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 ^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 . ;j '■ ., flf’-J' . '■■ :^ ■ "Jv'i i:;' ^’ociri . o 1 i/iy .' : ■ .' - ' '''-■: ■ ■ ■ ^ ':*•/.•-■ i f ■ h^ylr' -. ■';:rj-,7 l/iK I) .''iriTp';! •f’tYlr ! ■. 'ii') : . ^';'7ai8i;d . h,. ^xoii'y ■. "■..' ' :,.yni ytS .: 'ir.:o^ Ail i—y ' ' ■: : J- n A !'> ' * Ji'i Z/-* — t.* -a ■; _ / s ' _ : ^ . ; 7 .V ■:H-- 7 :i .:, ;.M'// ’ -y: /I 7 ; ■ 7 - ’■ j':. '■ .r^':-‘ .,. ■ \ Ti ; ' 'yy A y€ ;' ■ i ' 'iCl iA\>yy> ■ ' 10 'i ^ >lyiy'r' ■ * (' ■ . .^i. • r>:." ; If ; ■ I : 7 . -ri- 7 ■ ,;' h 7 ;j : ' '. :^'y:{oiyy>y yroo'- ii^lcor ■ ii li ya V;, -■ *^/’fro-yA -t-'.. ■ ' n: /!(>:> -5 A a^.'ih . : -y' -v ■•-. ; 7 jrvl:, S-w«> 5 »>afil! , Ur^uoo^^X^ii ^-y ' , • ' -: . C* 0 :: "JO! ^';.:.^'(Ci^:f tm i ) b » ^ oiq, .'i;.^ . *-qv j >,-1.3 ,. ■ ■ -n 7 K *? r t rt '?0'hi5iCt '■ ' >.y. i-yyiiZuU) -: t o Yo :/“)! Zi-- J|E 7 « 7 v , ,:: •: ■; X. i 1 1 Oiq , :;■. tsxfW- ■■ ‘ ;■•' > ' '.■ '.• ‘ Ov».-!' ■•■ :t O&l:' 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 f'^V^ i) . 'j .>■■:’•*' xii .nij ‘ ', :■ •'■•'■•'' - '" .y-’ rfw*-) . .■:, ' V -'.firivi::*; f: "' •-» ^ -XU'. : ■’ ■'.> '■ . ' ivvi .•’■■' •'A'.v-;r t,.. : : : ' > . -.j'i:' i'; ' ^ — ' ■ [j ' - lofi ri -j - j'i 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 •a Ctj O tl! o H 'a C«
  • V-. CD Vh S«J O t-i o *H CS ay CO CTJ ^ CD cq O bjO cj CD '♦-» CO ' m aJ s »-i ►c; 'M a bo Sf c: ^ S h a c« CO CCJ s:! o S-J O 3 Cl, r4 -l '{^ CO CD 3 Ci O CD CCJ c; Q) s CD CD »s S 0 ) CO CD 3 D^jc: O '!-> 5^ m. Cu i &-2 o oj •^co w 4_> »--l CU C-> 6 m 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 k| •««« a 5! ^ ‘ u, ^ SiiJ cb 03 03 t/i ►a 03 •t:' ^ 3 O QJ hI; Qi i-i 03 S o " 5 | Ci, 03 >, QJ C fS ^ ■JO c; o 3 O I "S « o^S; Q) Ci, hi -S 03 03 S.J 03 a) 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 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 ..r; jm;;- .*f .•',;«» J .. j ' . V rr ^iji • ' i t k, ^*c •itjf I .■ ^yr'f'A\ y^(.li iif]i7,kyniyUiT wd'^;\^£i ■':.:^^v/ ri;rij' -.rfo?, • > ; .-: .’ /.'. :) L'> • '■ :< ^ V d^ u-'f id i qd j rff/ rfirT 1 1 h H»; :rn f|»Yi> n ; •Tir'TC- m ' - .; ob yo'^ \jjsb ?.i T: : js rn ^ r n ; 1 o ; t -T q jrfT"'-' ' ': -.- -■riitb^i- o.j; >•' v^I ;r i; '•■) itor: f’/.., :.-m;: :i;:fT" ” ■ -^b; ■••-: ; .::>v ;•' ■.> ■ ^•- . X 'kA » --1 :b i ' ^.-'jlibrni .1 q - » i ••* ■-. . : -:i«JuL>x.J/T •>»■' ? -f: ., ■ vii //■- -;-5- • ^ -' '^b ■■iHrj’k • '. '■ / / ;:.‘i.',-: .b' . I' }»«,., j ■••'i- t'- .'''i , ;: ■ ;. klt/f—Z ." -'bo't '''.:‘ :i-> •■ : ' \if\’ ] d\ r ■ ■ ■■ ■•■• ■; ■ b. , . . V ' /rl'.V - q. ‘ - ■■' > -> • ; '--r .'i b.’j: y p, . ■ . , . •. ‘ • , , ■*/=; ' •; '': '' .: . -v-isv -..r^ ,;r ; ■'■ ';■; •■ .'.•j(t:'o ‘^rfl ‘':J' ; i:>i ' ^ . •; • ^; c; . -^Kr;.,: ;■. 'Jfrji/K'Ir/ijnjfei f '■' • -v^ gf.; '.X ■ < i; ; ^:- .f^»V *• . •>:-i 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 / Jt 7 ' .’r. to O't '■‘ '« \-iSjd . ••^ v:':r<-^ -;' -■ I-. '~*.itc?' ... ..t" -;,.r,'!'r ■'; f-"' ■• "■ - I .i-' ‘5‘ tc^tr- ■ ■ ■ ■ ' i . ! «Vi r^r-> : ■-.•aSt') ••■'-«'• ^-. ■ r.'S .r-»’<;.l.jiVt .;. I.;-.’ ■■^ ■-■ '•kHW ■; ;.VA’ ;jx»rjB ■Kfti. 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«^ ' 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...^. 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