7 — My cashier takes care of my cash drawer and cash records, 
 
 (a) Mr. , the McCaskey cash register system is a 
 
 cashier in itself, and one that is not subject to absences, dinner 
 hours and vacations. It can register your sales by clerks and 
 departments, add and keep every record any time a transaction 
 is made. Every clerk can operate it, and there is a check 
 against the sale. Errors are eliminated and cash losses stopped. 
 
 (b) A cash register system will make your cashier more 
 efficient and make the keeping of records a whole lot easier. 
 The McCaskey is specially adapted to your needs. The cash- 
 ier, by simply pressing the necessary keys, will quickly record 
 full information on each transaction handled and do it much 
 more accurately than does your present method. When the 
 fcashier isn’t here, any person taking the position will be able 
 to handle the work with real speed and accuracy. 
 
 (c) My bank takes care of my finances, but I check them. 
 This system will enable you to know as much about your busi- 
 ness as your cashier does. As it is, she knows more and con- 
 trols the most important end of it. Were she to take sick or 
 to decide on a change in position you would find it rather dif- 
 ficult to handle the work. The McCaskey will handle it auto- 
 matically — give you as many as eight department records, as 
 many as nine clerk records, make entry of every paid out, re- 
 ceived on account, charge or cash sale item. When you 
 tear off the detail strip at the end of the day you have 
 a complete, indelible record of every transaction in the day’s 
 business. 
 
 (d) When your cashier is away some clerk handles the 
 cash transactions. Not being used to doing it regularly he is 
 sure to make errors from time to time. He feels dependent on 
 the cashier and when she is gone he is apt to be careless. The 
 saving from this loss alone would pay the amount of the in- 
 vestment. Your cashier costs from $600 to $1000 a year. Yet 
 she is not here at all times and the losses form an item which 
 cuts down the profits. 
 
 (e) Cashier expense is overhead expense, the bug-a-boo of 
 every merchant. Let me show you a way to eliminate some 
 overhead, and at the same time increase your opportunities of 
 building a better, more profitable business. Let your cashier 
 
 545 
 
ANSWERS TO OBJECTIONS 
 
 go to waiting on customers, arranging stock attractively, or 
 otherwise working to increase sales. Such a step would save 
 the money you throw away on the long idle periods between 
 sales in slow times. Unless you keep every employe busy, you 
 are letting unnecessary expense eat into your profits. 
 
 (f) Your customers are now kept waiting while the clerks 
 write out the items of purchases made ; they are then forced 
 to trot to the cashier’s cage. If she is busy with others, there 
 is another wait; if she is telephoning, they must wait. Many 
 experiences like that will cause many good customers to go to 
 stores in which they will be more promptly taken care of. 
 
 (g) It would be very simple for a customer making several 
 purchases to present but one of the slips to the cashier and get 
 away without paying for all articles obtained. With the McCas- 
 key the clerk who did the selling registers the amount sold and 
 handles the completion of the sale at the moment and before 
 there can be any chance of error or loss. 
 
 (h) Cashiers are only human and can make mistakes. To 
 know the cashier’s statement of money received is correct, you 
 should have an absolute check on it. A cashier with slips or 
 tickets can force a balance, but cannot cover up errors made 
 on a non-changeable, mechanical equipment of this kind. With 
 the McCaskey you lock the total key, the detail strip housing 
 and the shutter over the total indicators and your clerks be- 
 come cashiers, every one. You are free to leave your place 
 of business and know that sales are recorded in the same man- 
 ner as if you were present. 
 
 8 — It is a good thing but we have no time to take working it 
 
 every time a sale is made, 
 
 (a) Your own store can answer that for you, Mr. ; 
 
 let’s watch that clerk over there next time a sale is made. 
 (Six minutes might be taken) It took six minutes to complete 
 that sale. The clerk had to cross the store to get the one item 
 and weigh out another, etc. What an immense aid it would be 
 to you in saving in this store if the clerk took another few sec- 
 onds and registered the sale, registered his letter and the 
 department symbol and kept all the day’s records ready to total 
 instantly in the evening. It is not a question of time, Mr. 
 
 , it is a question of value and you cannot afford to be 
 
 without one. 
 
 (b) You ought never to be too busy to take care of the 
 most important end of your business. Always take time 
 enough to complete one transaction before starting another. 
 Be sure you have gotten your money, including profit, on the 
 first sale ; that you will have full information regarding your 
 business at the end of the day. Otherwise you can do a lot 
 of business and wonder why you are not making money. 
 
 (c) No — it is not a good thing, unless you work it after 
 every sale. That’s what makes it good. You must make some 
 record, why not a correct, informing, unchangeable record. I 
 do not know of a faster way of doing so. 
 
 Any transaction giving you a profitable return is worthy 
 of recording. In this system we aid you to complete daily re- 
 cords which are essential at the time your income tax return 
 is made out. 
 
 (d) I have met and known in a business way many thous- 
 ands of merchants and I have yet to see one who made such a 
 
 546 
 
ANSWERS TO OBJECTIONS 
 
 claim and ever succeeded in his business in a big way. When- 
 ever you get in too big a hurry to do business correctly, you 
 are only kidding yourself out of your own funds. You had bet- 
 ter stop and think. Either get in, or get out of business, for 
 if you do not adopt a more systematic method the time which 
 you claim you have not now, will be further lost from the 
 lack of systematic methods. You absolutely need a cash reg- 
 ister system more than any merchant I have ever come in con- 
 tact with. Your objection to one, if held too seriously, will 
 bring you sure failure. Ect’s straighten this thing out right 
 now and put in the best cash register proposition on earth. 
 
 OBJECTIONS DIRECTED SPECIFICALLY AT 
 THE McCASKEY SYSTEM 
 
 9 — The McCaskey does not have the appearance of a cash reg- 
 ister, 
 
 (a) Perhaps not, Mr. , because it is more than a cash 
 
 register, more than an adding machine. It is a system, a bureau 
 of information. Unless you are willing to spend at least $1000.00 
 or more you cannot obtain from any other the information 
 which the McCaskey is in position to furnish you. Informa- 
 tion about your business is what you want. Every transaction 
 that takes place in your store will be recorded on that detail 
 strip. When you have used the system you will recognize that 
 it has more the appearance of a system than any cash register 
 you have ever used. 
 
 (b) It’s appearance is 100% like the McCaskey cash regis- 
 ter system. Our national advertising is rapidly creating a new 
 standard of appearance for this important kind of store equip- 
 ment. When you install it, you will hear your customers very 
 quickly commenting, “So this is the AIcCaskey cash register”; 
 “I have seen it at Brown’s store, etc.” 
 
 Mr. — -, you are up against the problem of system. 
 
 Your need is for more complete records in order to make your 
 investment and your efforts more profitable. 
 
 (c) No, and the cash register you have in mind did not 
 resemble the old cash drawer. Today you are being shown a 
 cash register system, and you buy service and information on 
 your business when you buy the cash register system now in 
 demand. 
 
 'You are not buying ‘looks’; but what the machine will do 
 for. you in your business. 
 
 (d) Mr. , a cash regis^ter is nothing more than an 
 
 adding machine and so the McCaskey Register Company con- 
 ceived the idea of placing this adding machine in a usable posi- 
 tion. Consequently, in this cash register system, you have the 
 convenience of a full cash register and a full, standard key- 
 board adding machine. 
 
 (e) It is results you are buying. The beautification of 
 the average cash register does not pay dividends in your busi- 
 ness even though it does add considerably to the amount of the 
 investment you must make to obtain one. 
 
 Fortunately, the appearance of the McCaskey cash register 
 system is different. It is creating a new idea of cash register 
 system value and appearance. It is being accepted in finer 
 places where cash registers were never even considered before. 
 
 IBs appearance is becoming even to the jeweler who is 
 
 547 
 
ANSWERS TO OBJECTIONS 
 
 called upon to ring up expensive diamond values ; to the motor 
 car dealer whose product frequently must be rung up in four 
 figures. 
 
 It has the appearance of a 1927 (or later date) cash register, 
 the cash register system most able to give you the results you 
 require. 
 
 (f) The one lung auto never looked like the beautiful bay 
 pacer, it replaced either; nor does the luxurious closed model 
 of a 19 — motor car even resemble the earlier models. Each has 
 been designed to give greater service with more speed and 
 better results than the model that went before. 
 
 (g) Neither does a Dictaphone look like a human being. Yet 
 it can talk mechanically, give instructions and service to a busi- 
 ness institution in an invaluable way. It is not the looks but 
 the service that counts. 
 
 10 — The McCaskey does not have indication to customers. 
 
 (a) Have you ever made a purchase in a United Cigar 
 Store? Can you tell me where the cash register is located? 
 
 (99 out of 100 are unable to tell definitely) Mr. , these 
 
 stores place their indicating cash registers on a level with the 
 customers’ eyes, directly behind the cigar lighter. It is done 
 to make sure that you notice the amount rung up, but do you? 
 Be honest with yourself; you have been a customer as often as 
 you have been a seller of merchandise, and do you pay any at- 
 tention to the indication when you make a purchase? 
 
 (b) Indication on the cash register is rapidly becoming 
 obsolete because the amount of transaction between customer 
 and merchant is recognized as a personal matter, information 
 on which is not to be broadcast. Did you ever stop to con- 
 sider the disadvantages of indication to your customers? I’ll 
 illustrate: — 
 
 Is it proper to indicate to others generally in the store the 
 amount you receive on account from a customer? That is a 
 personal dealing your customer might prefei not advertised. 
 If, due to sickness, his account has become large, he does not 
 wish the public to know this, because they will not understand 
 his explanation and agreement with you. 
 
 Now and then you will cut the price on an article because 
 of some soiled part, or damage, etc. If customers who have 
 bought the same article see this customer’s charge is less than 
 theirs, they are bound to wonder about it, perhaps begin to 
 distrust you. 
 
 If one customer, knowing that another runs a large bill, 
 sees only a small payment is made, you may find yourself 
 forced to accept the explanations of others and find your col- 
 lections cut down by advertising that you will permit such 
 things. 
 
 (c) The elimination of the indication feature from the 
 McCaskey cash register system preserves privacy; yet you 
 can get the information at a glance. The last 7 to 14 sales are 
 clearly visible according to the spacing arrangement you 
 prefer. The McCaskey “Amount of Purchase” ticket grants 
 the service if there are reasons why you would like to give 
 customers information on the amount of their sales. With it 
 you grant 3^our customer 100% indication because he is sure 
 to see it. At the same time you preserve 100% privacy. 
 
 (d) Every essential and necessary feature that would ac- 
 
 548 
 
ANSWERS TO OBJECTIONS 
 
 tually benefit a merchant has been built into this machine. In- 
 dication was purposely eliminated because it was determined 
 by investigation to be useless and a trouble maker. 
 
 The human body is supplied with an appendix, yet the body 
 functions regularly and normally without it. Specialists cannot 
 tell you why it is there. It becomes a trouble-maker with many 
 people and must be removed. It is useless and non-essential. 
 
 Indication holds that rating with cash registers today; the 
 McCaskey operated at birth and prevented the troublesome 
 feature. 
 
 11 — The McCaskey does not issue a ticket or check with each 
 
 registration of a sale. 
 
 (a) The throwing of a check from a cash register means 
 little, if anything. Very few registers so equipped are contin- 
 ued in the use of this feature by the merchants owning them. 
 In actual store experience it has been found that the customers 
 almost immediately throw the checks away and ignore them. 
 The sale is closed as far as the customer or yourself is con- 
 cerned and the check serves no practical purpose. They are, 
 in addition, an increased expense to the business. 
 
 (b) You are right; the McCaskey does not issue a check 
 indiscriminently with every transaction. However, the McCas- 
 key “Amount of Purchase^' slips have served the same purpose 
 where the idea has been practically installed and to a much 
 more effective extent. 
 
 This pad with slips partially carbonized on the back lies 
 handy at your machine. For each customer to whom you wish 
 to give a check, you simply enter the amount of the purchase 
 in the system, insert one of the slips bearing your store name, 
 etc., in these slip holders and register the item by pulling the 
 handle. The slip is handed your customer and the carbon has 
 completed your record on the detail strip. Many use this meth- 
 od in dealing with children so that parents may know that 
 proper purchases have been made and proper change returned, 
 etc. 
 
 12 — The McCaskey does not give separate accumulated totals 
 
 for accounts, department sales, clerk sales, etc. 
 
 (a) Nor will any cash register device within a price range 
 even two or three times greater than the McCaskey cash regis- 
 ter system. It is the work of but a few minutes, however, on 
 the McCaskey standard adding machine, a part of every cash 
 register system, to obtain all separate totals desired. Many 
 users tell us that it takes but fifteen to thirty minutes in the 
 afternoon or the next morning to get full information for en- 
 try to the McCaskey Business Recorder, and that means separ- 
 ate department sales totals, separate clerk sales totals, separate 
 totals for all important financial accounts, etc. In doing this 
 you effect a big saving in investment and find the situation 
 handled conveniently and profitably to you. 
 
 13 — The McCaskey does not give me the advantage of multiple 
 
 drawers; I will require two or more. 
 
 (a) Through the advantage of the individual clerk records 
 jpermitted by the McCaskey cash register system you receive 
 the same information as is granted by the multiple drawer 
 idea, and at a great saving in the investment. 
 
 If it is your wish to stop dishonest practices in this way, 
 
 549 
 
ANSWERS TO OBJECTIONS 
 
 the average dishonest clerk is shrewd enough to beat any cash 
 register. (See answers to No. 14). 
 
 Should you absolutely insist on two or three drawers, two 
 or three individual McCaskey cash register units will solve 
 this problem for you and at a cost less than you will be re- 
 quired to pay for the average multiple drawer machine. 
 
 14 — It isn't absolute protection against dishonesty. 
 
 (a) Mr. , if you have in your employ men who want 
 
 to Steal from you they will find a way under any system. It 
 is, however, a means of preventing attempted thefts, or ‘bor- 
 rowings’ from the cash drawer on the part of a tempted clerk. 
 Your sales registered are totaled in the machine and the cash 
 drawer is balanced from the total in the machine at the end of 
 the day. Here is the way we do that: 
 
 Money paid out from the cash drawer during the day -is 
 recorded in red on the detail strip and marked further by the 
 symbol “Po.” The total of these paid out amounts is subtract- 
 ed from the total in the dials, plus the amount of change placed 
 in the drawer at the opening of the day. This gives the amount 
 of cash that should be in the drawer at the end of the day. 
 
 In addition the detail strip gives the record of all recorded 
 transactions by clerks. Should any clerk be inclined to with- 
 hold cash, the detail strip will reveal the rarity of sales re- 
 cords and provide direction to your investigation. 
 
 (b) No system is absolute protection. However, they 
 approach it to the. extent that the tempted person can feel that 
 there is too much chance of being caught to take the money 
 when he wants it. When you make a dishonest act difficult to 
 cover, then you go a long way toward preventing dishonesty. In 
 this regard, the total key of the McCaskey is locked so that no 
 totals can be taken during the day when the machine is being 
 used as a cash register, except at the will of the owner. At the 
 same time the dial shutter, showing the total of business in the 
 system for the day, is locked so that the owner can keep his 
 information private at his wish. The clerk, then, can only r‘eg- 
 ister amounts of sales. He cannot change the total except by 
 additional registrations. If the cash drawer does not check 
 with the dial and detail strip figures at the end of the day, you 
 know that tampering has been done. You protect both yourself 
 and your clerk by installing the McCaskey System. 
 
 (c) Why man ! Do you think you could buy it for what we 
 are offering it, if it did that? It would be worth 100 times its 
 present value. There is no cash register on earth that will give 
 that kind of protection and beware of the man who makes such 
 claims for his product. 
 
 However, the McCaskey affords more protection than any 
 other cash register on the market today at anywhere near 
 the same price. It provides an ounce of prevention and that is 
 worth more than a pound of cure. If you will operate this sys- 
 tem correctly, a dishonest clerk will not run you into bank- 
 ruptcy before you have him behind the bars with evidence 
 enough to send him to the penitentiary. If you are looking 
 for the most value per dollar, we have it in the McCaskey cash 
 register system at the price we ask. 
 
 (d) No! Nor does any other cash register. If you have a 
 dishonest clerk, he will not be apt to use the cash register in 
 
 550 
 
ANSWERS TO OBJECTIONS 
 
 his dishonest acts. It is about the last place he will go. A 
 cash record is for providing a record of your business, not for 
 use as a detective agency. On the other hand, the McCaskey 
 is designed to protect you from dishonesty just as far as it is 
 possible for any system to do so, and further to protect you 
 against business leaks which are continually stealing your 
 profits. 
 
 (e) Put this cash register system in your store and your 
 dishonest clerk will either use it or you will see that his ser- 
 vice soon terminates. If he misuses this system, it will be far 
 easier for you to catch him than it would be if you did not 
 have the system. 
 
 (f) Did you notice that the last 7 to 14 transactions are 
 visible on this detail strip, according to the spacing arrange- 
 ment you prefer. This is a feature even the highest price 
 machines have accepted since the McCaskey introduced it. It 
 is an easy matter for you to check the amount registered by 
 a clerk even after four or five other sales have been rung up 
 before you could get to the register to glance over the items. 
 You can keep track of the activities of any you suspect in this 
 way. • However, the only way to be sure you are not subject 
 to losses from dishonesty is to get rid of those in whom you 
 cannot place trust. 
 
 15 — The McCaskey is confusing in that it has so many char- 
 acters crowded onto the keyboard, 
 
 (a) Because of the remarkable simplicity of this standard 
 keyboard construction, such an objection is not made by those 
 who have used the system even a very short time. However, 
 I recognize at once the reason you feel as you do and can 
 satisfy you on that question quickly enough. Det us take this 
 sheet of paper and cover all of the keys on the keyboard ex- 
 cept those in the four columns on the right. Here you have 
 the capacity and appearance of the average cash register, and 
 a group of keys quickly learned for use in registering small 
 sales amounts. Remove the paper and the added capacity of 
 the machine is quickly realized and understood. You see thor- 
 oughly now, do you not, that you have exceptional capacity for 
 registering large items and adding to a really practical maxi- 
 mum amount for even a business such as yours. This capacity 
 is of great importance to you in making monthly statements as 
 to the condition of your business, figuring income tax returns, 
 taking inventory, and in many other uses you will make of the 
 system. 
 
 The Charge, Rec’d on Acc’t. and Paid Out Keys are not new 
 to you, for they cover those types of transactions occurring in 
 your daily business. The Total Key explains itself also, and 
 the Repeat Key becomes an important factor in longer calcu- 
 lations to which a standard adding machine such as this 
 McCaskey is fully adapted. 
 
 The two rows of keys on the left here are the ones which 
 give you the fecords of transactions by departments, indicat- 
 ing on the detail strip the three-letter abbreviation of each de- 
 partment, and the record of sales by clerks, using individual 
 letters for each clerk handling sales. 
 
 (b) In a store not long ago a man and his wife made the 
 same objection. While they were waiting on customers, in a 
 few moments of time, their twelve year old boy was taught to 
 record sales transactions accurately enough to demonstrate to 
 his parents when they were again free to give attention. They 
 
 551 
 
ANSWERS TO OBJECTIONS 
 
 decided at once that what the boy could learn to understand 
 so quickly, they would not be troubled with. They bought and 
 are today delighted with the purchase. 
 
 16 — My friend — does not use the McCaskey, 
 
 (a) That may be true for opinions do differ, but Mr. 
 
 and Mrs. have used the McCaskey cash register systems 
 
 for a number of years. They are perfectly satisfied with the 
 results. I would suggest you get in touch with them and ask 
 what they think of the McCaskey. 
 
 (b) Mr. , I thought that you were running this store. 
 
 I notice a number of methods in use here which your friend 
 
 does not use. Indeed, sir, you are blessed with sufficient 
 
 intelligence to use your own judgment and when you use it 
 to buy the McCaskey, you will admit that you have bought the 
 best. When your friend sees it in operation he will be the one 
 who will want to copy after you. 
 
 (c) I have a friend who does not paint his house and it is 
 fast deteriorating in value. I cannot afford to let my house go 
 as he has done. Do you know whether or not the condition of 
 your friend's business is as you would want your business to 
 be ? 
 
 CASH REGISTER SYSTEM OBJECTIONS MET 
 AT THE CLOSE 
 
 17 — The price is too high; cannot afford it. 
 
 (See pages 525 to 528 under Credit Register Objections Met 
 At the Close) 
 
 (a) The price is the one thing which you can afford, Mr. 
 
 , when you realize that it saves more than its own price 
 
 in the service which it gives. If you would but look over the 
 market you would find that the combination of a cash regis- 
 ter, a listing machine and an adding unit in one could not be 
 purchased for anywhere near the same price elsewhere, you 
 would understand that you could afford to go still higher. You 
 are paying the price all the time that you are leaving yourself 
 open to errors ; all the time that you are going without the 
 information the McCaskey system will give; all that time you 
 are spending in adding your totals in your head and with a pen- 
 cil and paper. 
 
 (b) On first thought, Mr. , it may appear to you as a 
 
 large amount, let us figure the actual cost to you for a year 
 to obtain a systematic record for your store control. You in- 
 vest $280.00 at 6%. That is $16.80 or $1.40 a month for a daily 
 detail strip that tells the whole story of your business, a Daily 
 Record Sheet and the McCaskey Business Recorder that picture 
 your business from day to day and month to month in a per- 
 manent record. By the McCaskey you maintain an accurate 
 check of everything that goes out of the store and an accurate 
 check of the income created. Do you realize that the infor- 
 mation is worth ten times the cost of system in making it pos- 
 sible for you to know your business rather than guess at it? 
 
 (c) Would you be willing to pay a wage of $5.00 a week 
 for keeping your records of sales, clerks, departments and 
 totals handled with mechanical accuracy? You pay a book- 
 keeper much more than that for making mistakes for you. Yet 
 a McCaskey Cash Register System would not cost you that 
 much the first year and nothing thereafter. When you view 
 the situation in this light which is the viewpoint of additional 
 
 552 
 
ANSWERS TO OBJECTIONS 
 
 profit and less expense and loss to your business, it looks dif- 
 ferent doesn’t it, Mr. ? 
 
 (d) Competition is now so keen in every line that the man 
 who knows more about the inside of his business than his 
 competitor knows about his own is in position to make more 
 money than his competitor. This is true because making more 
 money out of a business does not always mean to do so by in- 
 creased sales. One of the easiest and most practical ways is 
 to reduce the operating expense and make every line stand on 
 its own feet. 
 
 The accounting end of the McCaskey System makes it pos- 
 sible for you to know what your business makes each month, 
 what lines of merchandise made that profit and, what is equally 
 important, what lines did not make a profit. 
 
 (e) You will be interested to know that thousands of mer- 
 chants have believed as you do before making a McCaskey in- 
 stallation; today they appreciate its real advantages and the 
 same thing that has been proven to them can be proven to you. 
 
 18 — It's 3L fine thing; may buy next time you come this way, 
 
 (See pages 529 to 532 under Credit Register Objections Met 
 At The Close). 
 
 (a) If you think enough of it to buy next time, why not 
 now? If you did not see your need for it, you would not say 
 that; and if you do need it you need it just as quickly as I can 
 get it here. Every minute you wait on me to come another 
 time, you are losing benefits the system is able to bring you. 
 Incidentally, you are continually paying for it by loose meth- 
 ods, errors that get away from you and the lack of information 
 it would be giving you. 
 
 (b) The liberal terms offered you make it possible for you 
 to buy now and start using it at once. The machine frequently 
 saves the amount to be paid each month and more before the 
 installments fall due. We have users who say they would not 
 be without the system and the information it gives them, if 
 they had to buy the entire system complete each year. 
 
 19 — ril think it over, 
 
 (See pages 529 to 532 under Credit Register Objections Met 
 At the Close). 
 
 (a) Do you think I want you to buy without thinking? That 
 is why I am here now, to help you think this thing through in 
 your own mind so that you can choose wisely. You can see 
 what the system will do, can you not? Do you like that kind 
 of information and assistance? What more is there to think 
 over ? 
 
 (b) You will never know any more about our system until 
 you get to using it. Prompt judgment is the thing now; if 
 looks right to you, decide to take advantage of it; in thinking 
 it over alone you will be sure to overlook many of the good 
 points which I can aid you to keep in mind. If it were mot a 
 serious problem with you, you might delay without harm, but 
 you are paying for it without benefit in your present method 
 and you cannot afford to continue to do that. 
 
 (c) Think what it would mean if you had complete records 
 in your business, records with which you could think out bet- 
 ter merchandising plans. Your business requires the deepest 
 kind of thinking — the McCaskey cash register system helps to 
 
 553 ■ 
 
ANSWERS TO OBJECTIONS 
 
 Steer your thinking along definite lines, on the real facts that 
 are present in your business and which you do not know about 
 sufficiently today. Have facts that will cause you to think 
 of the profit to be gained by enlarging the departments con- 
 sistly making you money, and cutting down those which are 
 more a drag on the business. 
 
 20 — I will buy when business is better, 
 
 (See pages 526 to 532 under Credit Register Objections Met 
 At The Close). 
 
 (a) Mr. , anybody can make money when business is 
 
 generally good. The real test of a business man comes when 
 business is dull. The chances are that right now some part of 
 your business is better off than other parts; this system will 
 tell you just what part is better and permit you to take greater 
 advantage of it. It will tell you the good, the better and the 
 best paying divisions of the business, and also the poor, poorer 
 and poorest paying divisions. Buy the system now and you 
 will begin at once to eliminate the poor divisions and have the 
 proper records to maintain an improved business throughout. 
 You will make business better for yourself. 
 
 (b) Aggressive methods on your own part will be respon- 
 sible for getting business into a better shape. The proprietor 
 of a business is most apt to be spurred to new action when 
 he is provided with new working tools which help him to know 
 the most profitable steps to take. New ambition, new enthus- 
 iasm and new confidence grow with your ability to watch 
 your business take strides ahead from day to day and month 
 to month with the complete pictures of the business offered 
 you continually by the McCaskey cash register system. 
 
 21 — I want to use the machine for 30 days on trial, 
 
 (See pages 534 and 535 under McCaskey Credit Register 
 Objections Met At The Close). 
 
 (a) Yes, Mr. , I understand your desire, but our ex- 
 
 perience has been that trial shipments are cause for heavy ad- 
 ditional expenses in selling. None but those who buy would 
 pay for that extra expense, pay for it in the raised price nec- 
 essary to cover the added cost of distribution. 
 
 22 — I would have to pay the freight in addition to the price 
 
 you name, 
 
 (a) There is a very good reason why you should be willing 
 to pay the reasonable amount which the freight is shown to be 
 — we ship direct from our factory, having no expensive display 
 rooms, no expensive warehouses, and therefore are in position 
 to save you a larger sum than the freight begins to be in the 
 initial cost of the machine. 
 
 554 
 
McCASKEY SELLING POINTS 
 
 Chapter IX 
 
 McCaskey System Selling Points 
 
 McCASKEY SERVICE 
 
 It is universally recognized that mankind, as a class, is 
 hopelessly lazy. Business men realize this fact when they 
 choose sites for their stores where they will be the most ac- 
 cessible. They arrange their goods so that they will be most 
 easily seen and secured by the customer — they make it EASY 
 for him to buy. 
 
 But, after all this pains-taking effort to make it easy for 
 him to buy, they are inclined to make it inconvenient for him 
 to pay. They make him wait until it is convenient for them 
 to let him know what he owes and to receive his money on ac- 
 count ; they make him wait for his belated statement or until 
 they have time to balance his account. Usually someone else 
 gets his money in the meantime, someone who makes it EASY 
 for him to pay. 
 
 McCaskey service makes it easy for him to pay: 
 
 Because he knows what he owes at all times and can pay 
 when he has the money and the inclination to pay. He has the 
 information at hand to write out and mail in a check or drop 
 in and hand it to the merchant. 
 
 Because he knows at all times what he owes so that he 
 can provide to meet it. 
 
 A McCaskey System makes it easy for a merchant to re- 
 ceive his money on account; the accounts are always posted 
 to the minute and balanced ready for instant settlement. 
 
 McCASKEY SYSTEM HELPS ALL CONCERNED 
 
 The merchant, the customer, the clerk and the bookkeeper 
 are all helped by the installation of a McCaskey System. 
 
 How does it help the merchant? 
 
 It reduces the investment necessary to handle his business 
 and expenses necessary to running it; enables the customer to 
 see at all times what he owes so that he can provide to meet 
 it without a monthly statement and accompanying cost; makes 
 it easy for the customer to make payment because the ac- 
 counts are posted and balanced to date at all times. It en- 
 ables him to keep the necessary control over his credit ac- 
 counts, both with regard to credit limit and promises to pay. 
 
 It creates customer confidence in the retailer and his 
 methods. 
 
 How does it help the customer? 
 
 601 
 
McCASKEY SELLING POINTS 
 
 It enables him to see at the time each transaction takes 
 place, and the details are fresh in his mind, that the account is 
 absolutely correct after a charge has been added or a credit 
 deducted. It enables him to know the amount of his account 
 at all times so that he can provide to meet it and live within 
 his income. He can pay up in full any time. 
 
 How does it help the clerk? 
 
 It makes it unnecessary for him to burden his memory 
 with credit information as the system handles that automatic- 
 ally, and he can direct attention toward effecting sales. 
 
 How does it help the bookkeeper? 
 
 It enables him to have every account posted and balanced 
 to the minute, thus removing the possibility of overlooking un- 
 posted items in settling accounts. It eliminates the unproduc- 
 tive work of posting and making statements so that the book- 
 keeper can utilize the time thus saved in doing productive 
 work. 
 
 McCASKEY ACCOUNTING EFFICIENCY 
 
 You would not try to sell a man liver pills unless you first 
 convinced him that certain symptoms indicated that he had a 
 torpid liver. It would be a hopeless task to try to sell a man 
 liver pills by any other procedure. 
 
 It is equally poor procedure to try to sell a man something 
 to eliminate losses and leakages, and increase his service to 
 customers until we first get him to admit that : 
 
 (1) The need exists; 
 
 (2) That the results a McCaskey System gives 
 
 would fulfill the need; 
 
 (3) That the McCaskey System would supply 
 
 ■ the result that would fulfill the need most 
 
 1 satisfactorily. 
 
 To establish ‘the need’ get the prospect to admit that 
 certain Actual and Possible Losses exist in his business. You 
 can determine from his methods of accounting which ones 
 these are and get him to admit that these Actual Losses exist 
 and that others are Possible Losses. 
 
 To get the prospect interested in the result, show him the 
 system will fulfill the need — even do more. 
 
 After the prospect is interested in the result, then demon- 
 strate to him. After you have sold him on the idea, determine 
 which product he would be interested in and confine your 
 arguments to its application to his business, in construction 
 and operation and service. 
 
 Actual Losses 
 
 Actual losses are those losses that he will admit occur 
 with his present system; they will consist of some of the fol- 
 lowing: 
 
 Posting. 
 
 Forgotten charges and forgotten credits. 
 
 Disputed accounts. 
 
 Making itemized statements. 
 
 Postage on statements. 
 
 Customers overbuying intentionally. 
 
 Overlooking unposted items in settling with 
 
 customers. 
 
 602 
 
McCASKEY SELLING POINTS 
 
 Customers overbuying unintentionally, but, due 
 to his present system, unknowingly. 
 
 Inability to check up promises to pay at the 
 proper time. 
 
 Loss by reason of the fact that accounts are not 
 posted and balanced and ready for settlement, when 
 customer wants to pay. 
 
 Loss by reason of the fact that the customer does 
 not know what he owes, and neglects to act; or does 
 not find it convenient to do so until he has spent the 
 money. 
 
 Inability to keep in close touch wdth accounts, 
 as they are not posted and are inaccessible; would 
 take too much time to attempt to do it. 
 
 Customers who do not dispute their accounts, 
 but pay them, and feeling that an error has been 
 made, intentional or otherwise, go and trade else- 
 where. 
 
 By customers looking over itemized accounts 
 and finding that they could have bought some items 
 cheaper since from a mail order house, or elsewhere, 
 and decided to trade elsewhere. 
 
 Possible Losses 
 
 Possible losses include any of the above list which he will 
 not admit and the following: 
 
 The loss of his accounts by fire, and thus the 
 loss of the necessary records to be used in collect- 
 ing the accounts. 
 
 The loss of insurance where he does not keep a 
 record of his cash and credit sales, and loses his ac- 
 counts by fire; he should have the accounts them- 
 selves in case of fire to show what he has sold since 
 the last inventory. (See pages 207 to 210). 
 
 Employes can receive money on account, credit 
 the account, and not ring up the received on account 
 in the cash register. 
 
 ACTUAL LOSSES 
 
 Posting — 
 
 The greater part of the work in retail bookkeeping is the 
 work of posting. It takes from half an hour to two and a half 
 hours a day and more. It is in reality unproductive work, but 
 is made necessary by the ordinary methods of bookkeeping. 
 
 The original entry is the only entry that is permissible in 
 any court as evidence in any action and the only one of any 
 use in verifying the correctness of a charge. Therefore it 
 must always be available and should be readily accessible. As 
 it is impossible to tell what original entries represent paid or 
 unpaid items where salesslips are not used or sorted out and 
 filed by customers’ names, it is necessary to preserve all the 
 original entries for nearly all time. 
 
 Most errors made in bookkeeping are made in transposing 
 figures in posting. For example: writing 81 as 18; 71 as 17 
 etc. Thus, in addition to the work due to posting, there are 
 greater opportunities for errors in transposition. Another 
 kind of error due to posting is that of posting a charge or 
 
 603 
 
McCASKEY SELLING POINTS 
 
 credit to the wrong account. Many times when the error of 
 an incorrectly posted account is located, the customer to 
 whose account the charge should have been made has paid his 
 account, possibly moved away. In cases where an amount is 
 incorrectly credited, ofttimes the customer pays his account 
 before the error has been detected and if the merchant brings 
 the error to the customer’s attention thereafter, it will create 
 a lack of confidence in the merchant on the part of the custo- 
 mer and his acquaintances to whom he mentions the over- 
 sight. 
 
 The trial balance detects errors due to transposition of 
 figures providing there is no offsetting error. However it 
 cannot detect errors resulting from posting a charge or credit 
 to the wrong account, or overlooking a charge in posting. 
 
 The McCaskey System eliminates posting and thus saves 
 the one half to two and a half hours a day required for the 
 posting work and at the same time eliminates posting charges 
 or credits to the wrong account, for it enables the customer 
 to see at the time the transactions take place and the details 
 are fresh in his mind, that all charges and credits have been 
 correctly entered on his account. It eliminates overlooking 
 charges and credits in posting by enlisting the customer’s sup- 
 port so that if the sales person does not at once give the cus- 
 tomer his totaled salesslip, he will ask, “Where’s my slip,” and 
 thus force the clerk to make the charge. 
 
 The McCaskey System combines the original entry with 
 the final entry and thus makes it an ideal account for it is un- 
 necessary to look elsewhere for any entry either to verify the 
 correctness of the account, correct the account, or to produce 
 it as evidence in court. 
 
 The unpaid charge slips are all retained in the customer’s 
 compartment in the register unless they accumulate to too 
 great an extent when all but one are carefully filed in an en- 
 velope in the base of the register, or in a separate filing cab- 
 inet. In either case the unpaid charge slips are all kept apart 
 from the paid ones until they are paid. They are then filed 
 with the paid ones. It is not imperative that all the originals 
 be preserved indefinitely although users should be encouraged 
 to file them for future reference. 
 
 Forgotten Charges — 
 
 Charges are forgotten either because of the period that 
 elapses between the time the sale is made and the time when 
 the sales clerk goes to make the charge or because of inter- 
 ruption, distance to the book in which the original entry is 
 made, or a lack of anything to suggest making the charge to 
 a clerk who is occupied with selling. 
 
 In this connection it is interesting to note that our mem- 
 ory is better three seconds after an experience takes place 
 than at any other time. The impression which anything makes 
 on the mind generally fades away until at the end of twenty 
 minutes when the impression disappears, except what will be 
 remembered for a period of a month or so. When one recalls 
 that they remember but few of the incidents of every day life 
 a month hence, they can readily see the danger of depending 
 solely on the clerk remembering to make the charge covering 
 all of the items which make up his or her charge sales. The 
 clerk may simply forget to charge up some of the items sold, 
 or may forget to charge the entire charge sale. 
 
 604 
 
McCASKEY SELLING POINTS 
 
 As the average store makes but 5% net, where it makes 
 any net profit at all, when a charge amounting to a dollar is 
 forgotten, it is necessary to sell $20 worth of merchandise to 
 make up this loss and before the merchant can make any more 
 net profit. 
 
 There are times when a day goes by and no charges are 
 forgotten, but then, possibly someone will forget to charge 
 some sale amounting to several dollars which together with 
 others will bring the average up to about fifty cents a day, or 
 more. The merchant himself who, by reason of the fact that 
 he owns the business, exercises every care in seeing to it that 
 all charges are made, every once in a while will recall charges 
 that he has forgotten to make. This leads him to wonder just 
 how many other charges he has forgotten to make, how many 
 were forgotten by others who have less reason to be as care- 
 ful as he. 
 
 The inability of the retailer to determine just what his 
 losses are, adds to the danger. There is no way of determin- 
 ing to what extent the charges forgotten eat into his net 
 profit. 
 
 The McCaskey System eliminates forgotten charges in the 
 following manner: 
 
 By using salesbooks which the sales people can carry with 
 them for the original entry, so as to make it easy to make the 
 charge. 
 
 By writing the order first, then assembling and checking 
 off the goods so as to be sure that all of the items are entered. 
 If the customer says ‘charge,’ or pays for them either, the 
 proper charge is made or the proper amount of cash is collect- 
 ed. The memory is not taxed at all. 
 
 By enlisting the assistance of the customers through the 
 installation of McCaskey service so that the charge sales slips 
 are made valuable to them by reason of the fact that they are 
 permitted to see at the time the transaction takes place and the 
 details are clear in their minds, just how the account stands 
 after a charge is made or a credit deducted. 
 
 By getting the clerk accustomed to going to a certain place 
 to complete the charge. This he will get in the habit of doing. 
 Out of force of habit he will go to the McCaskey and that will 
 suggest making the charge. 
 
 Of the four means noted of eliminating forgotten charges, 
 that of enlisting the customer’s assistance is by far the strong- 
 est. The others cannot be brought into play at all times while 
 McCaskey service can. However, the combination assures the 
 prospect that forgotten charges are eliminated from the bus- 
 iness of the AIcCaskey user. 
 
 Forgotten Credits-^ 
 
 When a customer pays money on account, returns goods 
 for credit, or brings in produce for credit, he likes to feel that 
 there is no question but that he has been credited with the 
 same. If he can see that he is credited as he can where the 
 merchant gives his customers McCaskey service, there is no 
 occasion for question in this regard to arise in the customer’s 
 mind. 
 
 It would appear that a merchant would be ahead where he 
 forgot to credit a customer, but such is not the case, only 
 temporarily. As soon as the customer notices that the mer- 
 chant overlooked giving the proper credit, he not only calls the 
 
 605 
 
McCASKBY SELLING POINTS 
 
 matter to the merchant’s attention, but to his neighbor’s at- 
 tention as well. This causes them to have misgivings as to 
 whether or not they have previously received all of the cred- 
 its they were entitled to. Their confidence in him is under- 
 mined. When a merchant’s customers lose confidence in him 
 he is doomed, for confidence and service are fundamental 
 principles of retailing. 
 
 A few years ago a well known hardware dealer of Belle- 
 ville, Kansas, who had held an important office in the Imple- 
 ment Dealers Association, found that after one of his best cus- 
 tomers had paid his account amounting to several hundred dol- 
 lars, that he had failed to credit this customer’s account with a 
 payment of $75. He at once made the correction. The cus- 
 tomer, who had previously been perfectly satisfied with the ac- 
 count, asked to be permitted to check over the account and the 
 permission was granted. He found no errors, but a few days 
 later three of his neighbors who had paid their accounts about 
 the same time, came in and said that they were not entirely 
 satisfied with their settlements and would like to check over 
 their accounts. Thus the seed of lack of confidence was 
 spread. 
 
 McCaskey service allows the customer to see that the 
 charge is made or the credit given, when the matter is fresh 
 in his mind, as he is given a copy of the account that shows 
 that it has been credited. The customer’s mind is relieved of 
 any uncertainty on the matter and no lack of confidence is 
 created. 
 
 Disputed Accounts^ 
 
 It is necessary for all members of a family to make pur- 
 chases and naturally some of them will have forgotten that 
 they made certain purchases when the time for the settlement 
 ,'of the account comes around. The merchant may refresh a 
 customer’s mind sufficiently by some suggestions applicable 
 to the time certain articles were bought to make him feel 
 that possibly somebody in the family did make this purchase 
 and that. He may recall how the weather was, who was with 
 him or some remark that was passed at the times the articles 
 were bought. But even though he may feel that possibly the 
 items in dispute were properly purchased, there will always 
 be a lingering doubt in the customer’s mind w-hich should not 
 be permitted to exist, especially in the face of the fact that 
 the merchant is granting a credit service. To be a service, 
 complete satisfaction must be given. 
 
 A service that creates dissatisfaction and hard feeling is 
 worse than nothing at all ; it is a detriment. It is up to the 
 merchant to make his credit service a real service by extending 
 it by means of the McCaskey System. 
 
 A merchant whose accounting methods admit of dispute 
 has two ways open to him in handling the situation. One way 
 is to give in to the customer who will go home and tell his 
 neighbors that so and so tried to stuff his account by charging 
 him with some things which he did not get. He’ll say he caught 
 the merchant at it and warn his friends to watch the mer- 
 chant carefully. The other way is to make the customer pay 
 for the items in dispute. This one will go home and tell his 
 neighbors that the merchant is a crook, that he was charged 
 with items which he did not get and had to pay for them. In 
 either case the merchant loses. The only way for a merchant 
 to avoid losses from disputed accounts is to avoid the disputed 
 
 606 
 
McCASKEY SELLING POINTS 
 
 accounts themselves by giving his customers McCaskey ser- 
 vice. 
 
 Making Itemized Statements — 
 
 The expense of making itemized statements lies in the 
 amount of work that is caused and in the losses due to the 
 fact that these statements are not always out on time. 
 
 The work of making the itemized statements is as great as 
 the sum total of all of the posting done during the month. It 
 necessitates the recopying of all of the items posted during the 
 month and sometimes for a month or so previous. This re- 
 quires several days work in the latter part of each month and 
 is cause for throwing other matters out of joint. 
 
 The fact that statements are not always out on time means 
 a loss. The customer ofttimes tries to stretch his pay check or 
 other income as far as it will go. The one who gets to him 
 first is the one whose account is paid in full ; the tardy one 
 must be content with a partial payment on account. In this 
 way, the merchant, by failing to keep the customer posted as 
 to the amount of his account, by means of McCaskey service, 
 contributes to making him a dead beat. McCaskey service 
 enables the merchant to beat the other fellow to the pay 
 check, wheat check or stock check or whatever the customer’s 
 source of income might be. 
 
 Postage on Statements — 
 
 Each itemized statement that is mailed out costs in addi- 
 tion to the cost of the stationery, which in itself is no small 
 item, 2c each for postage. A merchant who mails out three 
 hundred statements a month, will expend for postage $6 a 
 month, $72 a year, or $1440 in twenty years, during the period 
 over which the cost of a McCaskey system would be distri- 
 buted. 
 
 Customers Overbuying Intentionally — 
 
 When the merchant finds that the cost of running a busi- 
 ness or a department of a business is too great, or greater 
 than he feels it can stand, he does not forthwith discontinue 
 the business or the department, but analyzes his costs to see 
 just where the cause of excessive cost comes in. This is the 
 proper way to handle the retailer’s credit problem today. If 
 he is losing too much in the way of credit losses, he should 
 analyze the situation first in order to locate the weak spot in 
 his system or methods. 
 
 With the retailer’s present system and method the custom- 
 ers are acting as the retailer’s credit men. They determine 
 what they are going to owe him, and in most cases neither they 
 nor the merchant know the amounts of their accounts. Imagine 
 a bank doing business in this manner, permitting their custom- 
 ers to issue checks against the bank as overdrafts, indiscrim- 
 inently, yet that is what the average retailer is doing, for in a 
 sense he is acting as the customer’s banker. However, it is a 
 common practice that , if a man does not make good he is dis- 
 placed. In as much as the merchant’s customers have not made 
 good as credit men, it is well for him to displace them as such. 
 
 In casting about for a better method of controlling his 
 credits, it is well for the retailer to look into the methods of 
 his wholesaler, whose business is entirel 3 ^ credit, and whose 
 credit losses are so small that they are negligible. The whole- 
 saler does not make credit men out of his customers. He re- 
 lieves them of this responsibility. 
 
 607 
 
McCASKEY SELLING POINTS 
 
 When a retailer makes his initial purchase of a wholesaler 
 or jobber they ask him to furnish them with a signed state- 
 ment of his assets and liabilities, provided that he is not sat- 
 isfactorily rated by one of the commercial agencies. If his 
 statement is satisfactory he gets credit. Thereafter when his 
 order comes in, they do not fill the order and look up the ac- 
 count afterward as the retailer does, they route the order to 
 the credit man first. He alone is responsible for credits. If, 
 on looking up the status of the customer's account and his 
 credit rating, he deems it advisable to extend further credit to 
 the customer, he O. K's the customer's credit and the customer 
 gets the goods. Otherwise he does not. If later the customer 
 fails to pay and his signed statement is found to be incorrect, 
 the wholesaler can take criminal action against the customer 
 for getting the goods under false pretenses. 
 
 A McCaskey System for handling credit accounts adapts 
 to the retailer's needs the wholesaler's method of handling 
 credits. 
 
 When a customer asks for credit and he is not known to 
 the retailer the latter has him fill out and sign a credit in- 
 formation card. If, on looking the customer up, he finds that 
 the customer is entitled to credit, he extends it to him. What- 
 ever limit may seem advisable is placed on the customer by 
 use of a Credit Limit card. If later the customer refuses to 
 pay and it is found that the statement he made in getting the 
 credit was not correct, then the retailer has as a club the fact 
 that the customer got the goods charged to his account under 
 false pretenses. Usually the otherwise 'dead beat' can be made 
 to 'come across.' 
 
 As suggested in the Credit System Demonstration 
 each salesman should obtain from some authority the 
 state law in his own state which covers the purchase 
 of goods on credit under false pretenses. Knowledge 
 of the law can be most effectively used on the pros- 
 pect where this point is one that appeals strongly to 
 the prospect. 
 
 Where a McCaskey System is used, the names of those who 
 are entitled to credit are shown on the index of the system and 
 the extent of that credit, if limited, is shown by means of the 
 Credit Limit card information. If the name of the customer 
 asking for credit is not shown on the index, then it is up to the 
 one completing the charge to consult the proper person with 
 regard to the matter before extending the credit. 
 
 If the wholesaler and jobber whose business is all credit 
 and who in many cases must depend upon credit information at 
 long range and through various sources, can conduct a credit 
 business so as to lose such an insignificant amount as less than 
 one-half of one per cent on his sales, certainly a retailer whose 
 business is from 25% to 90% credit and who can get first hand 
 information with regard to his customers, should be able to do 
 equally as well by following these methods adapted to meet 
 his individual needs. 
 
 Overlooking Unposted Items in Settling With Customers-^ 
 In any system of accounts where the charge must be posted 
 to the customer's account, a certain amount of time elapses be- 
 tween the time when the charge is made until it is posted to 
 the account. This may be a few minutes, a few hours, a few 
 days or a few weeks. 
 
 608 
 
McCASKEY SELLING POINTS 
 
 When a customer comes in to settle, the bookkeeper, if he 
 happens to think of it, may run through the unposted items, 
 but in doing so it is very easy for him to overlook some of 
 the charges. Later when the oversight comes to his attention, 
 it is up to him to go to the customer and tell him of the mis- 
 take and try to explain it. The customer, unacquainted with 
 bookkeeping in most cases, cannot understand why he didn’t 
 pay for everything when he ‘squared his account.’ He begins 
 to wonder whether or not the bookkeeper who made this error 
 did not make others by charging items to his account which 
 he did not get, or failed to give credit, etc. 
 
 Even when the retailer succeeds in collecting for charges 
 that have been overlooked in this way, they are costly in the 
 way of lost confidence. 
 
 Customers Overbuying Unintentionally, but, Due to the 
 
 Merchant's System of Accounts, Unknowingly— 
 
 There is no such thing as absolute personal liberty. There 
 are some people who can exercise the necessary restraint, but 
 others must be saved from themselves. This holds likewise 
 good with regard to credit. There are some who will go to the 
 trouble of keeping a record to date of what they buy on credit 
 so as to keep their account within the bounds of what they 
 can afford to pay. However, they are very limited in number. 
 There are others who would keep their account within these 
 bounds if they knew what it was from time to time. As that 
 represents too much work to them, they do not do so, and un- 
 knowingly let their account get beyond their ability to pay. 
 Where they have but a small margin between income and ex- 
 penditures, as is the case with many, they will not be able to 
 economize enough to pay up thus the}^ become ‘dead beats.’ Yet 
 the retailer is accessor};- to the situation. He condemns the 
 dead beats yet by means of his blind system of accounts he 
 makes them. 
 
 This situation is again a development of unsatisfactory 
 credit service. A retailer can realize full};- his credit service 
 when he extends it by means of the McCaskey System. It al- 
 lows the customer to see what happens to his account when the 
 details are fresh in his mind. He knov/s what he is expending 
 at all times and is satisfied with the service. 
 
 Inability to Check Up Promises to Pay at the Opportune 
 
 Time— 
 
 A promise to pay is a milestone on the way to the money. 
 If at the proper time, the time of the promised payment, one 
 does not take advantage of date and promise, they wilj.have to 
 start all over again. r , 
 
 The McCaskey System ‘remembers’ thes,e profnis-es auto- 
 matically so that it is not necessar}" for 'anyoii^' fo^butden his 
 memory and thus destroy efficiency with matters of this kind. 
 The customer’s promise is noted on a^ ‘I)ue Card’ in hi§- pres- 
 ence and placed back of his accociujt in,. the. ^ register^ ii 
 
 The date of the promised payment is showing; when that 
 date arrives, if the customer does not pay, the card is brought 
 forward and placed in front of J:he account. ^ When the custom- 
 er comes in next time to make a charge purchase*,, the one com- 
 pleting the charge brings this card to the attentio^i of the prop- 
 er person who takes the matter up with the customer before 
 the latter gets his purchase. / 
 
 609 
 
McCASKEY SELLING POINTS 
 
 Loss By Reason of the Fact That Accounts are not Posted, 
 Balanced and Ready for Instant Settlement When Custom- 
 ers Want to Pay — 
 
 In order that a customer may make payment of an ac- 
 count, three situations must exist at one and the same time: 
 The customer must have the money with which to pay; 
 
 The customer must know what he owes; 
 
 The retailer must be prepared to receive the money on ac- 
 count to an extent which is apparent to the customer. 
 
 If the customer calls to pay and sees that the one who re- 
 ceives the money on account is busy or finds that his account 
 is not posted and balanced and ready for settlement, there is 
 a great likelihood that he will not wait to pay. In all prob- 
 ability he will spend the money on some other bill or in some 
 other manner. The retailer, who was not prepared, will won- 
 der why this customer does not pay them when, as a matter 
 of fact, he was to blame. 
 
 It is unfortunate, in this day and age when everyone, prac- 
 tically, pays by check and usually forwards the check through 
 the mail, that a customer should be forced to call to pay at all. 
 With the McCaskey System of handling accounts the customer 
 knows at all times what he owes and the retailer is always 
 ready to settle. 
 
 Loss by Reason of the Fact that the Customer Does Not 
 Know What he Owes, Neglects to Ask or Does not Find 
 it Convenient to Do So Until He Has Spent the Money — 
 
 A retailer should arrange it so that his customers know at 
 all times what they owe in order that : 
 
 They can provide to meet their accounts; 
 
 They can live within their incomes; 
 
 They can mail in a check or drop in and hand the retailer 
 a check; 
 
 The retailer can beat the other fellow to the customer's 
 pay check, etc. 
 
 A McCaskey System enables the retailer to serve both his 
 customers and himself in this fashion. 
 
 Inability to Keep in Close Touch with the Accounts, as 
 They are Not Posted and are Inaccessible; Would Take 
 Too Much Time to Attempt to Do So— 
 
 As a retailer in extending credit is, as a matter of fact, 
 only loaning money, it is very important that he know what 
 he is loaning each customer and how the latter is repaying the 
 loan. With the ordinary method of handling charge accounts, 
 the accounts are rarely ever balanced. There is but one on a 
 ledger page, so it would take considerable time to glance over 
 the accounts and determine the status of each one. 
 
 With the McCaskey System of accounts, there are twenty 
 accounts to the page, and all posted and balanced. In a very 
 short time one can familiarize himself with the status of all of 
 his charge accounts. This is a big advantage and a real satis- 
 faction. 
 
 Customers Who Do Not Dispute Their Accounts hut Pay 
 Them and. Feeling that an Error has been Made Intention- 
 ally or Otherwise, Go and Trade Elsewhere — 
 
 Where a number of members of a family make purchases 
 
 610 
 
McCASKEY SELLING POINTS 
 
 that are charged to the same account, it is very easy for the 
 account to grow much faster than the customer thinks. The 
 result is, that when he comes to pay it, he is surprised, dis- 
 appointed and hurt to find it so much, and naturally he does 
 not appreciate the fact that the retailer extended him the cred- 
 it, In many cases he does not question the account, but he feels 
 that he was charged with something which he did not get and 
 so decides to trade elsewhere. This is a loss not in on the busi- 
 ness records, for it is something that cannot be located. 
 McCaskey service will guard against this. 
 
 By Customers Looking Over Itemized Accounts and Find- 
 ing that They Could have Bought Some Items Cheaper 
 Since from Some Mail Order House, Chain Store Compet- 
 itors, or Elsewhere — 
 
 The consumer is able to compare the prices of but a few 
 staples and judges whether or not a retailer is ‘dear or cheap’ 
 by these few price comparisons. No retailer can hope to build 
 up a business on prices, his average 5% profit would mean 
 so little to the customer. No matter how cheap he may sell 
 an item, there is a likelihood that someone else, at some time, 
 will sell it cheaper. There is no advantage and a possible dis- 
 advantage in reminding the customer of what he paid for a 
 certain article. 
 
 A McCaskey System does not do this, for after a customer 
 checks up his account at the time he makes a charge purchase, 
 or payment on account, he simply thinks of the total and for- 
 gets the individual purchase. 
 
 POSSIBLE LOSSES 
 
 The Loss of His Accounts by Fire and Thus the Loss of 
 The Necessary Records to be used in Collecting the Ac- 
 counts — 
 
 Sometimes a retailer uses a method of handling his charge 
 accounts that enables his customers to have their totals to date 
 with each charge purchase, yet the system is so housed that in 
 case he suffered a loss by fire, he would lose the records of 
 his accounts, too. He would, then, lose the necessary records 
 by which he could collect his accounts* 
 
 As charge accounts represent stock in the process of being 
 turned into a liquid asset, money, they should be of more value 
 than the stock itself? A retailer insures his stock against a 
 possible loss by fire, but he does not and cannot insure his 
 accounts. However, he can protect them. 
 
 If a retailer pays 2% premium on his fire insurance policy, 
 and has $3,000 in accounts unprotected, he could afford to pay 
 $60 a 3^ear to protect these accounts from possible loss by fire, 
 the same as he would pay to insure his stock against similar 
 loss. 
 
 A McCaskey System would protect them against fire. 
 
 His Loss of Insurance is a Possible Loss Where He Does 
 Not Keep a Record of His Cash and Credit Sales and 
 Loses His Accounts by Fire — 
 
 (See McCaskey Fire Protection, pages 207 to 210). 
 Employes Can Receive Money on Account and Not Ring It Up 
 in the Cash Register System — 
 
 There is nothing to detect the fact that one receives money 
 on account and credits the account and appropriates the money 
 
 611 
 
McCASKEY SELLING POINTS 
 
 to his own use unless the retailer takes a trial balance or uses 
 a McCaskey System with triplicate salesbooks and regular au- 
 dit, or checks up all of his charge accounts each day with 
 his received on account. 
 
 A retailer buys a valuable cash register system to protect 
 his cash taken in on cash sales which is, perhaps, 25% of his 
 business. He should install a McCaskey System of accounts 
 with McCaskey audit to enable him to get 100% protection 
 from his complete system. 
 
 SELLING BY COMPARISON 
 
 “Mr. , the reason so many storekeepers get only a 
 
 small living out of their business is because they are content- 
 ed to go along in the same old fashioned way their grandfath- 
 ers did before them. Their eyes are not open to the better 
 ways of doing some things in business. Some old fashioned 
 ways are good and worth sticking to, but some are bad. They 
 are not equal to solving the problems of the present day. 
 
 “It is unreasonable to stick to the old ways because you 
 are used to them when the newer ways would bring brighter 
 results. It is just as unreasonable to do this as it would be 
 to climb ten flights of stairs when you can be carried up in an 
 elevator; or to swim av/ay from a life preserver when you are 
 nearly exhausted, just to be able to shovv/" that you can swim 
 alone, if you do drown for it.’^ 
 
 It is important to be continually drawing comparisons be- 
 tween the prospect’s way of doing business and the McCaskey 
 System. Emphasize the disadvantages of his system and the 
 advantages of the McCaskey. Show him the weak spots of his, 
 the liability to forget, the danger of mistakes, the annoyance 
 to him of such a complicated system; show him by forcible 
 presentation the advantages of the McCaskey System, how it 
 relieves him of business cares, its simplicity, its slight cost 
 and the saving in time, work, worry and money, the increased 
 service which it gives. 
 
 He does not know^ that everything has been charged or 
 how much has been paid out! The McCaskey user does! 
 
 He loses customers hy making mistakes in their accounts! 
 The McCaskey user does not! 
 
 “If a McCaskey System would really save you money, you 
 should buy at once, for all the money it would save from the 
 time it is first explained to you and the time when you buy is 
 really added to the cost of the system.” 
 
 The McCaskey Business Recorder is a history of the mer- 
 chant’s business. It shov/s him the amount of credit outstand- 
 ing at the close of each day. The lack of this knowledge is the 
 cause for a large percentage of the failures among retail mer- 
 chants. It gives him every bit of important data necess.ary in 
 planning to sell out. It is of great value in case of fire since 
 it will go far toward showing the exact loss when the adjust- 
 ment is made. 
 
 Merchants who do a small portion of their business on 
 credit have generally the weakest system for handling credit 
 sales. Such sales are not frequent and very little attention is 
 given to them. 
 
 You cannot afford to misrepresent McCaskey Systems in 
 
 612 
 
McCASKEY SELLING POINTS 
 
 presenting: them to the merchant. Such misrepresentations are 
 invariably detected after the system is put to test; they are 
 not necessary to sales. The truth about McCaskey Systems is 
 amply sufficient. 
 
 Call attention to the wonderful success of the McCaskey 
 Register Company. Draw in the fact that the system you are 
 demonstrating has been the secret of that success. 
 
 Merchants often say, “My present system is satisfactory. “ 
 Tell such a man that there was a time when the sun dial was 
 satisfactory, but that since the invention of the clock the sun 
 dial is worthless. 
 
 “An umbrella will not keep off every bit of the rain, yet it 
 is a good thing to have in a storm. Even if a McCaskey does 
 not give absolute protection against everything, it will go a 
 long way toward eliminating all the leaks in your store.’^ 
 
 When a prospect admits that he ought to have the 
 McCaskey System but wants to put off getting one until some 
 more convenient season, try this on him: 
 
 “Suppose I should point out to you a weak spot in the 
 foundation of your store which threatened collapse at most 
 any moment. If I offered to protect you by remedying the 
 critical situation with an absolute prop which I was in a posi- 
 tion to give you, would you suggest that I call around next 
 week? 
 
 “You would urge that I get the prop in there as quickly as 
 I could possibly do so. But now that there is a seriously weak 
 place in the financial foundations of your business, equally im- 
 portant to your success as the material prop suggested, you 
 postpone the repairing. If you are really as much in earnest 
 as I believe you are in doing business soundly, I urge you not 
 to delay installing system a single day, to give me the order 
 now for your register, etc. 
 
 McCASKEY SYSTEM AS AN INVESTMENT 
 
 The difference between an expense and an investment is 
 that the expense represents something that is consumed, the 
 investment an outlay that is expected to yield a continuous re- 
 turn. The investment remains intact, although in some in- 
 stances, it depreciates from year to year. Such depreciation is 
 charged off each year, a charge which is handled as expense. 
 
 The yard stick by which the value of an investment is 
 measured is percentage. Other things being equal, the invest- 
 ment that will yield the largest percentage of return is the 
 better investment. The face value of an investment is said to 
 be its ‘par^ value. If it sells for less than its face value it 
 is said to sell ‘below par’; if for more, ‘above par’; if for the 
 face value, ‘at par.’ 
 
 The value of an investment is determined by the percent- 
 age of return it will yield, and the money niarket. If prevail- 
 ing rates of interest are low and the investment sound, the 
 value of it is high; if 'prevailing rates are higher, then the 
 value of the investment ia, lower. The rates of interest are al- 
 ways low in prosperous times while they are high in times of 
 panic. . . 
 
 The value of the investment, then, is the amount of which 
 the return yielded is a deaired per cent. Thus if one desires 
 to make 6% on an investment in an apartment building and the 
 
 613 
 
McCASKEY SELEING POINTS 
 
 taxes, insurance, depreciation, and other expenses amount to 
 4%, he will have to get a gross return of 10%. If the return 
 were $3600, then the value of the building would be $36,000 re- 
 gardless as to the number of bricks or other materials in it, for 
 the purchaser is buying ‘an investment’ not the building ma- 
 terials, etc. 
 
 Bank stock whose par value is $100 ofttimes sells for as 
 high as $800 or more a share simply because the dividend it 
 nets would pay the desired rate on that amount. If bank stock 
 will yield a 40% dividend and 5% is considered a good per- 
 centage of return on an investment of this kind, then this stock 
 should sell for $800 a share for 40% of $100 equals 5% of J^OO 
 and therefore it would be a desirable investment at this price. 
 
 An outlay for a McCaskey System is an investment and 
 its value is determined in the same manner as any other in- 
 vestment, by the continuous return it will yield on the invest- 
 ment. In order to get the net return, the depreciation for 
 each year should be charged off. Thus if a system in wood or 
 styles 233, 333 or 433 will last 10 years, the depreciation will be 
 10% of the purchase price per year; if the other styles will last 
 20 years, the depreciation will be 5% of the purchase price per 
 year. The net return then, would be the gross return less this 
 depreciation. 
 
 If a McCaskey System will last for 20 years, and another 
 one which will do the same work equally as well will last but 
 four years, then the McCaskey should be worth five times as 
 much as the other one. 
 
 The value of a McCaskey System to a possible buyer is 
 relative ; for example, its value depends entirely on what it 
 will do for him situated as he is. The results that he does not 
 now get from his present system are the only ones that will 
 carry any weight in presenting the McCaskey System to 
 him. 
 
 Before you can convince him of its value to him as an in- 
 vestment you must get him to admit that the results he would 
 get from the use of it in terms of dollars and cents will make 
 its purchase a paying investment for him. In other words, you 
 must get him to admit that it will give him some or all of the 
 following results and that these results are worth a certain 
 amount to him in terms of dollars and cents. The value of 
 these results are relative and will vary. They should be made 
 to fit the occasion at hand : 
 
 Here are some results with suggestive value in 
 
 dollars and cents: 
 
 Day 
 
 Mo. 
 
 Year 
 
 Forgotten charges 
 
 .50 $ 
 
 
 $156.00 
 
 Posting 
 
 .50 
 
 
 156.00 
 
 Disputed accounts 
 
 .25 
 
 
 78.00 
 
 Elimination of itemized statements 
 
 
 4.00 
 
 48.00 
 
 Savings of postage on statements (300 accts.) 
 
 6.00 
 
 72.00 
 
 Loss due to customer overbuying intentionally 
 
 
 50.00 
 
 Loss due to overlooking unposted items in 
 tling with customers 
 
 set- 
 
 .50 
 
 6.00 
 
 .Loss due to inability to check up promises 
 pay at proper time 
 
 to 
 
 
 30.00 
 
 614 
 
McCASKEY SELLING POINTS 
 
 Value of accounts being posted and balanced 
 and ready for settlement at all times .25 
 Value of making it “easy” for the customer to 
 make payment on account .25 
 
 Value of having accounts readily accessible so 
 proprietor can keep in close touch with 
 them ,20 
 
 Saving of gross profit on each customer lost 
 through misunderstanding over accounts 
 
 Average trade of family $7.00 per week 
 
 52 weeks in year $364.00 per year 
 
 At 20% Gross Profit 72.80 per family 
 
 Loss per year $72,80 on each customer’s ac- 
 count, two customers lost 
 Earned gross profit on each new customer 
 gained, three new customers 
 Earned in interest by reason of increased 
 collections, (20 to 25% of outstanding 
 $6000) ; or added collections of $1200 at 6% 
 
 78.00 
 
 78.00 
 
 62.40 
 
 145.60 
 
 218.40 
 
 72.00 
 
 Total gross earnings for the year $1,250.40 
 
 (Gross return on McCaskey investment) 
 
 Cost per year, 5% depreciation on a 290 ac- 
 count McCaskey System $16.20 
 
 Net return per year on investment of $320.00 $1,234.20 
 
 In using the investment talk as a close, such of the items 
 mentioned above, which the prospect will admit, should be 
 written down on separate slips of paper, preferably on sales 
 slips such as you carry in the slip holder in your carrying 
 case. The amount that he will admit in each instance for each 
 day should be written down and later the extension made by 
 multiplying each daily amount by 312, the number of working 
 days in the year. The result will be the yearly return for 
 each item. 
 
 How to find the percentage of return on the investment: 
 
 A merchant buys a McCaskey System $206.00 
 
 It yields him a gross yearly return of 319.30 
 
 (From items figured above) 
 
 Depreciation per year is 5% (of $206.00) 10.30 
 
 Deduction of depreciation from gross return 
 
 gives net return, or — 309.00 
 
 309.00 3 
 
 Percentage of return equals or — ; 3/2 of 100% is 150% 
 
 206.00 2 
 
 This merchant, then, has invested $206.00 in a McCaskey System 
 and receives a dividend of 150%. Any investment that pays 
 150% is a profitable one. It would sell for about thirty times 
 its par value with money worth 5%. In other words, the 
 McCaskey System for this merchant would be a good invest- 
 ment at thirty times its price. 
 
 615 
 
McCASKBY SELLING POINTS 
 
 SPECIAL INVESTME^IT APPEAL TO THE 
 ELDERLY MERCHANT 
 
 System, without a question of a doubt, is one of the most 
 important, reasonable investments one in your position can 
 make. Here you stand with a business which it has taken 
 years to build. They were the very best years of your life. 
 They were not only years of hard work but also years of sac- 
 rifice. No doubt you worked years before to scrape together 
 the money with which to begin the business. Now if ever, 
 then, is the time to build your wall of protection around the 
 business. You could not afford to lose it all or even a part 
 and start over again. About what amount does your business 
 represent today? (Get some kind of an answer). 
 
 Mr. , it has taken you — years to build this busi- 
 ness; or at a rate of $ per year. This has been done 
 
 during the best days you have known, years in which you did 
 your clearest thinking and planning. If it isn’t the business- 
 like, logical thing to throw protection around this accumula- 
 tion right now, before you make another sale or purchase, then 
 I have been misled in all the rules applying to good judg- 
 ment. 
 
 Business conditions were never so changeable as today. 
 Competition was never so keen. The margin of profit was 
 never so small. The cost of doing business was never so great. 
 So frequently we find the man who knew he was making mon- 
 ey a few years ago considerably in doubt today. With these 
 conditions prevailing, before you buy another piece of equip- 
 ment, regardless of how badly you feel you need it, isn’t it 
 wise to stop long enough to get the actual view of your busi- 
 ness, the unadulterated facts? Then, and not until then, will 
 you know whether or not your business justifies those further 
 expenditures. 
 
 Suppose the system would cost you $400 or $500 — if it 
 shows you after a few months that you are only breaking even, 
 or that you are actually falling back and in that way tells you 
 to get out of business by all means before you have lost ev- 
 erything, won’t it become the very best investment, the most 
 reasonable in cost that you ever could make? The great ma- 
 jority of business failures are attributed to the fact that the 
 owner or manager was without the proper facts. Those facts 
 would have told him to get out and sell out before he lost his 
 entire investment. 
 
 Why buy a scale to weight out a $1.05 for the other fel- 
 low’s dollar? Why buy a truck for the purpose of making de- 
 liveries at a business loss? 
 
 Tor your own sake — for the sake of those dependent on 
 you in your declining years, stop now and put the closest 
 thing to an insurance policy available on what you now have. 
 Mr. , am I not right? 
 
 Can you imagine Rockefeller, Gary, Schwab, Ford or any 
 of hundreds of other business men of repute going even one 
 moment without this type of protection? Because they have 
 mammoth businesses is no more justification for protecting 
 them than if they were controlling smaller ones. In fact, as it 
 is, they could afford to loose millions. If anyone could afford 
 to be careless, these men could. Yet the very fact that they 
 have not been is indicated by the extent of their present 
 wealth. 
 
 If you will do the right thing today — the thing you know 
 616 
 
McCASKEY SELLING POINTS 
 
 you should do — tomorrow you will know whether or not you 
 should turn this way or that way. In other words you can 
 start at once to give more intelligent management to the af- 
 fairs which you have developed through a long period of years, 
 and protect what you cannot afford to waste in that you have 
 not the years to do it over again. 
 
 SPECIAL INVESTMENT APPEAL TO THE YOUNG 
 MAN IN BUSINESS 
 
 “Mr. , you are now in the prime of life, facing the 
 
 years you cannot afford to waste. Every decision you make 
 will count heavily. You cannot afford to guess along for 
 the next eight to ten years and then face the fact that you 
 have little if anymore to show then than now. These next ten 
 years represent the nucleus about which you make or break. 
 What more reasonable and more vital investment can you 
 make today than in a system which will tell you tomorrow 
 whether or not you are making money or losing it, wasting 
 your time or putting it in to advantage? 
 
 “If my system simply tells you to get out before you lose 
 out, and by so doing saves you the greater part of your orig- 
 inal investment, it will have more than paid for itself, will it 
 not? If it helps you to save, by telling you the fact§, only 
 half of your original investment, it proves itself to be the 
 most important investment you have ever made. 
 
 “On the other hand, if it tells you that you are a success 
 in this business, and gives you the facts by which you can con- 
 tinue to manage it with intelligence, cutting away every pos- 
 sible point of waste and loss, it will put you in position to 
 develop in a bigger way. It will tell you what departments 
 of your business you should go more slowly with; it will give 
 you the facts on the business. 
 
 “If every man would just be man enough to face the facts, 
 compel himself to look them over squarely in such a way as 
 this system will permit him to do, there would not be the great 
 numbers of failures every year caused by lack of intelligence 
 in business management. 
 
 “Do not waste the best years of your life. If my system 
 tells you you are losing, and you cannot see a way of correct- 
 ing the condition, get out willingly, save what you have, put 
 it on interest and work for someone else in preference to go- 
 ing along blindly, losing everything including the best earn- 
 ing years your life provides.” 
 
 THE EXPENSE OF A McCASKEY SYSTEM 
 
 Expense is something consumed. Thus if a merchant buys 
 twelve tons of coal and burns out a ton a month, the twelve 
 tons are not to be charged against the month during which 
 it was purchased, for but one ton has been consumed and the 
 cost of that one ton represents the charge against that month’s 
 expense for coal. The remaining eleven tons are carried as an 
 asset until they are consumed. 
 
 The expense of a McCaskey System must be treated in the 
 same manner as the expense of coal. If a McCaskey System 
 will last for but ten years, the yearly expense will be 1/10 or 
 10% of the purchase price; the monthly expense 1/12 of the 
 yearly expense, the daily expense 1/30 of the monthly expense. 
 If a McCaskey System will last for 20 years, the yearly ex- 
 pense will be 1/20 or 5%, etc. 
 
 617 
 
KTcCASKEY SEI^LING? POINTS. 
 
 When, the merchant charg:es off for depreciation 5% or 
 1Q% of the purchase price of the McXZ!askey System,, he carries, 
 the remainder as an asset and continues to da so urttil it 
 finally all charged ofL The expense is then p^roperly distri- 
 buted over the period during: which the systenr has been ‘used- 
 up.’ If it renders any further service beyond, this period, it 
 does so without necessitating any further expense with regard 
 to it. 
 
 In presenting arguments always treat the other fellow lib- 
 erally in order that your arguments will seem the more plaus- 
 ible and carry the desired weight. For this reason, assume in 
 the expense tables that styles 233, 333 and 433 and wood styles, 
 will last for ten years and then be thrown away ; systems giv- 
 ing fire protection will be kept for 20 years before being treat- 
 ed likewise, while you know they are so well made that they' 
 will, last a lifetime. 
 
 The expense tables give the purchase price o£ the reg- 
 isters with the yearly, monthly and daily expenses o£ the var- 
 iously priced styles, sizes, etc. If you sell one the amount of 
 the price of which is not shown in the table, you can either 
 take a price which is the nmltipLe o£ one you sold and multiply 
 the expense of the one given by the number of times the one 
 given is contained in the one you sold 
 
 The expense tables can. be advantageously copied on ^ 
 blank page and placed in your register price list next to the* 
 terms for the systems. 
 
 (See page 22S for the e:xpense table governing McCaskey 
 Systems giving fire protection). 
 
 The Expense o£ Wood Style Registers 
 and Styles 233 , 333 and 433^ 
 
 Price 
 
 Year 
 
 Month. 
 
 Day 
 
 
 tl/lOth prfee) 
 
 a/12th Yearly 
 Price > 
 
 ^1/30 til Monthly 
 Price) 
 
 $47.50^ 
 
 %A.7S 
 
 .30 
 
 ?01 1/3 
 
 67;50 
 
 6.75 
 
 .56- 
 
 j02 
 
 IOS.O(> 
 
 10.50 
 
 .88 
 
 .03 
 
 117.50 
 
 11.75 
 
 .98 
 
 .03 1/3 
 
 130.00 
 
 13.00 
 
 \m 
 
 .03 2/3 
 
 170.00 
 
 17.00 
 
 1.42 
 
 .04 2/3 
 
 195.00 
 
 19.50 
 
 1.63 
 
 .05 1/3 
 
 230.50 
 
 23.05 
 
 1.92 
 
 .06 1/3 
 
 280.00 
 
 28.00 
 
 2.33 
 
 .07 2/3 
 
 311.00 
 
 31.10 
 
 2.59 
 
 .08 2/3 
 
 360.50 
 
 36.05 
 
 3.0) 
 
 .10 
 
 400.0(J 
 
 40.00 
 
 3.33 
 
 .11 
 
 520.00' 
 
 52.00- 
 
 4.33 
 
 .14 1/3 
 
 594.00 
 
 69.40 
 
 5.78 
 
 .19 1/3 
 
 SOLVES THE BAD DEBT PROBLEM 
 
 Many a McCaskey credit system has been installed on the 
 strength of its ability to solve the bad debt problem. In its 
 effort to provide the retail merchant with the information he 
 ought to have to help run his business properly the Chamber 
 of Commerce of the United States asks: — “How many retail- 
 ers have investigated why they sustain losses due to^ bad 
 debts? How many make a systematic inquiry into their cus- 
 tomers’ ability to pay?” They explain the suitation in this 
 
 618 
 
MeCASKJ^Y SELLING .POINTO 
 
 "way: “In his scramble to outdo his competitors in quantity 
 business, the retailer often forgets all about quality” 
 
 The McGaskey System is an aid to quantity business of 
 quality. Its Credit Limit card and Due card are factors which 
 support a systematic inquiry into customers’ ability to pa.y 
 <€tc. 
 
 Where the -salesman has informatioai at his tongue’s end as 
 to the figures which represent the average amount of losses 
 from bad debts in different lines of business, he is in position 
 to talk pointedly on this phase of McCaskey System advan- 
 tage. So many merchants show a rate on bad debts far ex- 
 ceeding the average that they are seriously in need of a rem- 
 edy; others witli up-to-the-mmnte methods of control show 
 losses far lower than the average, thus the McCaskey appeal 
 on this score to credit merchants can be carried effectively 
 to the average loser as well as to the more serious loser from 
 this cause. These losses cut down profits, and it is tlie busi- 
 aiess of the McCaskey to keep them at a low minimum. 
 
 With net sales figured at 100%, following are the figures 
 •representing the accepted average losses from Ixad debts in 
 siine leading lines of business.: 
 
 Retail Trade 
 
 Per Cent 
 Oi Loss 
 
 Clothing 
 
 €.58 
 
 Coal 
 
 0.54 
 
 Department Stare 
 
 0.3 
 
 Drug 
 
 €.3 
 
 Grocery 
 
 €.4 
 
 Hardware 
 
 0./5 
 
 Jewelry 
 
 0.4 
 
 Shoe 
 
 0.2 
 
 Tire 
 
 0.8 
 
 SYSTEMS EJCPAND WITH THE BUSINESS 
 
 McCaskey Credit Sy-stems are labor-saving devices in that 
 they accomplish with one act a performance which has always 
 cost two, three and more acts. They are time savers in that 
 they cut down the time necessary to accomplish the keeping of 
 accounts in a proportion equal to the elimination of labor. 
 They are money savers in that they eliminate waste time and 
 effort, stop money leaks and losses. But their economy in ser- 
 vice, their value as business assets, stretch further in an im- 
 portant manner; they are enabled to expand with the business, 
 to more than double and triple fheir usefulness and service as 
 the accounts of the merchant become more numerous. 
 
 Many a merchant will install a 130 account McCaskey Reg- 
 ister for a business handling in the neighborhood of 100 ac- 
 counts. When that business grows to the ex:tent of 130 ac- 
 counts OT to twice the original size, to 200 and even 300 ac- 
 counts, the same McCaskey cabinet will take complete charge 
 of his accounts receivable. 
 
 To the 130 account system carrying a bank of 7 leaves can 
 be added individual leaves or groups of leaves until the same 
 cabinet accommodates 17 leaves and 330 accounts for custom- 
 ers. There Is no depreciation or loss on the original Invest- 
 ment because the business becomes greater., 
 
 ^19 
 
McCASKEY SELLING POINTS 
 
 In cases of phenomenal business development where the 
 number of accounts reaches 1000 or more, where it takes the 
 maximum capacity of several McCaskey cabinets, you always 
 have the full value of the original investment in evidence 
 as one of the several cabinets, never being outgrown, always 
 adaptable to the new situation. 
 
 Where wooden or metal systems, not giving fire protec- 
 tion, have been installed as the introductory McCaskey equip- 
 ment, they always carry a pronounced value in exchange for 
 McCaskey Systems giving the desired protection. McCaskey 
 Systems do not become valueless in service. They expand to 
 to meet the merchant’s changing needs. 
 
 IN MEETING THE ^^INDIVIDUAL BOOK 
 SYSTEMS 
 
 The following closing argument has been used very effec- 
 tively. Until you have committed it to memory, refer to it or 
 an outline of it. 
 
 It is assumed that before you try to close a prospect by 
 means of this argument, that you have shown him by means of 
 a hand or full sized sample just how these results can be ob- 
 tained through use of the McCaskey System. In order to make 
 this very clear to the prospect it is necessary that you actually 
 perform all of the operations that go to make up the results 
 you expect him to realize. 
 
 A prospect ofttimes claims to know all about our system 
 and admits that he likes it. But he objects to the price. The 
 trouble here is that in weighing the results in the balance of 
 his judgment, he has allowed the price to overbalance the re- 
 sults. He has considered and appreciated but a few of the re- 
 sults that he would secure by the use of the system. The prop- 
 er course to follow in this instance is to find just what fea- 
 tures he likes and why he likes them. After elaborating on 
 these, show him by means of a sample enough other features 
 to overbalance the price in his mind; then use the closing 
 argument for him. 
 
 This closing argument may be used in two ways : — in con- 
 nection with the daily expense of a McCaskey System or in 
 connection with the daily outlay he will make according to our 
 terms of payment for a McCaskey System. 
 
 You will find the daily expense of a McCaskey System in 
 “The Expense of a McCaskey System” which is found in this 
 section of the manual. The expense of styles in wood and num- 
 bers 233, 333 and 433 is figured at 10% of the purchase price per 
 year; the expense of the systems giving fire protection is fig- 
 ured at 5% of the purchase price per year. The monthly ex- 
 pense is 1/12 of the yearly expense, and the daily expense 1/30 
 of the monthly expense. 
 
 The daily outlay for the McCaskey System is 1/30 of the 
 deferred monthly payment. Thus if the deferred monthly pay- 
 ment is 30.00, -the.. daily outlay is $1.00; if $15.00, the outlay 
 daily is 50 cents; if $10.00, 34 cents; if $5.00, 17 cents. 
 
 “How many of the following duties would you require of 
 me before you w6#ld pay me a salary of cents a day? 
 
 “How many of-the following things would you require me 
 to do for an outlay of cents a day, with the understand- 
 
 620 
 
McCASKEY SEELING POINTS 
 
 ing that you would make this outlay for only months, 
 
 after which I would work for you for 20 years, or a business 
 lifetime, for nothing? 
 
 (1) Protect your accounts from possible loss by fire so 
 that in the event that you suffer such a loss, you will have 
 the necessary records to collect your accounts. 
 
 (2) Protect your accounts from possible loss by fire so 
 that in case you suffer such a loss, you will have the accounts 
 themselves which the adjuster will require wdiere you do not 
 keep a daily record of cash and credit sales, in order to ar- 
 rive at your sales since your last inventory. This informa- 
 tion you must have before you can make proof of loss and 
 collect your insurance. 
 
 (3) Save tv/o trips in making the charge ; these are often 
 made where the clerk gets the customer’s book before writ- 
 ing the order and after doing so returns it to place. With the 
 McCaskey but one trip is necessary. 
 
 (4) Save writing down the orders and afterwards re- 
 copying them on the customer’s book. 
 
 (5) Save time lost in trying to find a customer’s book 
 which has been misplaced in the rack or in the store. 
 
 (6) Save recopying telephone orders with added work 
 incident thereto at a time when all of your force is working 
 at its greatest degree of efficiency. 
 
 (7) Save recopying solicitor’s orders and the work in- 
 cident thereto at a time when your force is working up to its 
 highest degree of efficiency to get the orders out promptly, 
 and thus not only save time and work, but also increase the 
 promptness of your delivery. 
 
 (8) Prevent forgotten charges where the clerk tries to 
 remember the items until he goes to where the customer’s 
 book is kept to make the charge. 
 
 (9) Prevent forgotten charges where the clerks call the 
 charges to the cashier and some of them, as they do in such in- 
 stances, escape the cashier. 
 
 (10) Make it easy for you to get your daily charge sales 
 and totals. 
 
 (11) Make it easy for you to get the amount of your re- 
 ceived on account daily. 
 
 (12) Help reduce your credit business where a charge 
 customer intends to pay cash, but where you enter it in his 
 book and he concludes to let it go as a charge so long as you 
 have charged it. 
 
 (13) Make it easy for you to audit your accounts daily, 
 weekly or monthly. 
 
 (14) Economize in the valuable space that your individual 
 book system takes. 
 
 (15) Add tone to your store b}^ putting in a system that 
 is in keeping with it. 
 
 (16) Enable you to keep in close touch with your accounts 
 as they will always be balanced and very accessible. 
 
 (17) Make your clerks better salesmen by making it un- 
 necessary for them to tax their minds with credit information 
 regarding your customers. 
 
 (18) Enable you to exercise absolute control over your 
 
 621 
 
McCASKEY SEEErN"G POINTS' 
 
 charge accounts^ even, when absent by means o£ credit limit 
 and. due cardsi 
 
 (19) Rnable you to check up promises^ to pay by means of 
 the dne cardv 
 
 (20) Enable yon to see what yon have outstanding daily- 
 by means of the McCaskey Daily Record Sheet and the Busi- 
 ness Recorder so that you can keep the amount below a certain, 
 limit by going' over your accounts and getting after those who^ 
 are delinquent. 
 
 (.2-1) Enable you to go- over your accounts in a few min- 
 utes any time with the adding unit on the McCaskey Cash 
 Register System and find the amount of what you have out- 
 standing. 
 
 (22) . (xlf he solfeita^ orders).. Enable you to- check your ser-^ 
 vice out to customers by arranging their accounts in the sys- 
 tem in the order your solicitor calls an them, and seeing that 
 he reports calls'- on each one; 
 
 (23) Enable you to save time in getting out your orders 
 by arranging the customers accounts in the order the solicitor 
 Calls on them so that you can bring forward the balances of 
 twenty charge slips and file them without turning a leaf, or 
 referring elsewhere.. 
 
 (24) Enable you to bring forw'ard the customer’s balance 
 from sight instead of from memory as you have to do with 
 your system where you must turn the page showing the pre- 
 vious balance before you can enter the balance on the next 
 charge and thus eliminate a great many errors made in bring- 
 ing forward the customer’s balance, 
 
 (25) Enable you to write the order on any sal esbook, as- 
 semble the goods and check off the different items as assem- 
 bled and afterward handle the transaction as either a cash or 
 a credit sale. 
 
 When you sell a prospect who has been using an individual 
 book system be sure to leave the I to 50 numbers off of any 
 books you may sell him, so that customers who have been used 
 to having the numbered slips presented in their numerical or- 
 der. will not become confused by their failure to appear in that 
 otder. 
 
 IN MEETING DAYBOOK, AUTOGRAPHIC 
 REGISTER, ETC. 
 
 The following closing argument has been used very effec- 
 tively in situations where the method of original entry includ- 
 ed either a daybook, autographic register, salesbook or file, 
 and the final entry required either a ledger, file or statement, 
 etc. 
 
 As in the case of the previous closing argument, it is con- 
 sidered that you have demonstrated how the system would do 
 all the following acts ; read the paragraphs prelirninary to the 
 25 points brought out in the previous argument with regard to 
 impressing the points he likes, helping him to over balance 
 price in his mind. Either the daily expense or the daily outlay 
 way of proceeding may be used according to the situation. 
 Again ask him: 
 
 How many of the following duties would you require of 
 me before you would pay me the salary of cents a day? 
 
 622 
 
IklcCABKEY SEELING POINTS 
 
 How many of the following thiirgs would you require me 
 Jto do for an outlay of cents a day, with the understand- 
 ing that you would make this outlay for only months^ 
 
 .■after which I would work for y-ou for 20 years or a business 
 lifetime for nothing? 
 
 (1) Post and balaiiice yonr accounts, 
 
 (2) Force your clerks to charge all goods sold on credit. 
 
 (3) Enforce credit e)f cash paid on account, 
 
 (4) Enforce the credit of merchandise returned for credit 
 ♦on account 
 
 (5) Enforce the credit of produce brought in for credit on 
 account. 
 
 (6) Give the customer a statement of his account to date 
 ’with every charge purchase, or payment on account, so that he 
 can see at the time the transaction takes place and the details 
 are fresh in his mind that his account is absolutely correct aP 
 ter a charge has heen added or a credit deducted. 
 
 (7) Keep your accounts posted and balanced and ready 
 ffor settlement at all times. 
 
 (8) Make it easy for your customers to pay so that thej^ 
 can mail you a check or drop in and pay you a check and not 
 Pave to hang around to see how much they owe you. Some- 
 times they do not want to wait, and when they come back they 
 do not have the money left to pay their bill. 
 
 (9) Help your customers to provide to meet their bills by 
 enabling them to know without any effort on their part, how 
 much they owe at all times, so they can plan accordingly. 
 
 (10) Enable your customers by reason of McCaskey ser- 
 vice to live within their incomes, if they arc so inclined-; if 
 not, enable you by means of our credit limit card to see that 
 they do, 
 
 (11) Enable you by means of McCaslcey service to be"at the 
 other fellow to the customer’s pay check, wheat check, stock 
 •check, etc., so that the customer, knowing what he owes you, 
 will pay you in full. 
 
 (12) Prevent charges or credits being made to the wrong 
 account, 
 
 (13) Make your clerks more careful and accurate by im- ^ 
 pressing on them the fact that tke original entry will serve as 
 the final entry. 
 
 (14) Make your clerks better salesmen by making it un- 
 necessary for them to tax their minds with credit information 
 regarding your customers, 
 
 (15) Enable you to exercise absolute control over your 
 charge accounts, even when absent, by means of credit limit 
 and due cards. 
 
 (16) Reduce your credit losses by reducing your bookkeep- 
 ing to a minimum, enabling you to watch your accounts closely 
 and exercise absolute control over them, and at the same time 
 help your credit customers to help themselves by means of 
 McCaskey service. 
 
 (17) To stop loss of customers from the following causes: 
 
 Customers claiming they have been charged with mer- 
 chandise they never received. 
 
 Customers claiming they returned merchandise for 
 
 credit and received no credit. 
 
 623 
 
McCASKEY SALES BOOKS 
 
 Customers claiming they paid cash on account and re- 
 ceived no credit. 
 
 Customers going over their itemized statements, and 
 finding that the prices you charged for some items were 
 more than they since noticed they could buy them for at a 
 price cutting store, or a mail order house, and conclude 
 that you are high priced and go elsewhere to trade. 
 
 Customers who have once become accustomed to Mc- 
 Caskey service will seek a merchant offering that service 
 when moving to another town. 
 
 (18) To protect your business against unjust error claims 
 and remove reflections on your business integrity. A customer 
 will stop dealing with you and go to your competitor, and this 
 is what he will say: 
 
 You charged him with goods he did not get and he 
 caught you at it and made you scratch off the charge. 
 
 You charged him with goods he did not get and made 
 him pay for them. 
 
 You tried to collect his bill twice. 
 
 You did not credit him with money he paid on account. 
 
 You did not credit him with goods he returned for 
 credit. 
 
 You did not credit him with produce he brought in for 
 credit. 
 
 (19) Enable you to get new customers: 
 
 Who have had unpleasant experiences with the ‘blind’ 
 methods of handling accounts and who see that McCaskey 
 service would not have permitted their unpleasant experi- 
 ences. 
 
 Who like to see at all times without any effort on their 
 part what they owe so as to make the necessary provision 
 to meet their bills. 
 
 Who like to see at the time the transaction takes place 
 and the details are fresh in their minds that their account 
 is absolutely correct after a charge has been added or a 
 credit deducted. 
 
 Who like the convenience of knowing at all times what 
 they owe so that they can mail a check at the most con- 
 venient time and not have to wait for a statement. 
 
 Whose income will permit them to expend but a cer- 
 tain amount and in order to keep their expenditures with- 
 in this amount, they must know from day to day what 
 their accounts are so they can keep them within the proper 
 bounds. 
 
 (20) Save for you the gross profit you would lose on cus- 
 tomers and earn for you the gross profit you would make on 
 new ones gained by the use of McCaskey service. 
 
 At an average trade per family of $7.00 per week, within 
 52 weeks the business per family will average about $364.00. 
 In placing the gross profit at 20%, the gross profit per family 
 will run about $72.80 per year, the amount earned per year on 
 each customer gained. 
 
 (21) Increase your profits by increasing your business 
 with the customers you now have, rf or many of them have ac- 
 counts with your competitors which they wpjul;^ close if you 
 
 624 
 
McCASKEY SELLING POINTS 
 
 gave them this service, as they would want it to show their 
 total purchases in your line of merchandise, 
 
 (22) (If he does not have his accounts protected from pos- 
 sible loss by fire) — Protect your accounts from possible loss 
 by fire so that in case you have a fire you will have the neces- 
 sary records to collect your accounts, 
 
 (23) (If his accounts are unprotected from possible loss by 
 fire and if he does not keep a separate record of his cash and 
 credit sales) — Protect your accounts against possible loss by 
 fire so that you may have them to utilize in getting the neces- 
 sary information to make the necessary proof of loss in order 
 to collect your insurance, 
 
 (24) If he does his own posting) — Save you from one hour 
 to four hours a day posting your accounts, 
 
 (25) Save you the expense of a cashier or bookkeeper if 
 his or her time is taken up exclusively with customers’ ac- 
 counts; if not, enabling him to do considerable of productive 
 work toward earning his own salary. 
 
 (26) Save you losses due to unposted items when you set- 
 tle with your customers. 
 
 (27) Save you postage on itemized statements, 
 
 (28) Enable you to keep in close touch with your accounts 
 as they will always be posted and balanced to date, and ver}" 
 accessible. 
 
 (29) Reduce the amount of your outstanding accounts by 
 from 25% to 50%, 
 
 (30) Reduce the amount of capital necessary to running 
 your business by keeping the amount of your outstanding ac- 
 counts down to a minimum. 
 
 (31) Enable you to see what you have outstanding daily 
 by means of the McCaskey Daily Record Sheet and the 
 McCaskey Business Recorder so that you can keep the amount 
 below a certain limit by going over your accounts and getting 
 after those who are delinquent. 
 
 (32) Enable you to go over your accounts in a few minutes 
 at any time with the adding unit of the McCaskey Cash Reg- 
 ister System and find the amount of what you have outstand- 
 ing. 
 
 (33) Save the time and work of making itemized state- 
 ments. 
 
 (34) Save you the expense of buying ledgers or loose leaf 
 ledgers and fillers. 
 
 (35) Save you the expense of statement blanks. 
 
 (36) (If he solicits orders)— Enable you to check your ser- 
 vice out to your customers by arranging their accounts in the 
 system in the o-rder yotir solicitor calls on them and seeing 
 that he reports callingr, c^. ea^E one. 
 
 (37) (If he solicits ahd uses an alphabetically arranged de- 
 tached system) — Enable you to save time in getting out your 
 orders by arranging"1th£?"efitomers’ accounts in the order the 
 solicitor calls on them .SO., tbaf, ypu can bring forward the bal- 
 ances of twenty charge slips and file them without turnmg a 
 leaf or referring elsewhehe. 
 
McCASKEY SELLING POINTS 
 
 IN HANDLING THE PRODUCE SALE 
 
 Let me make clear to you how easily and effectively the 
 McCaskey System handles the produce sale: 
 
 A produce transaction is made of two elements ; the taking 
 into stock of produce and the paying for it in cash or its 
 equivalent. Produce is taken into stock as a purchase and the 
 payment for it is handled as a ‘cash sale’ a ‘received on ac- 
 count’ or a ‘paid out for stock’. 
 
 The payment for the produce taken into stock as a pur- 
 chase, is handled as a ‘received on account’ when the customer 
 is given credit on account for it whether he has a debit balance 
 or not ; as a ‘paid out for stock’ when the customer is given 
 cash for it ; as a cash sale when the customer is given its equi- 
 valent in merchandise. 
 
 The produce transaction should be handled so that the 
 equilibrium of the following accounts, cash, accounts receiv- 
 able, merchandise account, etc., will not be disturbed. The 
 amount of a produce transaction that is recorded as ‘paid out 
 for stock’ must be set off by one or more of the following: — 
 ‘received on account,’ ‘cash sale,’ etc., or the cash will be thrown 
 out of balance. 
 
 When it is desired to ascertain when produce is showing a 
 profit or a loss, it is departmentized and handled separately. 
 To do this the merchant can keep a separate account running 
 in the Controlling Section, a one column account which will 
 keep absolute track of the produce bought from the farmers. 
 The figures will be obtained from the Daily Record Sheet 
 where entries should be made each time produce is handled so 
 that the accounts will alwaj^s balance. In the Sales Distribu- 
 tion sections he can keep a column with a department symbol 
 key, such as “PRO” to indicate the sales of produce, handling 
 it like any other department sales through registration on the 
 detail strip of the cash register system. 
 
 To inaugurate this plan it is necessary to take an inventory 
 of the produce on hand and put it in on the line brought for- 
 ward in the Produce Purchased column of the Controlling Sec- 
 tion. He can always balance his two columns, of produce 
 purchased and produce sold at any time he wishes or at the 
 end of each month to ascertain his profit or loss in the hand- 
 ling of produce. 
 
 In the use of the McCaskey Cash Register System or Sec- 
 tion each transaction is rung up separately. If it is handled 
 as a purchase, entry is made on the Daily Record Sheet as 
 ‘paid out for stock’; the part that is credited on the account is 
 rung up as ‘received on account’. Any part that represents a 
 ‘cash sale’ is rung up as a ‘cash sale’; in this manner the re- 
 ceipts balance the paid outs and the equilibrium of the ac- 
 counts and cash drawer is maintained. 
 
 Following are some examples of typical produce transac- 
 tions showing how the accounts are maintained at a balance: 
 
 When produce is taken into stock as a purchase — a cus- 
 tomer brings in $8.00 worth of produce and is given its equiv- 
 alent in merchandise. 
 
 Paid out for stock (record on Daily Record 
 
 Sheet) 8.00 
 
 Cash sale (rung up on the cash system) 8.00 
 
 626 
 
McCASKEY SELLING POINTS 
 
 A customer having a debit of $20.00 brings in $8.00 Vv^orth of 
 produce and is given $3.00 v/orth of merchandise and credit on 
 
 account. 
 
 Charge sale (handled on register, etc.) ..$3.00 
 
 Account forwarded (handled on register, etc.) 23.00 
 
 Paid out for stock (Daily Record Sheet) 800 
 
 Received on account (cash register system and 
 
 Daily Record Sheet) 8.00 
 
 THE DOLLAR IN THE CASH DRAWER 
 
 Frequently a merchant will state that he has no need for 
 the department classification offered by the McCaskey Cash 
 Register System. An exceptionally practical reply that aids 
 in selling many of the McCaskey Cash Register Systems lies 
 in analyzing for the merchant the dollars he places in his 
 cash drawer. Pie will be inclined to think that every dollar 
 means the same to him, but he can be quickly dissuaded from 
 this view. 
 
 The condition in a service station offers a distinct in- 
 stance. On a certain date an actual service station owner 
 was paying 18c for gas, selling it at 22c and making an approx- 
 imate gross profit of 18% ; he was paying 60c for oil, selling 
 at a dollar and showing a gross profit of 40% ; he was selling 
 tires at a 20% gross profit; chains and other accessories 
 at from 25% to 35% gross profit; his gross profit on a car 
 wash was placed at 60%. Did every dollar in his cash drawer 
 mean the same to him when he considered that the dollar 
 from oil sales did twice as much to aid him in operating his 
 business and making a profit as the dollar from gas sales? 
 It is this factor which makes it imperative for every business 
 seriously seeking to make a successful return to keep depart- 
 ment records and know what each department is doing. 
 
 Through building up the departments which bring in the 
 greatest gross profits, and pushing such sales, the manager of 
 a business is enabled to take definite, intelligent steps to in- 
 crease the income from his business. 
 
 CAN YOU ANSWER THESE QUESTIONS 
 EFFECTIVELY? 
 
 1 — How does McCaskey System make it easy for 
 customers to pay their accounts? For merchants 
 to collect? 
 
 2 — In what ways does the McCaskey System help the 
 merchant? The customer? The clerk? The 
 bookkeeper ? 
 
 3 — What are the three fundamental steps to be taken 
 toward selling McCaskey System? 
 
 4 — Name 14 actual losses which merchants face in 
 business. How does the McCaskey eliminate 
 these losses? 
 
 5 — Name 3 possible losses. How does the McCaskey 
 eliminate them? 
 
 6— What is meant by '‘Selling by comparison?^’ Give 
 examples. 
 
 7_What is an investment? How is it measured? 
 Present the McCaskey System as an investment. 
 
 627 
 
McCASKEY SELLING POINTS 
 
 8 — Give an investment ap-peal which tends to inter- 
 est an elderly merchant; a young man in business. 
 
 9 — What is expense? Illustrate. Discuss the expense 
 of a McCaskey System. 
 
 10 — Plow does the McCaskey System solve the ‘bad 
 debt"' problem? 
 
 11 — V/hat are the bad debt losses in terms of percen- 
 tage in the clothing business? Coal? Drug? 
 Grocery? Tire? Shoe? 
 
 12 — Give an effective closing argument to be used 
 where your prospect uses or favors the “Individ- 
 ual Book System. 
 
 13 — Give an effective closing argument to be used 
 where your prospect uses or favors the daybook 
 and ledger, autographic register, etc. 
 
 14 — How does the McCaskey System m-ake it easy to 
 handle the produce sale? 
 
 15 — Give an example to illustrate why department 
 sales records are necessary to correctly judge the 
 dollars in the cash drawer. 
 
 629 
 
McCASKEY SERVICE METHODS 
 
 Chapter X 
 
 McCaskey Service Metkods 
 
 The manufacture and distribution of such a mechanical 
 device as the McCaskey Cash Register adding and register- 
 ing unit and the McCaskey Adding Machines presupposes the 
 introduction of service methods and service agencies toward 
 maintaining consistent operation of the machines in the hands 
 bf the users of the company’s products. The McCaskey ser- 
 vice methods are truly modern. They have been developed 
 as the result of a typically modern experience with a marked- 
 ly modern device. 
 
 The rugged build of the machines, the factor of a mini- 
 mum of delicate parts and wide experience in the handling 
 of business equipment and in the forming and executing of 
 service policies have combined to make it possible for the 
 company to inaugurate a method of meeting service needs 
 with simplicity and thoroughness. Success in eliminating dif- 
 ficulties has resulted in success in doing awa3^ with the causes 
 of difficulties to a large extent and the McCaskey machines 
 of today call less and less for attention in the field of prac- 
 tical service. 
 
 Where the customer and salesman and company have a 
 common understanding of the plans by which service calls are 
 handled, there need be no confusion or delays in the obtain- 
 ing of prompt service. The need for adjustment or repairs is 
 explained in this chapter; also steps necessary to service. The 
 more general complaints are enumerated together with the 
 specific instructions for handling them with satisfaction. In 
 order that the salesman recognize and be able to explain the 
 few leading causes of trouble, they are enumerated in this 
 section together with instructions as to how the difficulties 
 may be located and remedied. 
 
 The McCaskey Guarantee 
 
 The McCaskey cash register and adding machine products 
 carry a one-year guarantee of successful operation. This guar- 
 antee is mailed with the invoice to the customer and is clear- 
 ly worded. It reads: 
 
 “The McCaskey Register Company hereby certifies that 
 Adding Machine No covered by invoice bear- 
 
 ing even date herewith is warranted to be in good and usable 
 condition, and that it will remain in good usable condition for 
 a period of one year from date hereof, provided said machine 
 receives proper care and treatment. And the McCaskey Regis- 
 ter Company further agrees that in case said machine should 
 get out of order through ordinary and proper use during said 
 period of one year, that it will make all necessary repairs and 
 adjustments without charge to purchaser at its factory. Alli- 
 ance, Ohio, providing said machine is returned to it at said 
 factory, and the McCaskey Register Company agrees to re- 
 turn said machine after it has been repaired to original point 
 of shipment, shipping charges one way to be paid by The 
 McCaskey Register Company, the holder of this guarantee to 
 
 701 
 
McCASKEY SERVICK METHODS' 
 
 pay shipping charges one way. This agreement does not applv 
 to any machine which becomes out of repair, or damaged, or 
 requires replacement through abuse, accident, violence or im- 
 proper use of said machine and is null and void if the said 
 machine is repaired or altered, or attempted to be repaired or 
 altered by any other person than an employee of The McCaskey 
 Register Co.” 
 
 Tke Recognized Need For Service 
 The McCaskey Register Company does not presume that 
 McCa.skey registering' and adding machines will not get out 
 of or^ier. Such perfection in manufacture and materials has 
 never been attained and once these products were ready for 
 distribution there v/as a recognized need for service. Each 
 machine is thoroughly tested and inspected before it leaves 
 the factory. As far as skilled mechanics can learn each is 
 ready for years of consistent, practical service. 
 
 However, from the hour it leaves the factory and is placed 
 in the care of the transportation company for shipment, each 
 machine is called upon to undergo certain transportation 
 trials. The majority of the machines are properly handled 
 and reach their destination as ready to operate as when they 
 were last tested at the factory. Others, mishandled or acci- 
 dentally jolted and jammed, reach their destination in an un- 
 satisfactory condition. 
 
 Shipments are made according to the customer's contract, 
 F. O. B. Alliance. The transportation comipany signs a receipt 
 for each shipment in good condition; agrees to deliver it in 
 good condition and is liable for cost of repair or replacement 
 in case of damage. The transportation com.panies charge a 
 higher rate for shipments of a fragile character as compared 
 with others and this higher rate is paid to obtain the full pro- 
 tection neccssar}^ Nothing therefore absolves the transpor- 
 tation company where damage results in transit. 
 
 In other cases, carelessness on the part of the individuals 
 handling the shipment after delivery has tendency to result in 
 dam.age. Lack of care in unpacking has been responsible for 
 trouble. As stated, mechanically operated devices of the add- 
 ing machine type are inclined at times to require attention. 
 The company appreciates this condition and is ready to meet 
 it. 
 
 Whenever a cash register or adding machine arrives out 
 of order, the carrier's agent at the destination should be noti- 
 fied as soon as the shipment has been unpacked so that the 
 carrier's agent can make his report upon the paid transpor- 
 tation receipt. If the damage be of a concealed nature the 
 customer should comply with all instructions regarding the 
 handling of concealed damage given in Chapter XI, “Sales- 
 manship In Co-operation." 
 
 THE McCASKEY SERVICE PLAN IN DETAIL 
 
 Service or adjustments are handled by the company 
 through correspondence with the customer, by employment of 
 authorized service stations in the customer's community or 
 by return to the factory for repairs or for permanent replace- 
 ment. There are additional instances where the call for ser- 
 vice is made direct to the salesman or to the division office 
 and the adjustment or repairs satisfactorily handled in the 
 field. 
 
 When a trouble call is received the most important in- 
 
 702 
 
McCASKEY SERVICE METHODS 
 
 formation necessary to determining what method will most 
 quickly and effectively give permanent satisfaction is the in- 
 formation as to what is wrong with the machine. This does not 
 jxequire a mechanical description, but a report as to what the 
 machines does that it should not do — or what it does not do 
 that it should do. Time is lost and service to the user is im- 
 paired where it is necessary to carry on extended correspond- 
 ence to obtain a more complete description of what the trouble 
 is than that given in the first report 
 
 The greatest percentage of troubles is cleared up by cor- 
 respondence. Records for a period of several years show 42% 
 of all calls to have been satisfactorily cared for in that man- 
 ner. This indicates that the great majority of troubles result 
 from minor causes and that v/here proper information is given 
 as to the trouble on first report, a quicker, more satisfactory 
 adjustment will be effected by correspondence than by other 
 possible methods. 
 
 In the case of adjustment by correspondence with the cus- 
 tomer, written instructions are given which can either be fol- 
 lowed successfully by the customer himself or by a local me- 
 chanic called to his aid. 
 
 Where it is not possible to definitely outline to a customer 
 just how an adjustment should be made, the most effective 
 and prompt service is rendered by the customer taking the 
 machine to the service man and obtaining immediate attention. 
 This is the manner in which most of the adjustments by ser- 
 vice station are handled. 
 
 In other cases instructions are sent by the company to 
 the service man to call on the customer; at the same time the 
 customer is urged to follow-up the request by getting in touch 
 with the service man and preventing delay in correction of 
 the trouble. In territories where an authorized service station 
 is not located near the customer, the customer is informed 
 that repairs can be handled by shipping the machine to the 
 nearest specified service station or by shipping it to the fac- 
 tory. When shipment to the factory is suggested, the custom- 
 er is offered the loan of a machine to use while repairs to his 
 machine are being made. The loaned machine is sent for 
 temporary use without charge except for the transportation 
 charges on the loaned machine. 
 
 Replacement by shipping a new machine in an even trade 
 for the customer’s damaged one is a method followed only in 
 extreme instances and where the machine returned is abso- 
 lutely new, and in a case where a complete report of the trou- 
 ble and conditions have been furnished the company. The 
 salesman should never promise a customer a new machine in 
 replacement for a damaged one until authorized to do so by 
 the company. 
 
 Aside from adjustments made in the field by salesmen and 
 division offices, the company recognizes four methods of ad- 
 justment and repair of cash registers and adding machines : 
 
 1 — By correspondence with customer and written in- 
 
 structions which the customer or local mechanic 
 can follow; 
 
 2 — By instructions to authorized service station in cus- 
 
 tomer’s community; 
 
 703 
 
McCASKEY SERVICE METHODS 
 
 3 — By return of machine to the factory for repair and 
 
 reshipment, and the loan of a machine for tempor- 
 ary use ; 
 
 4 — By replacement of the damaged machine with a new 
 
 machine on company order. 
 
 Response to a service call cannot always be a cold set of 
 instructions along the lines of the 1, 2, 3, or 4 methods named. 
 In some cases it will be necessary to check over several causes 
 to determine the proper adjustment to be made. Every case 
 must be carefully studied and then handled with the customer 
 along the best procedure determined upon. 
 
 The company letter to a customer will point out the pos- 
 sible causes that would result in the trouble faced, explain 
 where to look for the difficulties and how to proceed to make 
 the adjustment. In ease of doubt as to whether the prelim- 
 inary instructions will entirely overcome the difficulties, fur- 
 ther explanation is made to the extent that the situation might 
 best be handled by a McCaskey service station or by return of 
 the machine to the factory, or giving the customer the op- 
 tion of shipping the machine to the nearest McCaskey service 
 station or returning it to the factory. If the customer chooses 
 to return the machine to the factory, and the conditions sur- 
 rounding the case make it appear advisable, a machine is 
 loaned for use while the customer’s machine is being repaired* 
 The McCaskey method of arranging for service by corres- 
 pondence will be seen to offer first the plan which it is be- 
 lieved will result in quick adjustment, next — recommendations 
 as to the best step in case the preliminary suggestions do not 
 solve the difficulty, and finally, shipment to the factory in 
 cases where the first suggested methods fail. 
 
 The McCaskey Service Department is continually posted 
 as to all changes in McCaskey cash register system models. 
 Careful study is made of each service case and the remedies 
 applied where trouble has developed. Consequently, the de- 
 partment is most ably informed to go into detail in a manner 
 that in the large majority of cases corrects existing evils in 
 short order by written advices. 
 
 TEN MINOR ADJUSTMENTS FOR 
 FIELD CORRECTION 
 
 Following is a list of ten minor adjustments which the 
 salesman is able to recognize and in the large majority of 
 eases correct himself or explain to a customer or local me- 
 chanic how to correct them in the field. 
 
 1 — Ribbon not reversing properly — 
 
 2 — One key not remaining depressed — 
 
 3 — One row of keys not remaining depressed — 
 
 A — Entire keyboard not remaining depressed— 
 
 5 — Operating handle locked — 
 
 6 — Detail strip not spacing properly^ — 
 
 7 — Detaih strip not rewinding properly — 
 
 8 — Lever operation stopped — 
 
 9 — Madhine not adding correctly — 
 
 10 — Cash drawer not operating freely — 
 
 1 — Ribbon not fever sing properly: Make sure that the rib- 
 bon is fastened securely to the spool spindle so as to -prevent 
 
 704 ' 
 
McCASKEY SERVICE METHODS 
 
 the spool turning inside the spring which grips the ribbon to 
 the spool. If this does not correct the trouble, it is likely 
 caused by a slight binding in the automatic reverse mechan- 
 ism. In some earlier models and occasionally on a new ma- 
 chine this mechanism becomes lodged on dead center. It is 
 usually traceable to the operation of the machine itself, as 
 there is little danger of this trouble resulting if the operation 
 of the handle is made with uniformity of stroke. 
 
 Where the trouble develops, in most cases, the shift can 
 
 be thrown by placing the hand on the ribbon spool that is 
 
 fully wound, holding it firmly so that it will not turn, and 
 then operating the lever 15 or 20 times. Where this does not 
 
 clear up the trouble, it is necessary to remove the cover or 
 
 case of the registering and adding unit and examine the re- 
 verse mechanism which is located in the rear of the machine 
 immediately beneath the detail strip roll carriage. If trouble 
 with this part should continue due to a weakness in the spring, 
 a new spring can be furnished and very easily placed in posi- 
 tion after the cover has been removed. 
 
 2 — One key not remaining depressed: — This is an indica- 
 tion that the key post is being obstructed so that it cannot be 
 depressed far enough to permit the key rack to slide over into 
 the groove of that particular key to hold it down. The cor- 
 rection for this trouble with one or more individual keys is 
 to place a small block of wood, rounded at the bottom, just 
 inside the nickel plated key ring and tap the key down lightly 
 until it will depress far enough to permit the rack to slide 
 over and hold it depressed. Though the method of adjustment 
 is simple, it will be found to be effective. 
 
 3 — One row of keys not remaining depressed : — The cause 
 is most likely to be found in the key rack binding. There is 
 one rack immediately under the keyboard and extending the 
 full length of each row of keys on each side. If one of these 
 racks should be binding at one of the supporting ends, so as 
 to prevent the rack from sliding into the groove which holds 
 the key post down when it is depressed, the trouble can be 
 corrected by removing the cover and slightly bending the 
 binding rack at the supporting end to give it a free movement. 
 It is not always necessary to remove the cover, as in many 
 cases just a slight jar of the machine will correct this trouble. 
 
 These parts are fitted and carefully tested before the 
 machine passes inspection, yet sometimes a piece of filing, or 
 a damage in transit or a dent in the case may cause the trou- 
 ble. When it develops, it is usually with the new machines 
 and traceable largely to vibrations or rough treatment in trans- 
 portation. It is a simple matter to correct, it the customer or 
 local mechanic know where to look for it. 
 
 •r^Entire keyboard not remaining depressed all prob- 
 ability this is because the shuttle bar in the back of the ma- 
 chine has lodged in the upward position, the same as it does 
 when the total key is depressed. When the total key is de- 
 pressed this shuttle bar rises and spreads the key racks for 
 each row apart and permits the keys on the keyboard to 
 restore to normal position. A slight rough surface on these 
 parts of a new machine might cause this shuttle bar to bind 
 so that the spring would not be strong enough to restore it to 
 normal position. 
 
 In a case of this kind it is recommended to simply strike 
 705 
 
McCASKEY SERVICE METHODS 
 
 the keyboard, then the total key, with the palm of the hand. 
 If that does not release it, give the entire machine a slight 
 jar. If the trouble remains yet uncorrected, it is necessary to 
 remove the case and restore the shuttle bar to its normal posi- 
 tion, making an examination to determine where it is bind- 
 ing. The last named step is rarely necessary. This shuttle 
 bar is saw-tooth in appearance and is at the back of the ma- 
 chine. It operates to an upward position when the total key is 
 depressed; and should be restored downward to a normal posi- 
 tion when the total key is released. It is easily located when 
 the case of the machine is removed. 
 
 5 — Operating handle locked : — Examine the typebars — each 
 typebar should have a slight upward and downward movement, 
 but little more than a thirty-second of an inch. If one of 
 these typebars appears to be binding, take a screw driver or 
 similar instrument, hold it directly on top of the typebar 
 and strike it with the palm of the hand. If the locking is 
 caused by binding at that point, the machine will release. The 
 same trouble will seldom be repeated. 
 
 If the trouble should continue to develop, report should 
 be made to the company and from that point steps will be 
 taken to have it examined by a service station or to have it 
 shipped to the factory. 
 
 If the locking of the machine is not corrected by the method 
 outlined above, it is recommended that first the total key and 
 then the entire keyboard be struck with the palm of the hand; 
 next give the entire machine a firm jar. Where this order of 
 procedure does not release the machine, the case should be 
 removed and the lever or dog on the right hand side, locking 
 the handle, should be raised so as to permit the handle to be 
 restored backward to its normal position. If the cause of 
 the locking is of a minor nature, due to some irregularity in 
 which the machine handle was operated, the unlocking of the 
 machine will release and the machine can be continued in use. 
 If it is yet giving trouble, company attention or station re- 
 pair service is in order. 
 
 The lever or dog referred to is located on the right side 
 of the machine, backward and a little higher than the handle 
 shaft. Its function is to force the completion of a full for- 
 ward stroke of the handle before permitting the handle to 
 return to the backward normal position. Where the handle 
 would otherwise be permitted to be pulled part way forward 
 only and then returned to normal, incorrect addition might re- 
 sult. Where release is effected after a machine has been 
 locked, test the machine for correct addition before replacing 
 the case. If it operates correctly, the trouble was minor and 
 4n all probability will not develop again 
 
 Proper use of the machine, keyboard and handle in parti- 
 cular, will go far to avoid such locking troubles. If the keys 
 are held down with one hand while the handle is operated 
 with the other, there is danger not only of the machine lock- 
 ing but of some of the parts binding; in such a case correc- 
 tion of the difficulties resulting might not be as easily obtain- 
 ed. In the use of the McCaskey adding machine, instructions 
 are to operate both keyboard and handle with the right hand, 
 leaving the keyboard entirely free from pressure while the 
 liandle operates. '' ‘• 
 
 6 — Detail strip not spacing properly : — This is caused in 
 most instances by iThe detail strip carriage or the rewind as- 
 
 706 
 
McCASKEY SERVICE METHODS 
 
 sembly being bent and the carriage sprung so that the spacing 
 pawl is not permitted to operate freely. The bending of these 
 parts often occurs when the machine is being lifted from the 
 packing case or carried about the store, the detail strip rewind 
 being used as a handle. The instruction booklet cautions 
 against the use of this part as a handle with specific intent to 
 aid in avoiding this trouble. 
 
 Generally, if the parts are not too badly bent, they can be 
 restored without the returning of the machine to the factory, 
 The^ principle upon which this spacing mechanism works is 
 simple — a small plunger extends upwards through the casing 
 of the machine and with each operation of the handle, it raises 
 the spacing pawl. If the trouble is not found in the spacing 
 pawl, spring or ratchet, an examination should be made of the 
 plunger to see that it is working freely, not binding against 
 the case. The bending of the rewind carriage causes most of 
 the trouble where the rewind is not working properly. 
 
 7 — Detail strip not rewinding properly — Where the detail 
 strip runs crookedlj'- or does not wind properly, the first step 
 is to check the manner in which the detail strip is threaded ; 
 the, paper should come from under the supply spool as illus- 
 trated in the instruction booklet. Investigation should also be 
 ;made to be sure that the shaft on which the paper rewinds is 
 not binding; also that the belt has sufficient tension to turn 
 the shaft under normal operation of the machine. 
 
 8 — Lever operation stopped: — In early models the main 
 link stop assembly arm was not as substantial as in present 
 models. This is the connecting mechanism which operates the 
 plunger for opening the cash drawer when the handle of the 
 registering and adding unit is pulled forward. If the cash 
 drawer plunger happens to be binding so that it requires more 
 than ordinary force to operate it, the main link stop assembly 
 arm might be snapped off. This part is located just inside 
 the case on the shaft to which the handle of the machine is 
 fastened. Were this part broken, the handle would not oper- 
 ate the registering unit; neither would it open the cash draw- 
 er. 
 
 The assembly arm can be easily replaced on the machine 
 after the case has been removed and wherever trouble of this 
 kind develops quicker service can be had by having the com- 
 pany forward the new part to replace the broken one. 
 
 9 — Machine not adding correctly: — Often this too is the 
 result of some minor cause, or failure to operate the machine 
 properly. Quicker service action is possible in cases of this 
 nature if the report of trouble includes as well a section oi 
 the detail strip of the machine showing just what the error 
 is. Assurance should be obtained that the adding machine 
 was clear at the time the listing or calculation was begun, and 
 that a clear total signal appears on the detail strip. This lat- 
 ter suggestion is important because it establishes at once 
 whether or not the incorrect addition is machine trouble or 
 simply improper operation of the machine, or the operation 
 of it without having the machine cleared. Again — ^right hand 
 operation of the keyboard and right hand operation of the 
 handle, relieving the keyboard of pressure while the handle 
 is being used may prevent altogether complaints of this kind. 
 
 10 — Cash drawer not operating freely: — This part of the 
 machine is substantially built and has very few parts from 
 
 707 
 
MeCASKKY SERVICE METHODS 
 
 which any trouble may develop in operation. Under normal 
 condition it will give many years oi service without requir- 
 ing attention. 
 
 In some cases, however, dust is likely to accumulace along 
 the guide tracks and on the rollers wtiich control the easy 
 back and iorth movement of the drawer. Where these parts 
 are occasionally cleaned the drawer will operate with contin- 
 ued freedom. Often, where the cash drawer does not open as 
 freely as it should the trouble is attributed to the spring at 
 the back of the cash drawer, whereas the real cause is finally 
 located in the fact that the rollers and tracks mentioned have 
 accumulated dust, hardened by grease, and thus blocked 
 smooth operation of the drawer. 
 
 Report of cash drawer trouble should contain brief state- 
 ments as to how the trouble interferes with cash drawer op- 
 eration. 'With such information at hand the company is able 
 to direct the adjustment. In case any parts are required they 
 can usually be installed by the customer or by some local 
 mechanic without the added expense of calling a service sta- 
 tion. 
 
 USE OF AUTHORIZED SERVICE STATIONS 
 
 The plan of handling McCaskey service through authorized 
 service stations has been in operation successfully for several 
 years. The company has stations established in all of the 
 principal cities and one or more service stations in most of the 
 territories. The culmination of the idea will result in the 
 placing of such a station within a few miles reach of each 
 group of cash register users. Each salesman is requested to 
 co-operate in the building of this service station chain by re- 
 porting to the division manager any repair stations in his ter- 
 ritory that he would recommend to handle the service calls 
 of his cash register system users. Arrangements will then be 
 made to engage the suitable stations. 
 
 Present methods include an arrangement whereby service 
 stations will handle the repairs and adjustments to McCaskey 
 cash register Systems and adding machines when the need for 
 such service is referred to them by the customer direct, by 
 the salesman, the division office or the home office. Some 
 of these repair stations are in position to send men out into 
 the field, to call upon the customers and make the repairs at 
 the store or business place of the customer. Others are able 
 only to service those machines brought or shipped in to them 
 for attention. 
 
 The service station is required to furnish a report on each 
 case, giving date, serial number of machine, brief description 
 of trouble making service call necessary, adjustments made, 
 user's name, street address, city and state. The station is 
 provided with forms for convenience in handling this report. 
 
 Rates at which service is to be furnished is determined 
 upon. They vary at different points from $1.00 to $E50 per 
 hour. Seldom do the charges for a given repair service ex- 
 ceed $5.00; the average approximates ^.00. 
 
 The McCaskey guarantee is explained to the service sta- 
 tions for their information. Where the call is referred to the 
 service station by the company, the company is invoiced for 
 the work done. If the customer made the call, the service sta- 
 tion usually finds it convenient to make collection from the 
 
 708 
 
McCASKEY SERVICE METHODS 
 
 customer direct, particularly if he learns that the one-year 
 guarantee has expired. However, since all service stations 
 are operated under an authorized company plan, the company 
 guarantees payment for all services performed by them for 
 the company. This relieves service stations of handling dis- 
 putes with any customers regarding service charges. Where 
 any customer declines to handle payment direct with the ser- 
 vice station, the latter bills the company which in turn handles 
 the matter with the customer. 
 
 It is surprising what results are to be obtained where 
 the salesman and customer, informed as to the manner in 
 which complaints can best be handled along the line of the 
 companys methods as here explained, co-operate with the 
 company to give and obtain quick, satisfactory service. 
 
 CAN YOU ANSWER THESE QUESTIONS 
 EFFECTIVELY? 
 
 1 — What is the substance of the McCaskey guarantee 
 of service on the registering and adding unit? 
 
 2 — Why is there a need for service on cash register 
 and adding machine products? 
 
 3 — What is the responsibility of the carrier in hand- 
 ling cash register and adding machine shipments? 
 Why are higher rates paid for fragile articles in 
 shipment ? 
 
 4 — Explain in general the McCaskey service plan. 
 
 5 — Who must authorize return of machines to the fac- 
 tory? Replacement with new machines? 
 
 6 — Name 10 minor adjustments which can be ordinar- 
 ily made in the field. 
 
 7 — What is the trouble in all probability when one 
 row of keys will not remain depressed? How can 
 this condition be corrected? 
 
 8 — Why is right hand use of keyboard and operating 
 lever advisable? 
 
 9 — How can incorrect spacing on the detail strip be 
 adjusted. What is the spacing pawl? 
 
 10— What is the important step in reporting a ma- 
 chine which does not add correctly? How might 
 this be a simple fault of incorrect operation? 
 
 11 — What is generally wrong when the cash drawer 
 operation is faulty? 
 
 12 — How are the McCaskey service stations located 
 and used? 
 
 709 
 
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 V'-Vv 
 
SALESMANSHIP IN CO-OPERATION 
 
 Chapter XI 
 
 Salesmanship in Co-operation 
 
 The salesman's territory is the McCaskey Register Com- 
 pany’s service station. It is the center of communication be- 
 tween the merchant user, the prospect and the company. 
 
 In order to make the service to McCaskey users and pros- 
 pects most satisfactory in every detail there are many points 
 of contact between the salesman and the company which must 
 be recognized and used freely. There is the Sales Department 
 under whose direct jurisdiction the salesman works in hand- 
 ling sales, the Advertising and Sales Promotion Departments 
 which co-operate with the salesman to locate and keep warm 
 the prospect, the Credit, Order, Collection, Claims and Com- 
 mission Departments with whom the salesman continually 
 enjoys contact in the handling of his territorial business. 
 
 Where the salesman operates in complete accordance with 
 the regulations and the policies of the company, using the con- 
 structive suggestions made by the company from time to time, 
 and giving sincere consideration to the requirements of the 
 several departments named, then and then only, will the 
 McCaskey Register Company gain the merchant or dealer con- 
 fidence it should receive from the salesman’s territory. 
 
 As representative, the salesman stands for the McCaskey 
 Register Company in his territory. His closest co-operation 
 with the company is directly necessary to the success which 
 the company is to make in that territory. 
 
 CO-OPERATION WITH THE, SALES DEPARTMENT 
 
 Every salesman is under the indirect control of the Sales 
 Department whose head is the Sales Manager. He is under 
 the direct supervision of the Division Manager in whose di- 
 vision his territory lies. 
 
 As one of the division sales force he is responsible to his 
 Division Manager for the manner in which he covers his terri- 
 tory. He is hired and trained by his Division Manager. He 
 must keep in closest communication with his Division Office 
 at all times and wherever possible keep that office informed 
 so that he may be reached by telephone or telegraph. 
 
 The Division Offices work directly in connection with 
 the Sales Manager’s Office. Sales policies and campaigns are 
 inaugurated and pushed from the Alliance headquarters. A 
 General Letter System of keeping the salesman informed at 
 all times as to v/hat is being planned, changed or decided by 
 the company is directed' to the sales force by the Sales Man- 
 ager. Series of sales ammunition are continually distributed 
 within the sales force. All special cases are considered and 
 judged by the Sales Department and, as far as the salesman 
 is concerned, it is the governing body of the business. 
 
 801 
 
SALEISMANSHIP IN CO-OPKRATION 
 
 The McCaskey Sales Department works continually to- 
 ward increasing the value of the McCaskey product and pro- 
 position for the combined good of the public at large, the 
 salesman who distributes it and the company which manufac- 
 tures it. Suggestions for the betterment of the product are 
 acted upon by this department; when found advantageous, they 
 are incorporated. Every effort is made to give the salesman 
 the best that modern manufacturing methods can provide 
 through the most satisfactory sales organization the company 
 can devise. 
 
 The salesman is a member of the Sales Department of the 
 company. As a member of that department, he is the McCas- 
 key Register Company in his territory. His actions and poli- 
 cies must be in complete accord with the policies advanced 
 by the Sales Department managers. 
 
 When a new salesman is taken on list by a Division Man- 
 ager, the Sales Department at Alliance is so informed. The 
 equipment for each salesman is obtained from Alliance on re- 
 quisition through the Division Manager. Thereafter any of 
 the needs which salesmen have for equipment, advertising, 
 etc., must be requisitioned through the Division Office. Re- 
 quests for materials which are sent direct to Alliance will not 
 be honored until O K’d. by the Division Manager. 
 
 The equipment carried by the salesman includes the fol- 
 lowing articles: 
 
 Sample Credit Register 
 
 Sample Cash Register 
 
 Sales Manual 
 
 McCaskey Informer 
 
 Salesbook Sample Folder 
 
 Testimonial Booklets 
 
 Register Price List 
 
 Salesbook Price List 
 
 Register Photo Album 
 
 Daily Record Sheet Pad 
 
 Business Recorder 
 
 Supplemental Instruction Booklet 
 
 Compartment of Register Leaf 
 
 Slip Holder 
 
 Salesbook Samples 
 
 Advertising Pieces (Miscellaneous) 
 
 Forms (Necessary to complete demonstra- 
 tion) 
 
 Forms (Necessary to proper handling of ter- 
 ritory) 
 
 CO-OPERATION WITH THE ADVERTISING AND 
 SALES PROMOTION DEPARTMENT 
 
 Advertising through nationally circulated publications, by 
 direct mail to prospects and by distribution through sales- 
 men is being pushed continually iti the interests of increased 
 sales success. Reprints of advertisinfif in publications are re- 
 gularly mailed out to the entire sales organization and op- 
 portunity is granted for the requisition of a reasonable num- 
 ber of the reprints for distribution personally by the sales- 
 man. 
 
 802 
 
SALESMANSHIP IN CO-OPERATIOxN 
 
 Salesmen are always informed promptly when a new ad- 
 vertising campaign is ready for mail distribution. At inter- 
 vals requests are issued to the sales force for lists of names, 
 or lists of towns in which specially prepared advertising can 
 best be followed up to the mutual advantage of the sales- 
 man and the company. Immediate response to such requests 
 works to the advantage of both from the standpoint of suc- 
 cessful business. 
 
 Requests Follow-Up Advertising 
 
 Most important in line of co-operation with the Advertis- 
 ing Department is the consistent use of the form 0-256, “Re- 
 quests for Follow-Up Advertising.” The records provided by 
 the use of these triplicate slips give the salesman his own in- 
 formation on every prospect called on in his territory, keep 
 the Division Manager informed on conditions in the territory, 
 and permit the company to advertise and aid in developing 
 interest in the McCaskey product presented by the salesman. 
 Particular attention is called to the instructions in the cover 
 of the 0-256 books with emphasis on the final sentence in the 
 closing paragraph, “By possible buyer we mean a merchant 
 who can use anyone of our systems in his business to advan- 
 tage regardless of vv^hether or not he is interested”; and the 
 last two sentences in the third paragraph: “Full street ad- 
 dresses in cities and large towns are essential to assuring full 
 advantage of the advertising. Full details as to use of this 
 form will be found on the back cover.” The tremendous value 
 of close co-operation in adhering to these instructions cannot 
 be over emphasized. 
 
 Special follow-up advertising is mailed to the prospects on 
 whom information is given by the salesmen through these re- 
 quests. Three to five piece campaigns are used to keep pros- 
 pect interest alive while the salesman is in another part of his 
 territory. 
 
 In cases where unusual interest is shown in one or more 
 features of the system not touched on by the follow-up adver- 
 tising more personal treatment is given the prospect in the 
 form of a letter touching his particular case. The more com- 
 pletely the request slips are filled out, the more ably the Ad- 
 vertising Department can give aid to the salesman in obtain- 
 ing the order. 
 
 The Call Notice 
 
 Every inquiry comes to the Sales Promotion Department. 
 Immediately a request is made for a catalogue, for prices, or 
 descriptions of systems, or a return coupon or card is sent in 
 from the advertising, etc., the salesman is notified by a form 
 0-555, called a Call Notice. Whenever a salesman receives one 
 of these Call Notices he must take prompt steps to visit the 
 prospect and satisfy his every want concerning McCaskey Sys- 
 tems. An unusually large per cent of the inquiries for McCas- 
 key Systems are from merchants who want and need system. 
 They can be sold and are sold with regularity when followed 
 up without delays. 
 
 Hesitancy on the part of a salesman in following up Call 
 Notices has resulted in losses of sure sales to merchants who 
 wanted McCaskey Systems but wanted them at once. They 
 would not wait on a negligent sales representative. Proper 
 covering of a territory includes this ready response to Call 
 Notices mailed out on receipt of inquiries. 
 
 In detail the 0-256 and the 0-555 blanks are handled in this 
 803 
 
SAIlEglMANS^^IlP’ IN Ca-OPEKATION: 
 
 manner: The salesman makes out his record of call on the* 
 0-256 request blank after a call oma prospect; he mails the or- 
 iginal to Alliance^, the tissue duplicate ta^ his D>ivision- Manager- 
 and holds the yellow triplicate for a personal file of his own„ 
 In this> manner both the Alliance and division offices, as well 
 as’ the salesman himselfy have immediate’ and complete record 
 of the call. 
 
 Call Notices are mailed out from. Alliance,. They come im 
 quadruple sets; the original and yellow duplicate are mailed! 
 immediately to the salesman,, the pink triplicate to the Divi- 
 sion Office and the cardboard quadruple copy is riled in a date* 
 file in Alliance. At the end of fifteen days; if no report has:- 
 beeit received, a blue Call Notice Follow-up form- is mailed to 
 the salesman, a yellow duplicate to the Division Manager. If 
 the salesman makes the call, he makes notation orr the origin- 
 al of the Call Notice form' as to what success he had and for- 
 wards the original back to Alliance and the yellow duplicate 
 to the Division Office. If the report is satisfactory, the card" 
 in the AHianre file Is released. 
 
 Where the salesman reports a call but gives as^ information, 
 that the merchant was out,., or that the roads were impassable 
 and the party could not be reached, etc., the report is not con- 
 sidered satisfactory and the Call Notice is not released. From 
 the standpoint of the company, the complete handling of a 
 Call Notice includes the presenting of McCaskey information? 
 to the parties requesting it. Unless the information reaches? 
 the right parties and they have opportunity to determine in 
 favor of or against a McCaskey installation on the strength 
 of a complete demonstration and full answers to questions 
 raised, the inquiry has not been fully satisfied in the eyes of 
 the company. By national advertising through publications 
 and direct mail, the company is making heavy expenditures 
 towa-rd obtaining, inquiries on the McCaskey System from 
 those who could use it to advantage. The only manner in? 
 which the expenditures are justified is through complete fol- 
 low-up of the inquiry to its source. 
 
 If no report has' been received on the Call Notice at the 
 end of a second fifteen days, the situation is considered ser- 
 ious. At the end of each month the Sales Department is in^ 
 formed of all unreporfed Call Notices by divisions and each 
 Division Manager is sent a full list of the Call Notices un- 
 reported from the territories of his division. 
 
 User hste showing the names and addresses of the system 
 and supply users in the territory are furnished the salesman 
 as he takes over his territory. These show whether, the mer- 
 chants listed are system or supply users and indicate further 
 whether credit system, cash register, adding machine user, 
 etc. The user lists are obtained by requisition through the 
 Division Office. Iri this connection — a form, 0-263, included 
 in every salesman's supplies, provides for the recording and 
 forwarding to Alliance and the Division Office data relative 
 to a change in system ownership within his territory. When 
 a user sells out or simply disposes of his register to another, 
 the salesman covering his territory thoroughly soon learns of 
 the transaction and forwards the details to Alliance. The 
 original copy of the slips showing change of ownership is 
 sent to Alliance, the duplicate copy to the Division Office and 
 the triplicate retained for the salesman’s personal information. 
 
 804 
 
"■SAJLESMANSIIXP IN .CO-OPEIiATmN 
 
 The McCaskey Informer is a medium bringing real sell- 
 •ing iiiiormation into the hands oi the salesman, it stands sec- 
 ^ond only to the sales -manual in importance tor study by the 
 .salesman, i'he Inlormer is presented as “A Plain Dealer in 
 -Facts and Inior-mation Relating to Fstablished McCaskey Sys- 
 tem installations in All Fines ot Business; to a Working 
 ivnowledge of the Fundamental Frincipies Used in Running a 
 Business tor Profit; and to McCaskey System Advantages in 
 ^Serving Th-ose Principles.’' ihe intormer binder of today 
 includes the full details governing the use of the system in a 
 -large number of distinciiy varied linea of business, bringing 
 •to the attention of the salesman in a usable way, the better 
 ways in which a system installation can be presented and 
 -adapted. Each copy of the McCaskey Informer carries true 
 aales value,; the issues are full of authoritative information 
 .and can be used with complete confidence and with full en- 
 thusiasm in the results which the McCaskey is capable of ac- 
 ‘Complishing. Fram time to time requests are made of indi- 
 viduals of the sales force for some specific information re- 
 .garding a certain McCaskey installation to be reported in the 
 McCaskey informer; full assistance at such a time is support 
 for the entire sales force and is important to -the greater de- 
 velopment of substantial selling information. 
 
 Testimonial Letters from all lines of business are appre- 
 'Ciated. Such letters aid in the building of advertising pieces 
 -on the part of the company and are important as evidence 
 to readers of the advertising that McCaskey claims are prov- 
 -ing true in actual instances. The testimonial letters are dis- 
 tributed to the sales force so that they can be brought to bear 
 at opportune times when closing a system prospect. It is im- 
 portant that these letters come from ail lines of business, 
 that they come from every state and territory and that they 
 come continually that fresh evidence of appreciation of the 
 -McCaskey product is always at hand to aid in selling. Wher- 
 ^ever good users are found in the course of a salesman’s cov- 
 'Crage of his territory, the possibilities of obtaining a letter 
 to the company, expressing frank approval of the system and 
 emphasizing the points of particular value and effectiveness 
 in the particular business concerned, should be foremost in 
 ihe salesman’s mind. 
 
 The McCaskey Bulletin, the McCaskey s-alesmah’s house 
 •organ, is published each month by the Sales Department, ediD 
 ed by the -Sales Promotion Depai’tment. It contains all news 
 of sales force activities, standings in register and supply sales 
 -each month, competitive records and results, constructive 
 sales information and sales articles and stories by the sales- 
 men themselves. TFe Bulletin is mailed as near after the first 
 of each month as it is possible to obtain the monthly .standings 
 for publication. 
 
 CO-OPERATION WITJI THE CREHIT AND ORDER 
 DEPARTMENTS IN HANDLING THE ORDER 
 
 All orders are handled first by the Credit Department 
 where the buyer’s rating is determined and judged. They are 
 classified and ^inspected - by the Sales Department heads and 
 returned to the Credit Department for acceptance as regards 
 credit standing. They then pass to the Order Department 
 where, if they are regular and comply with all instructions, 
 they are accepted and billed to the customer. If they are ir- 
 regular they are held up until all irregularities have been 
 eliminated by eorrespondence, etc. 
 
 m 
 
SALESMANSHIP IN CO-OPERATION 
 
 Great care must be taken in writing all orders. The highest 
 type of McCaskey service can only be extended when the or- 
 ders are clear in every respect and can be handled without de- 
 lay of any description. This care is largely in the hands of 
 the salesman. Every precaution in making the order out 
 RIGHT is the strongest possible guarantee of first class de- 
 livery service. 
 
 Do it this way, to avoid errors : — 
 
 Print proper names; 
 
 Form letters with care; 
 
 Dot every 
 
 Cross every ^‘t”; 
 
 Distinguish between “u’s’^ and ‘‘n's^’; 
 
 Spell the customer’s name correctly; 
 
 Give trade name in addition where one is used — on all 
 forms ; 
 
 Describe the equipment ordered carefully; 
 
 Write out the terms clearly. 
 
 Credit Department Procedure — 
 
 Where the buyer is an old customer and his invoices have 
 been paid promptly, the order is accepted, providing of course 
 that the terms are in accordance with those in the price list. 
 If he is an old customer with a balance past due on previous 
 invoices, the order is held up until the past invoices have been 
 paid to date before any further credit is extended. 
 
 In cases where old customers have caused the necessity of 
 collections through attorneys, their consent to the terms must 
 be obtained or a cash in advance payment to the full amount 
 of the order. 
 
 New customers are accepted promptly where their rating 
 is O. K. If low rated or not rated, satisfactory information 
 must be secured before the order can be accepted. This infor- 
 mation is obtained from wholesale concerns with whom the 
 customer does business, from his bank, attorneys or commer- 
 cial agencies. 
 
 Salesmen should look up rating on new customers. If they 
 are not listed, or rated less than $1000 to $2000 first grade cred- 
 it (Dun’s K-3 or Bradstreets X-D the salesman should secure 
 at least three trade references. This can be done by observ- 
 ance of brands of goods sold or by questioning the merchant. 
 The surest way of getting these references to the credit de- 
 partment that the order may be accepted with as little delay 
 as possible, is through the use of the Credit Inquiry forms, 
 0-544. Co-operation in this respect avoids the cancellation of 
 many orders. 
 
 When you are written by the company for references on a 
 merchant, the matter should be attended to immediately. Cash 
 in advance is requested when the references secured on any 
 buyer are unsatisfactory. 
 
 The price list and terms are set down to be followed. 
 Strict adherence to regularity in writing orders is necessary to 
 acceptance. The company should not be expected to accept or 
 assume a risk that a salesman would not care to assume him- 
 self. Get payment in advance where doubt is felt regarding a 
 customer’s responsibility. This action protects the company 
 and your commission. Guaranteed accounts on the part of a 
 salesman are not desired. 
 
 806 
 
SALESMANSHIP IN CO-OPEKATlON 
 
 Date 
 
 Tize McCaskey Register Co., Alliance, Ohio, 
 
 j- (PRINT NAME AND ADD^SS) 
 
 Ship to C/a HA/ So// V- Q/O. ^ 
 
 Street/g £, Wi'a/TB/F ST., County jj£,_LA-iALAJSS- 
 
 Postoffice ZBbLA WA ff£. ^‘^‘0 _0 H I O 
 
 Ship-g PointJ Ei. A V/ A r? g. A y/ A f? F. 
 
 Shjp byFffeln^-fi. o. B. Alliance, O, via7>E^,V^S y /. V A /v/ //l,'?^gpay Stat. 
 
 Ship by the /Q ^DslY of A^ A / 1 ot* ns soon thepcaCter as possible o r earlier 
 
 ^ -^73 Cash ur ^ Consisting 
 
 One ^ f\ Credit System, Style / 3 3 Size ^ (o O of 
 
 "Price of Rcgfcter 
 
 tog 
 
 ^^Misc. Accts. V¥o.. Accts. Rec. 
 
 
 LIST FREE auppuiEs HER sy ^ ^ A oo fT~6u/pS 
 
 AU,T.^.^S:AiAAS...5i).f.s.L'LE..Sy~..JlAlkX^&&eJ:.a 
 
 'E.^.RiO.ES.AR—j3..9.A. .F.i.LA.rr:.MS^.o ALLP.... 
 
 CAa.i/!iA-Srr.; 3 .r.M.u£..AARU.^.rrr..:^^^ 
 Ir.miT. AAEJO. -■.■/■.■g.e.Tv4 - .g-...6«<nf‘g S Totaf.. 
 
 
 -Am Dollars 
 
 For which I or we agree to pay to THE McCASKEY REGISTER COMPANY the 
 sum ' 
 
 in legal currency, on the following terms: 
 
 (1) Full cash with order less 6% discount, net $ 
 
 <2) cash with order, balance 30 days from date of shipment, less 5% 
 
 -discount on 
 
 <3) cash with order, and — //.....monthly installments of 
 
 'each and one of $.3.^-..^r::trTr.evidenced by installment note of the undersigned; first 
 of such installments to be paid 30 days from date of shipment, and remaining install- 
 ments on the corresponding day of each succeeding month until the full amount has 
 jjeen paid ; and I, or we agree to make all Checks payable to The McCaskey Register 
 Company. 
 
 CAUTION ‘NO GOODS SOLD ON TRIAL 
 
 No. 1. It is expressly agreed that this order, including the conditions on 
 the back hereof, covers all agreements between the parties and can- 
 not be altered or varied by any verbal agreement or understanding. 
 Receipt of an exact duplicate of this order is hereby acknowledged by pur- 
 chaser’s signature. 
 
 Title to the goods to remain in The McCaskey Register Company until pur- 
 chase price or judgment for all or a ny part of same is paid in full. 
 
 Make alj^ 
 Received... 
 
 Dist. No. (.. 
 
 - Ter. No. (.. 
 
 Witness 
 
 ? Payable to The McCaskey Register Co. 
 
 nr:L..rr::~....?r.-.^.Ao. Dollars 
 on order of eveJif dat^or THE McCA^KEY^^GlSTER pO. 
 
 Line of Easiness.... 
 
 ORIGINAL for Company 
 
 Form 0-228 
 
 31742 
 
 Sample of System (Register) Order 
 Acceptably Written 
 
 807 
 
SALESMANSHIP IN CO-OPERATION 
 
 C. O. D. orders for salesbooks are not acceptable. Such 
 consideration is given only to stock supplies. The saiesbook 
 with the merchant’s individual signature and printing is not a 
 stock article. 
 
 All orders for the same customer should reach Alliance 
 pinned together. The Credit information can be secured at the 
 same time for the several orders and the acceptance is hast- 
 ened. 
 
 In the Order Department — 
 
 The following requests must be considered in the handling 
 of all orders: — 
 
 On register contracts: 
 
 Specify the style, size and finish of register wanted. 
 
 Bring any special features or supply omissions to the 
 company’s attention in such a manner that they be clearly 
 understood. If auditing clip springs are to be omitted from 
 the credit register, or special typebars from the cash register, 
 the contract should carry a definite notation to that effect. 
 
 On exchange sales furnish the serial number of the regis- 
 ter to be taken in exchange. 
 
 If the above information is not available, a clear record of 
 the size, style, etc., must be given. 
 
 Give serial numbers of registers in use by buyers of sup- 
 plies or salesbooks. 
 
 When either a register or saiesbook order is to be shipped 
 to some point other than that of the customer’s post-office, 
 specify the shipping point and make sure this shipping point 
 can be reached by the method of transportation specified on 
 the order. 
 
 On Saiesbook Orders: 
 
 Where a printed copy of the business heading or advertise- 
 ment to be printed on the books is not furnished, print this 
 data clearly. 
 
 Fill the specification spaces correctly. 
 
 Have each specification sheet O. K.’d by your customer to 
 relieve yourself and your company of responsibility for any 
 error not applicable to yourself or the company. 
 
 Specify whether or not the book is to be a folded or an 
 open-at-the-bottom style. 
 
 Specify definitely when a proof is to be submitted and re- 
 quest a proof wherever a question arises as to the correctness 
 of the copy. 
 
 Note on the face of the order or in a special letter ac- 
 companying each case in which a customer is in urgent need 
 of salesbooks. 
 
 When a cut is to be used inform the company and send the 
 cut in the same mail with the order if possible. 
 
 Give immediate attention to any order returned because of 
 some discrepancy; return it to the company or send informa- 
 tion concerning disposition of the order. 
 
 In the case of split shipments or future saiesbook orders, 
 make very definite dates and instructions to apply. 
 
 When a customer requests cancellation of a contract or 
 order before shipment is made, the company is obliged to ac- 
 cept it if it is impossible to obtain the customer’s consent to 
 
SALESMANSHIP IN CO-OPERATION 
 
 The McCaskey Register Co., Alliance, Ohio, 
 
 /]) (PRINT NAME^NO ADDRESS) 
 
 g!?.ipto [rAy j- So N. 
 
 Street /y\ A /// ST.^ County Ho ifT A G-E- 
 
 Postoffice CtA R f? B-TTS vTuL£_ State Q H- LQ 
 
 Ship’g PointG“A (? P-r-rS V/ I UL. g County 
 
 Ship hf’CrhiT.^ 'o B. Alliance, O., vi^ " E f? i E, Prepay Stat. 
 
 DatC4^.y2.A...A?.192...^ 
 
 jTT A ( 
 
 O H-l-O- 
 
 Ship by the / ^ Day of 
 
 One 
 
 j/192 7 or as soon thereafter as possible or earlier 
 
 Consisting 
 
 of 
 
 Cash or ^ ^ . 
 
 Ciadil-System, Stylejg Jj~^ f Size 
 
 •Mioo. Aeets Accts. Reg. Aooto. Pay- . 
 
 Price of Re 
 
 $ 
 
 jlster 
 
 o* 
 
 LIST FREE SUPPLIES HERE 
 
 /yiA.U.O.AA.d/^X. 
 
 
 S p E c». i A L,nr Y p E a r 
 
 
 
 
 
 
 
 
 
 
 
 Total ... 
 
 
 O o 
 
 For which I or we agree to pay to THE McCASKEY REGISTER COMPANY the 
 sum of 'joo Dollars 
 
 in legal currency, on the following terms: 
 
 (1) Full cash^with order less 6% discount, net $- — 
 
 (2) cash with order, balance 30 days from date of shipment, less 5% 
 
 discount on 
 
 (3) $. .3„<?...^..cash with order, and — J-P. monthly installments of 
 
 each aHd“CT>^ ' p !t $ ? . ' evidenced by installment note of the undersigned; first 
 
 of such installments to be paid 30 days from date of shipment, and remaining install--, 
 ments on the corresponding day of each succeeding month until the full amount has 
 been paid ; and I, or we agree to make all Checks payable to The McCaskey Register ; 
 Company. ' / ^ SasH 
 
 And a credit of will be given for Nor Q.~M..Aee. McCaskey A ee ouat . 
 
 Register Serial No-/.2-..4..^.3.when bill of lading is received by The McCaskey Regis- 
 ter Company, showing that said Register has been delivered f. o. b. transportation com- 
 pany (not express) at^iA.^/?.£TI5j(ii4eecurely packed and marked for The McCaskey 
 Register Company, Alliance, Ohio, provided such bill of lading is mailed within five 
 days from the date of receipt of goods above purchased. 
 
 CAUTION 
 
 No. 1 
 
 NO GOODS SOLD ON TRIAL 
 
 It is expressly agreed that this order, including the conditions on the back 
 hereof, covers all agreements between the parties and cannot be altered or 
 varied by any verbal agreement or understanding. 
 
 Receipt of an exact duplicate of this order is hereby acknowledged by pur- 
 chaser’s signature. 
 
 the goods to remain in The McCaskey Register Company until pur- 
 price or/fudgment for ?ill or any part of same is paid in full. 
 
 Purchator , 
 
 By Title.dfAAn(MU.. 
 
 J)ist. No. 
 
 ...^...Ter. No. (....L...) 
 
 6aleaman Witness 
 
 Make all Checks Payable to The McCaskey Register Co. 
 
 Rece/ved...7^././P..7r.^...™..~.L.^” Dollars 
 
 on order of even date for THJ^Sc^SK^^^RE^^^R CO. 
 
 Line of Business FjalmAJSjzajzIo.^... 
 
 ORIGINAL for Company 
 
 J ^N? 32775 
 Sample of Exchange System Order 
 
 809 
 
SALESMANSHIP IN CO-OPERATlON 
 
 accept the goods. At times when a request for cancellation is 
 referred to you, immediate action is required with a report on 
 the possibilities of reinstating the order. 
 
 Important to order acceptance: 
 
 In writing an exchange contract where a McCaskey System 
 is to be taken in exchange, be careful to specify only those 
 supplies to which a customer is entitled on the type of ex- 
 change in prospect. 
 
 Where a special quotation is given, reference to the letter 
 in which the quotation was contained must be made in sending 
 the order. 
 
 A properly filled out Remittance Blank must accompany 
 all cash sent to Alliance. If a single check covers more than 
 one order, a Remittance Blank must be made out for each 
 order. When a customer advances full payment on an order 
 to be shipped by parcel post, the parcel post charges should 
 be included in the payment. 
 
 Particular attention must be paid to the fact that the total 
 purchase price of a register agrees with the amount of the 
 monthly installments allotted to the buyer. 
 
 An order taken in another territory than that assigned to 
 any salesman must be accompanied by information to the ef- 
 fect that permission had been given by the Division Manager 
 for the sale. 
 
 CO-OPERATIOW WITH THE COLLECTION DEPART- 
 MENT IN AIDING COLLECTIONS 
 
 The beginning of a transaction between a customer and the 
 McCaske3^ Register Company lies in the register contract or 
 the salesbook order. If this beginning is perfectly clear to 
 both parties, subsequent complaints, misunderstandings, im- 
 proper claims and commission charge backs will be greatly 
 lessened. 
 
 It is important that purchasers understand fully both terms 
 of payment and terms of delivery. Our salesbook terms are 
 very simple, '30 days net, F. O. B. Alliance, Ohio or Boston 
 Mass.^ On these terms are based the McCaskey cost and sell- 
 ing prices. Only in case the cash comes at the same time as 
 the order is there discount on salesbook orders, and then it is 
 3%. 
 
 Cash discount on systems is 6% for full cash with order; 
 5% if paj^ment is completed within thirty days after shipment 
 and installment plan is waived. 
 
 Whether the customer wants his order to come by freight^ 
 express or parcel post is a detail of importance and should be 
 definitely specified. The customer should know that he is pay- 
 ing for the transportation charge and he should be informed 
 as to approximately how much this charge will add to the cost 
 of his goods. 
 
 Installation is a leading step along the route from order to 
 payment. The McCaskey Company agrees to install the sys- 
 tems. It is necessary to successful use of the systems and is a 
 promised consideration in securing the order. Installation is 
 as much your part of the bargain as acceptance of the system 
 is the duty of the purchaser. 
 
 Failure to install properly breeds customer dissatisfaction, 
 repudiation of bargain and delayed payment. This failure is 
 a menace to collections on the company’s part. For this reason 
 
 810 
 
SALESMANSHIP IN CO-OPERATION 
 
 0-94S 
 
 Ship to. 
 
 THE McCASKEV REGiSTER COa a.lleancEi oheo 
 
 ^ Date of Order... 19.. IIJ 
 
 
 
 Post SlaAe.^.J^. LA.MA.S.JE- 
 
 Shlpplng Point. County .'S. 
 
 Ship by..rrr^.7A.-Routlng.....^i^.A'.^.A..t...Prepay Sta? 
 
 Ship as soon as possible Terms — Not 30 days from date of shipment. 
 
 F. O. B. Alliance, O., or Boston, Rflass. 
 
 D 
 
 FoldSr No Order Wo..., - 
 
 B 
 
 QUANTITY 
 
 WRITE IN THIS SPACE NAME AND KINO OF SUPPLIES EXACTLY AS GIVEN IN PRICE LIST 
 
 PRICE 
 
 f ooo 
 
 1 p, SoR , SaLPSBooP'S 
 
 Lx 
 
 Sc 
 
 
 X Sp e(L.'j^ooK. 
 
 
 
 
 STo e, p' L u £ ^ARBnA/ 
 
 
 
 
 A/ OAA B E P 
 
 
 
 
 
 
 
 As per copy for printing and specification sheet furnished 
 
 In consideration of the price hereby obtained it is agreed that de- 
 livery at a specified date is not guaranteed, but that The McCaskey Reg- 
 ister Go'., will use every effort to meet customer’s requirements; that as 
 goods are of special manufacture and of use only to purchaser a quan- 
 tity varying not more than 10 per cent, either way will be accepted and 
 paid for pro rata; and that there are 
 
 No Conditions verbal or written except as herein contained. 
 
 This order is subject to acceptance by The McCaskey Register Com- 
 pany at Alliance, Ohio; or Boston, Massachusetts, and if so accepted 
 is not subject to countermand, but is subject to delay by accident, strikes, 
 or causes beyond the control of The McCaskey Register Go., and The 
 McCaskey Register Go. is not responsible for delays in transportation. 
 
 If any Part of Order is to be sent by Parcel Post, Postage is to be added to Invoice. 
 
 This Order will last until .^^9..^,.7 
 
 Purchaser’s Signature 
 
 ^ gy . A 
 
 Div. Terr...^.<?... 
 
 ORIGINAL^ Company. 
 
 Sample of Sales Book Order 
 
 811 
 
SALESMANSHIP IN CO-OPERATlON 
 
 the salesmen’s contracts provide that commissions may be 
 charged back for failure to install. 
 
 Installment payments must be made regularly and prompt- 
 Iv each month, beginning thirty days after shipment. You 
 should impress this upon your customers ; make no excep- 
 tions and irregular promises, for the customer should be made 
 to understand that his installment note is a negotiable prom- 
 isory note and a valid promise to pay duly executed. 
 
 Customers may remit direct to Alliance by check mailed 
 to Alliance and drawn to the company’s order, or they may 
 make monthly installment payments to a bank selected by 
 them. On this point you should be precise and clear. 
 
 From time to time the Collection Department finds it 
 necessar}^ to request you to give aid in a certain case. Im- 
 mediate attention to these requests makes for customer sat- 
 isfaction and company-salesman co-operation, both essential 
 to the greatest territorial sales success. 
 
 In cases where exchanges are made it is important that 
 the customer understand that the amount allowed on an old 
 system is as much a part of the purchase price as the actual 
 cash involved. The contract provides that exchanges be ship- 
 ped to Alliance by freight within five days after the receipt 
 of the new system. Credit for exchanges is issued after these 
 exchanges have been received. 
 
 You are instructed not to sell and make delivery in the 
 field of systems taken in exchange, or systems lifted from 
 customers from whom the company has been unable to col- 
 lect, or for any other reason. All such systems must be 
 shipped to Alliance, Ohio, for credit. 
 
 CO-OPERATION V/ITH THE CLAIMS DEPARTMENT 
 IN CASE OF DAMAGE 
 
 The company’s responsibility as to safe delivery of goods 
 ceases upon receiving receipt from the carrier for the ma- 
 terial covered by the transportation receipt, in good order. 
 You should understand the procedure and give aid in instruct- 
 ing the customer as to the steps to be taken in case of damage. 
 
 Either the original bill of lading or the express receipt 
 given to the McCaskey Register Company, as consignor, is a 
 practical certification on the part of the carrier that the ship- 
 ment covered was received in perfect order. It is your duty 
 to assume this same fact of perfected delivery on the part 
 of the company. 
 
 With the invoice for the goods the customer is mailed the 
 duplicate copy of the bill of lading or express receipt and a 
 form called the “Bad Order Report.” This blank contains all 
 the information concerning the important elements of a dam- 
 age claim and blanks for completing the information on the 
 part of the consignor and consignee. 
 
 When a shipment, visibly damaged, reaches its destina- 
 tion, a full description of the damage should be noted on the 
 transportation receipt by the agent, prior to the acceptance by 
 the consignee. If the damages are concealed and not detected 
 at the time of delivery, the carrier’s agent must be notified 
 immediately the damage is discovered — and not later than 24 
 hours. He should inspect the goods and make out a “Bad Ord- 
 er” notation on the receipt or bill and the customer should 
 
 812 
 
SALESMANSHIP IN CO-OPERATlON 
 
 §taU QmJo.. 
 
 .J&t^ UJa L A W 
 
 7ox tCe pronuM to po^ to t& o^itl'M o^ 
 
 _ THE McCASKEY REGISTER COMPANY SE.&^m, 
 
 - toJJf.'R H ajN!jO Jf? E. D S e YJey/Tr -H / (3:HXr^^ ±..f..!LSof<w4, $ '^..7 1. 
 
 Sa^a^L at iZZj^ Jrr.A .W A 7^^ M ATLO W A Lr^r^^ 
 
 ^a L^U... moni^^ in^tafPmenf^, 7/ $ -cacR, and /■■■■ -o^ ^ — 
 
 ^egiiinui^ on« mont^ a|tca dat&, 6u^ect to pea cent. tUdeount on ^ax payment on ItaAt 
 
 <lue <iate. 
 
 It Is understood tbat the payee la 
 
 It Is sprecd *‘'— - - 
 
 due and payable. 
 
 . using date of shipment of goods herein 
 
 It Js agreed tbat default In the paymen of any of the above installments shall, ai 
 hereof waive all ritht of exemption; under the Constitution a 
 
 red to ss "value received.” 
 
 The inaKer or maker 
 
 t may be extended w 
 
 (AgentJHINT niiiieof customer on lino b. low.) 
 
 
 
 8treo.7-i..£..-..W././Y.re../?.-..5.r_. 
 
 notice to maker, i 
 
 holder hereof, render the unpaid balance of this note Immediately 
 of any state, as to personal property, and agree to pay a reasonable atlor- 
 
 . — |,j aiid^trtjeniineiil u 
 
 II not be construed as altering the obligation ber^ 
 
 
 Sample o/ Note: A 
 similar one should ac- 
 company every system 
 order except where 
 full cash accompanies 
 the order. The com- 
 pany prefers that it be 
 made payable at the 
 customer’s bank. 
 
 FOLDER N0....„. 
 
 ORDER NO 
 
 REMITTANCE BLANK 
 
 A fi ^ 192 7 
 
 The McCASKEY Register Co. 
 
 ALLIANCE, OHIO 
 
 Properly Filled Out 
 Remittance Blank: One 
 must accompany all 
 cash sent into Alliance ; 
 where a single check 
 covers more than one 
 order, a Remittance 
 Blank should be made 
 out for each order. 
 
 GENTLEMEN: 
 
 ^ Below find report of collection from 
 
 M cXp..//.yV'.^..o. . yy ..T* w A.j 
 
 street. JA > Wi^ 0 SD B. L a W A 
 
 C.aunty'Jj £. La. A .State oh/o : 
 
 ^ REGISTER %... s5..o.....?cr 
 
 xFor h i .f{ S i Payment on xx SUPPLIES 5 
 
 Amount ? 
 
 Discount Allowed $... 
 
 Cost of Draft or $ 
 
 - $ 
 
 Enclosed find 
 
 QH£C?< j 
 
 Yours truly, 
 
 i,X 5L&ia 
 
 .<4. 
 
 ' » More than one collection can be covered with same Draft, etc., but a separ* 
 ftte blank must be used for each collection. 
 
 * X Fill in blank space naming the payment covered by remittance. 
 
 Namely : first, or second, or third, etc. 
 
 XX. Fill in blank space, stating whether payment is on Register or Supplies. 
 
 Remarks; 
 
 (■1* 
 
 813 
 
 A 
 
SALESMANSHIP IN CO-OPERATION 
 
 fill out the questions on the concealed damage affidavit that 
 accompanies every shipment. 
 
 Replacements on orders are not to be made by request of 
 either the salesman or the customer. The company must have 
 the proper material with which to collect their damage claim 
 from the carrier. The noted transportation receipt and the 
 “Bad Order” report are absolutely necessary in cases of con- 
 cealed damage. Both must be made out and sent in; one is 
 not enough without the order. 
 
 CO-OPERATION WITH THE COMMISSION DESK 
 IN ADJUSTING COMMISSIONS 
 
 Commissions on register contracts are classified, Class A 
 and Class B commissions. 
 
 Class A Commissions are paid on orders accompanied by 
 a regular installment note where the customer’s rating is over 
 $3000.00 and where the first deferred payment is to be made 
 not later than 30 days from date of invoice, and succeeding 
 payments at monthly intervals thereafter. In cases where 
 the customer is rated $10,000.00, second grade credit or higher, 
 the installment note is not necessary where terms are regu- 
 lar. 
 
 Class B commissions are paid on all other orders. 
 
 Class A commission provides that none of the regular 
 commission is deferred; Class B commission provides that 
 one-fourth of the commission, after all deductions are made, 
 is deferred until the account is paid in full. 
 
 The rates of the commission are determined by the amount 
 of the cash with the order and the number of deferred pay- 
 ments as shown on page 9 of the Register Price List. If these 
 terms are followed the salesman will receive the maximum 
 rate of commission in all cases. If the invoice is paid within 
 thirty days after date of shipment, the highest rate of commis- 
 sion will be credited. 
 
 Much correspondence and misunderstanding will be avoid- 
 ed by a careful study of the following paragraphs. They re- 
 veal the manner in which records are kept and handled and 
 passed on to the salesmen for their record and check. 
 
 The sales for each week are accumulated and the 
 total shown on a commission summary. This summary 
 is mailed to the salesman and to it are attached copies 
 of all billings making up the total, all journal vouch- 
 ers effecting his account. This summary shows the fig- 
 ures for the current week and also the month to date; 
 figures for register sales, gross register commission, 
 deductions, deferred or Class B commissions and net 
 register or Class A commissions. 
 
 On supplies, the gross supply commission, the de- 
 ductions and net supply commissions are shown on 
 the summary. In another space is shown the total net 
 register and supply earnings. The balance is brought 
 forward from the date on which the last commission 
 earnings were entered on the company’s records. The 
 journal voucher debits or credits are shown, the 
 amount of commission earnings applying against the 
 accounts, the amount of the check, check number and 
 the new balance. 
 
 814 
 
SALESMANSHIP IN CO-OPERATION / / // /, • 
 
 HOW TO FASTEN ORDER PARTS 
 
 Fasten the remittance and note to the Remittance Blank 
 with a paper clipt and fasten the specification sheet to the reg- 
 ister order with a paper clip; then fasten all together with an- 
 other clip, so that when the various parts are separated they 
 will be systematically arranged. 
 
 Do not mail in orders without fastening all of the parts 
 together as there is great danger of their becoming separated 
 with a resultant delay of order. 
 
 816 
 
o 
 
 PRINT ALL COPIES. 
 
 ATTACH COPY 
 
 FOR ORIGINAL 
 HERE 
 
 . SAI.ESMANSH1P IN C0^(?P«^AT1QN 
 
 Printing on face 
 
 Printing on face 
 
 Duplicate 
 
 of Triplicate 
 
 (If same as Original so state. Extra charge If different.) 
 
 Ad for back of ip 
 
 ATTACH AD 
 
 For Back of Original, Duplicate or Triplicate Here. 
 Write out everything wanted printed thereon. 
 
 Mark out anything in add not wanted. 
 
 Make ail necessary changes in copy. 
 
 This Is very Important. 
 
 Mark out any lines or printing on copy not 
 wanted. If you do not have stickers with 
 which to attach copy here make a requisi- 
 tion through your manager. 
 
 BE SURE TO FILL IN ALL SPACES OF SPECIFICATION. 
 
 Quantity of Books 
 
 PAD SPECIFICATION, matrix no 
 
 Customer’a Name. i?.. AY is 
 
 Pad name op number.=?^. 
 
 Size of Slips ^ ^ ^ t/Q Size of Siza of Slip 
 
 Topn-out Stub Ovepall 
 
 ' linn lA/oprfa VF9 n. MPk nn Mn, <‘h.>ob 
 
 
 
 -S/ug 
 
 atpeat Lin. 
 
 
 Register Number Wanted ’ 
 
 Clerk “ « I 
 
 Yes 
 
 yf^ 
 
 Num. f-so - K ^ S - 
 
 ConAOn. fpAm d) to 
 
 Account Forward K 
 
 No. of Horizontal Writing Spacos__— _ 
 
 /S' 
 
 Num. 1-50 with Book No /V Q 
 
 Horizontal Writing Spaces Numbered 
 
 Peroondioular Line at Loft 
 
 /-£& 
 
 Orig. to bo Num. (D timsa 
 
 Oun. “ «• (F) /if ■■ 
 
 No. of Perpendicular Columns at Right 
 
 Trip. “ '• - ■ (P fYE. « 
 
 Account Stated to Bate 
 
 
 fikllh Mum 
 
 Produce Credit 
 
 fl/Yi 
 
 
 
 
 
 oi.u .ippi vvc as Doing correct oy w. nv. ing 
 
 same and signing his name imder his O. K. to relieve you from responsibi- 
 lity for claim^ 
 
 ' PE e /A 
 
 .iBc 
 
 
 tat Sheet 
 
 2nd Sheet 
 
 5rd Sheet 
 
 Color of 
 Paper 
 
 Perforatimu 
 
 MiLiTe^ 
 
 VeS 
 
 Yeu.at/ 
 
 Ye<s 
 
 Yf-S 
 
 "Color of Ink 
 
 on face of 
 
 7 ?CP 
 
 ’hlfi.O! 
 
 'BUcK 
 
 Vouchers No. 
 to sheet 
 
 
 
 
 Vouc^hers Size 
 
 
 
 
 ope-Y ^S 
 
 Full Tag Covope- 
 
 Coveps Tag End e e S an t CT .- 
 
 Separata Scope Card — 
 
 Carbons N 
 Punching- 
 
 
 -SUBMIT I ROOF— 
 
 Sample of SaJesbook Specification Sheet 
 One of these sheets must accompany every order for 
 printed salesbooks. 
 
 815 
 
SALESMANSHIP IN CO-OPERATION 
 
 This commission summary is a recapitulation of all 
 the charges and credits to the salesman’s commission 
 account for the week — and — each salesman should 
 check this summary against his records to satisfy him- 
 self that all entries have been made. 
 
 Deferred commission payments are handled on a special 
 remittance statement which is mailed to the salesman Friday 
 of each week. The statement shows the order number, the 
 customer’s name and the amount of the deferred commission. 
 If the salesman’s commission account does not show a debit, 
 the matured deferred commission is paid. On the other hand, 
 if the salesman’s commission account shows a debit, it is 
 transferred to credit the Class A account, thus reducing his 
 Class A debit. 
 
 Prepay All Telegrams To The Company 
 The company has a definite policy in the handling of 
 telegraphic communication between company and salesman. 
 All wires sent out from Alliance, divisions offices, etc., are 
 sent prepaid, without exception. 
 
 Further — the company expects each salesman wiring to 
 the company, to prepay their telegrams. Telegrams received 
 from salesmen, sent collect, are charged to the salesman’s ac- 
 count. It eliminates detail, confusion and misunderstanding be- 
 tween you and the company, then, to prepay all such tele- 
 graphic messages and the adoption of such a policy on the 
 part of the salesman is requested in keeping with the com- 
 pany’s policy of doing likewise in communication with mem- 
 bers of the sales organization. 
 
 Rating Books 
 
 Rating books are furnishing the salesman by the company 
 at cost, the amount being charged to his commission account. 
 One-half of this amount is credited to his commission account 
 on the return of each book to Alliance within two weeks after 
 it ceases to be of use to him on account of age, change of terri- 
 tory or due to his leaving the service. A special form of re- 
 quisition is used in ordering the rating book; it can be ob- 
 tained from the Division Manager. 
 
 CAN YOU ANSWER THESE QUESTIONS 
 EFFECTIVELY? 
 
 1 — In what department does the McCaskey salesman 
 belong? 
 
 2 — What is the salesman’s position in the territory? 
 
 3 — To whom is the salesman directly responsible? 
 
 A — What is the function of the Sales Department? 
 
 5 — What is included in the salesman’s equipment? 
 
 6 — What is the function of the Advertising and Sales 
 Promotion Departments? 
 
 7 — What is a “Request for Follow-Up Advertising?” 
 How is it used to the best advantage? 
 
 8 — Explain the term ‘Call Notice,’ What is its func- 
 tion? How is it followed up? 
 
 9 — What is the McCaskey Informer? Its advantages? 
 The McCaskey Bulletin? 
 
 10 — How are McCaskey products advertised national- 
 
 ly? 
 
 817 
 
SALESMANSHIP IN CO-OPERATION 
 
 11 — In what ways should care be taken in writing an 
 order? 
 
 12 — What attitude should salesmen take to the rating 
 of new customers? What is the best method of 
 handling this point where the customer is not rat- 
 ed? 
 
 13 — What particular specifications should be careful- 
 ly made in sending in a register order? A sales- 
 book order? 
 
 14 — What are McCaskey terms on system sales? On 
 salesbook and supply sales ? 
 
 15 — What part does collection play? How can the 
 salesman be of assistance? 
 
 16 — Why is thorough installation of systems import- 
 ant ? 
 
 17 — What steps must be taken in case of damage ? How 
 promptly must the carrier's agent be notified in; 
 cases of concealed damage? 
 
 18 — How are commissions classified? 
 
 19 — How may a salesman check his commissions? 
 
 20 — On what basis are rating books furnished to the 
 salesman? 
 
 818 
 
COMMISSION SCHEDULES 
 
 THE TERRITORIAL SALESMAN'S COMMISSION 
 
 Three rates of commissions are paid in the sale of McCas- 
 key Systems products according to the following schedule. 
 The highest rate is that which is paid when the “Regular 
 Terms of Sale’' are adherred to as presented on Page 602 
 Price List Section McCaskey Systems Catalogue. The second 
 rate is that which is paid when the cash with order payment 
 is lower than the regular terms require, yet not less than 10 % 
 of the amount of the sale. The third rate is that which is paid 
 when the cash with order payment is less than 10 % of the 
 amount of the sale. (C. W. O. stands for Cash With Order). 
 
 THE COMMISSION SCHEDULE 
 
 ADDING MACHINES (MODEL A): 
 
 Regular Terms 20% 
 
 Not less than 10% C. W. 0 19% 
 
 Less than 10% C. W. 0 17% 
 
 CASH REGISTER SYSTEMS: 
 
 Models B and BB 
 
 Regular Terms 25% 
 
 Not less than 10% C. W. 0 24% 
 
 Less than 10% C. W. 0 22% 
 
 Models C and CC 
 
 Regular Terms 2i7i/^% 
 
 Not less than 10% C. W. 0 26^/^% 
 
 Less than 10% C. W. 0 241^4% 
 
 SPEED CASH REGISTERS 
 
 Models 295S, 295SC, 495S, and 495SC 
 
 Regular Terms 16% 
 
 Not less than 10% C. W. 0 15% 
 
 Less than 10% C. W. 0 13% 
 
 ALL OTHER SPEED CASH REGISTER MODELS 
 
 Regular Terms 25% 
 
 Not less than 10% C. W. 0 24% 
 
 Less than 10% C. W. 0 22% 
 
 SAFES: 
 
 Regular Terms 
 
 Not less than 10% C. W. O 
 Less than 10% C. W. O 
 
 CREDIT SYSTEMS: 
 
 Regular Terms 
 
 Not less than 10% C. W. 6. 
 Less than 10% C. W. O 
 
 .2,5% 
 
 .24% 
 
 . 22 % 
 
 .331/3% 
 
 .32% 
 
 .30% 
 
 The following schedule covers commissions paid on the 
 sale of accessories, parts and supplies as named. Regular terms 
 apply on orders for pedestals, straight sales of leaves, ex- 
 change orders for banks of leaves and adding machine stands 
 when the amount of the sale is sufficient to bring the monthly 
 installments beyond the minimum amount. Otherwise the terms 
 are 69 ^ cash with order or 5 % thirty days. 
 
 Terms on supplies, parts for Credit and A-B-C Systems 
 Cash Register System registering unit parts and Amount of 
 Purchase slips, are 3% full cash with order or net thirty days. 
 
 Where reference is made to “Points,” it is understood that 
 the Items concerned are totalled in register sales volume or 
 supply sales volume in establishing the business which applies 
 on quota. 
 
 819 
 
COMMISSION SCHEDULES 
 
 PEDESTALS FOR CREDIT OR CASH REGISTER SYSTEMS: 
 
 Commission 20% 
 
 Register points 
 
 STRAIGHT SALES OF LEAVES: 
 
 COMMISSION: 
 
 Regular Terms 33^/^% 
 
 Not less than 10% C. W. 0 32% 
 
 Less than 10% C. W. 0 30% 
 
 Register points 
 
 EXCHANGE ORDERS FOR BANKS OF LEAVES: 
 
 Commission 20% 
 
 Register points on net amount of sale. 
 
 ADDING MACHINE STANDS: 
 
 Commission 15% 
 
 Supply points 
 
 Supplies: 
 
 Parts for Credit and A-B-C Systems: 
 
 Cash Register System Registering Unit Parts: 
 
 Commission 20% 
 
 AMOUNT OF PURCHASE SLIPS: 
 
 Commission Yiy^% 
 
 GENERAL INFORMATION 
 
 If the order is paid in full within thirty days from date 
 of invoice, additional commission will be credited to adjust 
 the commission to the maximum rate, as provided for in the 
 commission schedule. 
 
 If a purchaser who is satisfactorily rated purchases with- 
 out paying cash with order, but discounts within thirty days 
 from date of invoice, additional commission will be credited 
 to adjust the commission to the maximum rate, as provided for 
 in the commission schedule. 
 
 On orders carrying Class B commission credit, the sales- 
 man will receive Class A credit for 75% of the initial net com- 
 mission; 25% will be deferred and matured to his available 
 credit when the customer has fully paid the account. 
 
 No commission is paid on the carrying charge of $1.00 for 
 each month in excess of regular terms when such an amount is 
 added to the price of the register to be paid by the customer. 
 In cases where this carrying charge is not included in the con- 
 tract it v/ill be deducted from the salesman’s commission. 
 
 PREMIUM ON QUOTA BUSINESS 
 
 Each territorial salesman reaching or exceeding his sys- 
 tems quota during a month on the basis of net accepted regis- 
 ter business (exclusive of safes) will be credited with a pre- 
 mium of 2 2-3% on the volume of register business accepted. 
 
 820