m Selling Your Services Corn?U Unttt^rBtty SItbrarg BOUGHT WITH THE INCOME OF THE SAGE ENDOWMENT FUND THE GIFT OF Stettrg 119. Sage 1 891 k:3A^7M.:. idWlt. 930* T 65.S16 Cornell University Library 3 1924 004 704 759 Cornell University Library The original of tiiis book is in tine Cornell University Library. There are no known copyright restrictions in the United States on the use of the text. http://www.archive.org/details/cu31924004704759 Selling Your Services Selling Your Services Published by The Sales Service Company New York Copyright, igi6. By The Sales Service Company To JOHN CALDWELL solution of whose problem inspired this book The Purpose of the Book The Purpose of the Book AN axiom of life is that a man will be most successful in that field of work which he loves best. Granted that a man is naturally suited to some kind of work, then he will be able to absorb himself in that kind of work in such a way that it will be- come his hobby. He would rather do that than anything else in the world. He gives the work his heart interest and practically all his waking hours. The result is that he quite naturally succeeds in it. The work may not be of the kind that insures large financial gains; but he is happy in that kind of work. And, after all,' this is, what counts most. The average man appreciates all this, but he is rather at sea as to how to attack the prob- lem of getting into the work for which he is most naturally fitted. 10 The Purpose of the Book The problem is one that can be governed by straight selling principles. The man has a product to market — ^his services. How shall he find the market for these? How develop a group of prospects for these services? How close the most desirable prospect into a cus- tomer, the employer for whom he can do the best work and who consequently can afford to pay him the maximum salary? It is strange that one of the world's oldest commodities, labor, has had developed around it so little literature dealing with the actual processes of selling it. During recent years considerable study has been devoted to scien- tific methods of employing labor, but the mar- keting of a man's services — the individual's most vital consideration — remains practically untouched so far as literature covering a logi- cal and systematic procedure is concerned. This book has been written with a view to offering some suggestions for selling a man's services. There- is no hocus-pocus to the meth- ods suggested nor is it guaranteed that by memo- rizing the contents a man can at once secure a $25,000 job. It is believed, however, that, by The Purpose of the Book 11 following the suggestions given, the average man will improve his chances of getting a hear- ing and, finally, of securing the job for which he is best suited. ' The book has been written from practical experience. The authors followed the methods outlined in securing their own jobs. And since they have been placed in positions that put on them the responsibility of hiring men, they have had an opportunity to observe how badly the average applicant handles his case in selling his services. The average letter of application is weak; very often an employer feels after filling a position that, after all, perhaps, the best man for the job was overlooked because his letter of application was his weakest asset. Frequently the applicant manages his case poorly during the interview. Suggestions are given for strengthening the entire "approach," as it is called in selling, and for "closing the sale" if the position seems to promise a business connection mutually satis- factory to employer and employee. Keep Working Keep IVorking 1.F you are out of work, get some kind of job quickly. And do not quit one job before you have secured another. You may be able to give excellent reasons why you are out of work, or why your last employer was quite wrong, but nevertheless you will find your prospective employer naturally suspicious of the fellow who is not working. This suspicion is a distinctly American characteristic. Get some kind of job. Then if you are sat- isfied that you are not doing the kind of work that does justice to your future, look for an- other. But keep working! Know Thyself Know Thyself To begin from the point of view that get- ting the right position can be reduced to a merchandizing problem, the first step you must take is to inventory your quali- fications in a definite manner. You need this inventory in making the correct choice of a po- sition and in placing a value on your services for the position that seems most suitable. In his book on "Vocational Psychology" Professor Hollingsworth states: In the absence of more reliable ways of determining the capacities, interests and vocational aptitudes of in- dividuals in the past, and whenever there was any question of selection, fitness, or choice, four vague methods have often been followed: (1) The individual undertook the first available type of employment, tried it out, and then persevered in it or abandoned it for a trial at some other type of work until a suitable occupation was found. (2) He continued at the original work and made 20 Know Thyself the most of the results and of the ensuing satisfac- tions or dissatisfactions. (3) He felt more or less clearly drawn to some particular occupation because of a keen interest in it or because he believed himself to be particularly likely to succeed in it because of his aptitudes and character- istics. (4) He consulted friends and associates, asking them to advise him on the basis of their impression of his individuality and powers. Professor HoUingsworth points out further that the unsatisf actoriness, waste, and misery of the first two of these methods are largely re- sponsible for the development of an attempt to direct men into the classes of work for which they are best suited. If more use were made of the two remaining methods by the individual himself, less need would have arisen for the work of scientific employment departments and vocational guidance. Professor HoUingsworth's conclusion, based on extensive research and study, is that not enough critical attention has been given to the methods of self -analysis and to the validity of the judgments passed on us by our associates. Therefore, preface your campaign with a Know Thyself 21 critical analysis of yourself and your qualifica- tions. And do not be satisfied with your own opinion as to your suitability for a particular position until you have gained the advantage of the judgments of your friends and business as- sociates. Know Thyself! Yaur Best Prospect -Your Present Employer Your Best Prospect- Your Present Employer IN casting about with the idea of capitaliz- ing your services to better advantage, con- sider the possibilities of your own employer. If you feel that your qualifications should make you more valuable to the company in some other capacity, do not be timid about discussing this with your superior. Broad-minded execu- tives are interested in placing the right man in the right place. They want to avoid keeping square pegs in round holes. If you have made a study of some particu- lar kind of work that fits you for a definite po- sition in the organization, go to your superior and discuss with him the possibilities of your capitalizing your special studies or training to the advantage of the company and yourself. 26 Your Best Prospect — The best change you can make is a change to a different or better position in your own or- ganization. Such a change enables you to capi- talize the experience you have gained in be- coming familiar with the products, organiza- tion, and policies of the company. Further, you build up an asset of proved loyalty to your company. If you are not getting along as rapidly as you should with your present company, first look for the reasons within yourself. If after analyzing thoroughly your qualifications, you are satisfied that you could do bigger work, then the fault must be with your own sales- manship in putting forth these qualifications. Perhaps you are weak in the impression you make on your superiors or even your associates. Getting along with your associates in busi- ness in a congenial, cooperative fashion is most important. It is almost a platitude to say that no man ever made any progress without the help of his fellows. This is borne out in his- tory and in industrial development. And if you will observe carefully, you will find it borne out in your own organization. Cooperate Your Present Employer 27 with your associates and enlist their coopera- tion and good will. Do hot be too quick to assume that there is no chance for advancement or change in your own company. Very often you will find that the opportunities there are just as great as in any other aggressive, growing company. It is just a matter of finding these. When you adopt the principles of merchan- dizing for the purpose of selling your services, start with your very best prospect — your own company. Sometimes a change in your own or- ganization takes longer to accomplish, but once you have found the right place you will have taken a firm step forward. This step forward will count to the advantage of yourself and your company. Do not overlook your best prospect^ your present employer. ff^hy Go with a Competitor^ fVhy Go with a Com- petitor f GOING with a competitor is something you should consider carefully. After you have analyzed your qualifications, you may be inclined to believe that the best use can be made of these in a company in a competitive form of business. It is true that you can readily fit in with a new organization in a parallel line of business, so far as the na- ture of the product, the details of handling it, and the general nature of the organization are concerned. However, you must remember that the best that your training and experience have put into you is a broader understanding of the princi- ples that underlie the phase of industrial or business activity in which you have been en- gaged. There is a strong possibility, therefore, of your readily capitalizing the knowledge of 32 Why Go with a Competitor^ these principles in a somewhat different field that is not strictly competitive with that of your present employer. In these days of highly organized effort the head of a large company looks out upon the members of his organization much in the same manner as a general over his captains, lieuten- ants, and soldiers. He feels that they are fight- ing with him. He counts on their unqualified loyalty; In military camps it is, of course, un- pardonable for a man to go from his own camp to the camp of the enemy. He not only can never return to his own camp but history shows that he seldom remains in good grace with the enemy. This is a principle of strife that carries itself somewhat into business competition. Therefore, when promotions to positions of responsibility are to be made, and the other consideirations are at all equal, the executive is inclined, consciously or subconsciously, to give preference to the men whose loyalty has been absolutely proved. Many employers in their advertisements for help specify "absolutely clean business record." The advertiser does not mean by this that he Why Go with a Competitor^ 33 expects that the applicant will show that he has never been in jail; that is taken for granted. He means something entirely beyond this. As a rule he is impressed by the cleanness of a man's record in that he has kept his relations with all his previous employers absolutely above reproach. An older man may be justified from many viewpoints in changing to a competitor, but there is seldom any justification for this on the part of a young man. The young man must remember that he is starting out to build a business career. As he goes along, he must be careful not to take any false steps. Later on he too often finds that a change made in his previous years from one company to a com- petitor proves to have been a false step. For instance, suppose that a man is making a serious effort to secure a big position with a new company. The prospective employer, of course, will look carefully into his record. If his record shows that he changed from one com- pany to a competitor, such a change certainly will not stand out as an asset in his record — it even may have a negative value. 34 Why Go with a Competitorf You can get a better endorsement and a more whole-hearted endorsement of yourself by your employer, when you go to a company in a some- what different field. You will leave your pres- ent employer, with a kindly feeling on both sides, and you can always fall back on your record with him as a foundation in building your business career. Consider the effect of your change upon the competitor whom you join. Perhaps at the start he has a good berth for you and a position into which you at the time advantageously fit. You commence at once to make yourself val- uable to his company. However, no man is satisfied to think of .just the position of the present. If he is intent upon establishing him- self well, he will consider seriously how each change fits into his general advancement and progress. Some time later your new employer — the competitor — ^has a good position open for some- body in his organization. He at least will be inclined to give the more responsible position to some man whose record for unqualified loy- alty is absolutely proved. Disloyalty is often Why Go with a Competitor^ 35 attributed to the act of an employee in going from one employer to a competitor. Later, you may want to go back to your old employer. In general, you stand an extremely poor chance to get back if you left him to go with a competitor. And even if you do succeed in getting back, your chances of rising very high in his organization are lessened. You lack the big asset, loyalty. Of course, there are many men in classes of work that limit them, in selling their services, to seeking employment among competitors of their last employers. Necessity makes her own rules. It is impossible, therefore, to lay down a rule that it is bad practice to go with a com- petitor. However, such a course should be given more than mere passing consideration. In general, try to capitalize the training in principles that you have received with your present employers, in some field that is not strictly competitive with his interests. Make Good Use of Your Experience Make Good Use of Your Experience IF you find it advisable to eliminate the competitors of your present employer as possibilities, then consider the companies doing business allied to your present work. Such companies offer you a chance of getting into their service without handicapping your- self by entering an entirely new field. The best course is to change to some company that is not a direct competitor of your present firm, but still close enough in the nature of its business to permit your making good use of the experience you already have acquired. Besides the general nature of your prospec- tive employer's business you must consider the kind of work you could do for him that would make you of the greatest value. This class of work, of course, will most often be in the direc- tion of your previous experience. Unless you 40 Make Good Use of Experience are at present employed in work that is dis- tasteful to you, and unless you feel sure that you could make a bigger success of some other kind of activity, you might better look for a class of work in which you have been trained. For instance, if you have been a salesman you might better make up your mind to get into the selling department of your prospective em- ployer's business; if a superintendent, to get into the production department; a bookkeeper, into the accounting department. Reach the Real Buying Factors Reach the Real Buy- ing Factors ONCE you have made up your mind with regard to the class of companies you will approach, and the class of work for which you are best fitted in their organizations, pick out the particular individu- als in these organizations who have the power of buying the class of service you have to offer for sale. It has been demonstrated in selling standard commodities to large organizations that it is important to get in touch with the real buying factors. You must recognize this prin- ciple in selling your services. Do not let some representative of the com- pany discourage your efforts to get with the company simply because he has not the capacity for making proper use of your services or the authority to hire you. Reach the right man and show him definitely how your particular 44 Reach the Real Buying Factors training and experience can be made useful to him in, the development of hi§ part pf the or- ganization. ness letter paper; perfect the arrangement of your letter; and have it neatly typewritten. Make your letter "eye-sweet." Prove That You Can Be of Service Prove That You Can Be of Service IT is accepted in advertising and selling that to arouse desire it is necessary to show how an article fills a definite need. It is ac- cepted further in advertising and selling that the strongest appeals are those which are di- rected to self-interest. You must go about building up your letter, then, with the point of view of demonstrating that your prospective employer needs your services. You must show him that you can be of service to him. You must make him feel that it is to his interest to grant you an interview with the object of dis- cussing in further detail just how your experi- ence fits you for his service. An effective way to open your letter is to make a simple statement that your training and experience make you the right man for the posi- tion in view. Then give your experience in 92 Prove That You Can Be of Service chronological order and in such a way that you emphasize the elements that bear on your being of service in the position advertised. Give a list of your references. End the letter by sum- marizing the reasons why the position will en- able you and your prospective employer to cap- italize to good advantage your training and ex- perience. The average executive is partial to conciser ness. The letter will be neither too long nor too short, however, if you stick to the essentials of your experience that fit you for the position. It is not enough to state simply that your ex- perience fits you for the position and then close by "hoping for an interview." Such letters, of which there is a lamentable volume, go into the waste basket. Reasons why your experience fits you for the position must be the foundation of your appeal. In building up your letter try to make its substance and form reflect the type of man de- sired by the employer. If the position adver- tised is for a salesman it is essential that sales "punch" appear in the letter. If an advertising man is wanted, the letter should parallel the Prove That You Can Be of Service 93 form and substance of good advertising copy. If the job open is for an engineer, the anal3rtical mind of the engineer should be reflected in a logical grouping of the details of experience. All classes of work are subject to some form of this treatment in the letter. Put into your letter a spirit of openness. Tell your prospective employer the name of your present employer and tell him that you will be glad to give him later the names of your superiors in the organization, to whom he can refer finally. There is little need to fear viola- tion of confidence in such matters, as there is not one executive among a thousand who has such a poor sense as to let your present employ- ers know that you are seeking a change. In ad- dition to the above-board spirit displayed in mentioning the name of your employer, it aids in supplying the one generally lacking quality in letters of application — definiteness. The name of the firm for which you are worldng enables an executive to form a more definite idea of the class of experience you have gained. The last step in your letter must be an effort to stimulate your prospective employer to grant 94 Prove That You Can Be of Service you an interview. In making this appeal for an interview, keep your mind on the interview. Do not try to clinch the job with the letter. Tell your prospective employer that you have set down the main factors of your experience that can be made profitable to him. Point out that your training and experience fit you so well for the position that you are satisfied that it is worth while for him to grant you the short time necessary for a personal interview. Your letter will have served its whole func- tion if you get to see your man. The Salesman *s Letter The Salesman's Letter The Advertisement Salesman, 28 to 32 years old, for large mechanical manufacturing organization. Must have at least two years' successful selling experience. Adequate salary will be offered to right man. Address Box 332, New York Times. The Answer 3008 Mt. Prospect Avenue Newark, N. J. December 20, 1916 Box 332 New York Times New York City Gentlemen: My mechanical training and sales experience go to make up just the right combination for the position outlined. This training and experi- ence are set forth in the following summary: Note. — The letters given in the following chapters are for illustrative purposes and, of course, they do not cover many cases in detail. However, you may take the form and principles and build them into a letter to suit your particu- lar requirements. 98 The Salesman's Letter Training and Experience 1909 Graduated as mechanical engineer, Columbia University 1909-1911 Machine shop, Brown Machine Mfg. Co. 1911-1913 Drafting dept.. Brown Machine Mfg. Co. 1913-1915 Assistant to chief engineer, Smith Pump Co. 1915-1916 Sales engineer, Smith Pump Co. You will observe from the above record that I have had an excellent preparation to be of val- uable service to you in the position you offer. My education and mechanical work after grad- uation have been of such a nature as to give me a good combination of the general theory of mechanical engineering together with definite manual practice. The best proof I can offer you of my success as a salesman is that since my taking up this kind of work with my present firm two years ago they have advanced me rapidly in it. I shall be glad to show the evidence of this during a personal interview. References H. G. Brown, Brown Machine Mfg. Co. A. R. Gray, Sales Manager, Brown Machine Mfg. Co. The Salesman's Letter 99 T. B. Jones, General Manager, Globe Mfg. Co. Smith Pump Company, with which I am at present employed (any of the sales depart- ment officials to whom I shall be glad to re- fer you later). Other Details I am 30 years old. The Smith Pump Company is a mighty good organization and I like my position with it. Why I am making good as a salesman I can demonstrate to you in a few minutes' talk. Yours very truly, (signed) J. R. Woolworth P. S. If you are a competitor of my present employers, kindly return this application as I would not change to a competitor. The Sales Correspondent's Letter I The Sales Correspon- denfs Letter The Advertisement Technical graduate, mechanical, with two years' practical experience. Work, sales correspondence with opportunity to become sales engineer with big and growing manufacturer. Address, E. F. Jones, Box 4200, Paterson, N. J. The Answer 280 Bay Avenue Montclair, N. J. November 4, 1916 Mr. E, F. Jones Box 4200 Patterson, N. J. ' Dear Sir: Confident that you will find me of value to you in the position you advertised in the New York Herald, I am presenting a brief, comprehensive outline of my experience. I was educated in the grammar schools and Technical High School of Washington, D. C, 104 The Sales Correspondent's Letter and was graduated from the engineering course of the University of Pennsylvania in 19 1 5- For a year and a half I was employed by the Pittsburgh Railways, Company, where I handled the correspondence of two superintendents while preparing myself to be an assistant to one of them. My work with this company, though successful, was leading to a strictly tech- nical position; therefore, I resigned to take a position as a correspondent with a large mail order firm in New York, where I handle all cor- respondence of an engineering or chemical na- ture. This position has given me valuable training in modem business methods, but does not enable me to use my engineering knowledge to the best advantage. I feel that I am better adapted by my education, experience, and nat- ural inclination to fill the position open in your company. I am enclosing the names of men who know me personally, and to whom I refer you as to my character, ability, and education. Please grant me an interview, a chance to con- vince you that I can successfully handle your sales correspondence. Yours respectfully, (signed) J. W. Briggs A More General Letter A More General Letter The Advertisement Executive assistant to take charge of office routine and system. Experience in mail order work an im- portant asset. Must be thoroughly trained correspon- dent and possess executive ability. Some actual selling experience desirable. Give full particulars, state ref- erences and salary desired. Address Box Z 17, Print- ers' Ink, New York City. The Answer 2008 Sherman Place Brooklyn, N. Y. January 2, 1916 Box Z 17 Printers' Ink New York City Gentlemen: My training and experience fit me for precisely such a position as you outline. For the past nine years I have been associated with the Blank Publishing Company in a ca- 108 A More General Letter pacity that has required the qualifications you emphasize. The Blank Publishing Company is conceded to be a leader in the development of constructive office management methods. It is widely rec-. ognized as a pioneer in progressive mail-sales work. To what extent I have been instrumen- tal in applying such progressive ideas to the sale of its publications can be best answered by its general manager, M. T. Brown. Much of the nine years' training and experience I have gained here should interest you. Prior to my association with the publishing business I was assistant to the general manager of the extensive mining interests controlled by the Black Securities Company, New York City. Over a period of two years I acquired actual selling experience with the B. and D. Adding Machine Company. The opportiinity you outline attracts me. To have managed successfully a department of more than 20 office assistants makes me fully qualified to meet your most exacting require- ments. I am confident that the endorsement of the following references in addition to those of my present employers will be enthusiastic: F. A. Fogel, General Manager, Black Securi- ties Co. A More General Letter 109 G. P. Griffin, President, Kings Realty Corp., Brooklyn, N. Y. E. W. Manville, Vice President, General Sales Co., New York City. In an interview I should appreciate the oppor- tunity of discussing those details of my experi- ence that I believe will convince you that I am the man you are seeking. I am 32 years old and could make myself worth $3000 a year to you immediately. Yours very truly, (signed) W, G, Duni^ The Bookkeeper's Letter The Bookkeeper's Letter The Advertisement Bookkeeper. Corporation desires young man not under 25, strictly temperate, to take full charge of books; he must have at least two years' experience, understand the modern efficient methods; also take dictation and operate Remington machine. This • is an unusual opportunity for a man who can fill the position. Answer with full particulars, references, salary, and experience. A. D. Co., Box 672, Chicago Tribune. The Answer 218 South 40 Street Chicago, 111. December 15, 1916 A. D. Co. Box 672 Chicago Tribune Chicago, 111. Gentlemen: After my graduation from high school in 1908 I spent two years in completing a course in ac- counting and finance at the Springfield Business College. 114 The Bookkeeper s Letter In 1910 I took over the handling of the office work for the Springfield Coal Company. In addition to keeping the books, there was con- siderable stenography and typewriting that I had to look after, in which work I used the Remington machine. The business has grown considerably during the past six years and I am therefore devoting all my time to the books. However, I do have to write letters for the general manager on spe- cial occasions and thereby manage to keep up my speed. I am interested in your position because I be- lieve it offers opportunity for the broadening of my experience and possibly applying that which I have already gained to better advantage. Most decidedly I feel prepared to meet your re- quirements and I feel confident that the many improvements I put into effect in the office work of my present employer will convince you that initiative and energy are part of my make-up. I am 26 years old. If you have an investment of $30 a week to make in the position open, I feel certain that a short trial period will show you that I can make it pay you a good return. Yours respectfully, (signed) A. W. Anderson A Letter that Accomplished the Unusual A Letter that Accom- plished the Unusual The Advertisement Wanted. — Technical Graduate, mechanical, with three or four years' experience, as assistant to general manager of growing manufacturing company. Sal- ary, $150 a month to start. Address, Box 676, Newark News. This letter did not get the job advertised — it got the applicant a better job, assistant adver- tising manager in the same organization. The Answer ' 100 Oxford Street Newark, N. J. August 31, 1916 Box 676 Newark News Newark, N. J. Dear Sir: I am twenty-eight years of age and was grad- uated from Columbia University as a mechan- ical engineer in 1913. At the concern where llSLetter Accomplished the Unusual I am at present employed I have been working as assistant to the general superintendent. I have gained a great deal of knowledge in all departments. In particular, I have had experi- ence in correspondence. ' A great deal of experience has been acquired in 1. Designing 2. Pattern Shop 3. Foundry 4. Machine Shop 5. Office 6. Selling I am getting more salary here than you offer. However, I am willing to make a change if the opportunity is good for a reliable and progres- sive young man. Kindly fates warn men of impending disaster. I have been working for this concern since grad- uation. Lately, I discovered if advancement is desirable, a change must be made. All the ex- ecutive positions are held by men who are re- lated. I see no future here. My experience and your requirements appear to square. In an interview, for which I shall be glad to appear at any time, you could no doubt draw more accurate conclusions. Yours very truly, (signed) W. R. Boland The Engineer'' 5 Letter The Engineer's Letter The Advertisement Wanted. — Electrical engineer to take charge of electrical apparatus, power plant, and lighting system for a large department store. State experience, age, and salary desired. Address Box 452, Electrical World, New York City. The Answer 822 Taylor Street Easton, Pa. October 3, 1916 Box 452 'Electrical World New York City Gentlemen: The analysis of my experience as given below will enable you to judge whether I am tech- nically and practically the man for the position you have to fill : 122 The Engineer s Letter 1902-1906 Electrical engineering course, Uni- versity of Pennsylvania 1906-1908 Apprenticeship course, Westing- house Electric and Mfg. Co., E. Pittsburgh, Pa. 1908-1910 Engineering department. Westing- house Electric and Mfg. Co. 1910-1916 Lafayette Street Railways Co., sub- station work You will observe that my experience has given me a thorough training to handle competently the installation and operation of power plant equipment. During my experience with the Lafayette Street Railways Company I came in direct touch with many lighting problems and I therefore feel well qualified to take charge of that part of the work in a way that will secure maximum efficiency at low cost. I am 33 years old and at an initial salary of $150 a month, I could yield you an immediate profit. Yours very truly, (signed) John W. Ruhl P. S. Please see my article in . . . issue of Electrical World on "Cost Reducing Methods in the Small Power Plant." The Foreman'' s Letter The Foreman! s Letter The Advertisement High-grade toolmaker to take charge of large tool- room specializing in punch and die work. Must be thoroughly accomplished and possess executive ability. Give details, experience and salary desired. P. W. 116, American Machinist, New York. The Answer P. O. Box 876 Bridgeport, Conn. November 11, 1916 P. W. 116 American Machinist New York City Gentlemen: As toolroom foreman for the Blank Machine and Tool Company I saved $4700 during the past year, while the pay of the 40 hands was increased an average of eight per cent. The work was largely of the punch and die variety, for the design of which I was personally re- sponsible. 126 The Foreman's Letter The record given below is my answer as to how I was able to accomplish such a result : Four years, James and Laughlin Mfg. Co., ma- chinist Five years, Hopkins Instrument Company, tool- maker; advanced to assistant foreman after the second year Four years, Madison Machine, Tool and Die Co., assistant toolroom foreman, and for a short time before going with my present em- ployers, foreman. The three years I have been with my present firm round out a toolroom experience, largely devoted to punch and die practice, that makes me confident I can fill the position you offer. A bigger opportunity in which I could demon- strate my worth at $2500 a year from the start would attract me. I am at present earning $2000. Age, 38 years. References: Any past employer. In an interview I could furnish further details that I feel sure are boimd to interest you. Yours truly, (signed) W. H. Boyd Do Not Do Not DO not start your letter with the state- ment that you read the advertise- ment and that it interests you. You merely waste your words. The employer knows you read the advertisement and that it interests you. Otherwise you would not have replied. Do not burden your letter with such statements as: "I realize that a large number of appli- cations will doubtless be received and that it will require a great deal of your time to read them all, and it will probably be very difficult to decide," etc. Do not make any statements like the following: "There is scarcely anything in the nature of bookkeeping and accounting problems of to- day of which I am not a master." Do not use "long hand" if you can avoid it or unless it is specified in the advertisement. Typewriting is inexpensive. 130 Do Not Do not send a letter done in careless handwrit- ing. Do not use social note paper. Do not write on both sides of the sheet. Do not write with a lead pencil. Do not forget, if you are a poor speller, that it is easy to check yourself by reference to a dictionary. A misspelled word in a letter of application sticks out like a sore thumb. Do not be general in outlining your experience record. Give the names of the companies and the length of service with them. Do not fail to comply with every individual item of the advertisement. Strict compliance with the details suggests the observant. Do not rely on general statements. Employers like to draw their own conclusions from defi- nite concrete facts. Do not volunteer any statements to the effect that you are not interested in salary if the prospects are bright. Executives are not looking for "something for nothing" offers. Do Not 131 Do not put the salary question on the basis of what you must have, but rather in the form of what you can make yourself worth. Do not make inquiries that will indicate more interest in personal advantages than in serv- ing your prospective employer. Do not make any flippant, bombastic, or studied clever remarks. Do not be egotistical. There's a difference be- tween egotism and confidence. Do not try to describe your general personal characteristics, enthusiasm, loyalty, appear- ance, etc. These are qualities for which no one will take your own word. Do not talk about your family. Do not specify details of your personal habits, such as smoking, chewing, and drinking. The average employer has at least one of these habits. Take no chance of stepping on his toes. Do not fail to state your age — ^unless your with- holding it fulfills some definite purpose. Do not fail to give references. 132 Do Not Do not enclose original letters of reconnmenda- tion or other papers of value to blind ad- dresses. Send copies. PThy Neglect the FoUow-Up Letter? H^hy Neglect the Fol- low-Up Letter? WHEN a sales organization picks out a group of prospects toward which to direct a campaign for business by sales letters, the organization usually makes it a part of the campaign to direct several letters to each prospect. The letters are so constructed that a single point is taken up in each letter for concentrated selling. If there are several points to be considered in dernonstrating the article to be sold and convincing the prospect to the point of buying, it takes several letters to cover these points. The average campaign then actually consists of the first letter, which may be com- pared to your letter of application, and several follow-up letters. It is a rather astonishing fact that the prin- ciple of the follow-up, so well demonstrated in ordinary business sales letter work, is almost 136 Why Neglect Follow-Up Letter? never used by an applicant for a position,. The statements of several executives reveal the fact that during many years of experience in receiving several thousand letters of applica- tion, no one of them ever received a single fol- low-up letter. There is a superlative reason why the follow- up on your letter of application should be even more eflFective than the average follow-up let- ter selling a piece of merchandise. Besides the chances that you have in your follow-up letters of selling your services to your prospective em- ployer for some other work than that outlined in your letter of application, there is the pos- sibility of impressing him with your qualities of persistency and "wide-awakefulness" — qualities that are looked upon with favor by all classes of employers. Although you omit from your letter of ap- plication all claims to personal qualities, such as enthusiasm, aggressiveness, tact, and re- sourcefulness, you can appropriately discuss in your follow-up letter what personal character- istics you think are important in the man who will most suitably fill the position advertised. Why Neglect Follow-Up Letter? 137 Point to your experieijce record presented in your letter of application as an indication that you have the personal characteristics necessary. Finally you can point out to your prospective employer that these qualities are such that they can be judged only by a personal interview. You can depend upon it that you will have plenty of competition against your letter of application, but you will have very little com- petition against your follow-up letters. There- fore, if you use follow-up letters you at least will impart some distinctiveness to your appli- cation. It is almost certain that your follow-up let- ter will guarantee a second reading of your letter of application. If your letter of applica- tion is a good one and you are pretty well suited for the work — ^as well suited as several other applicants — the second reading will greatly en- hance your chance of getting the position. It will almost certainly insure your getting an in- terview. For certain classes of employment, such as selling and collecting, your very persistence may appeal so strongly to your prospective 138 Why Neglect Follow-Up Letter? employer as actually to land you the job. The follow-up gives you a fine opportunity to emphasize some phase of your experience, as presented in your letter of application, in such a way as further to impress favorably the em- ployer. As a means of suggestion and guidance, there are set forth in the following chapter several follow-up letters on the letters of application presented in the previous chapters. However, you will have to work out a follow-up that will best suit your particular requirements and as- sure an individual consideration of your case. If the follow-up letter makes good in sales letters, collection letters, and the almost end- less variety of other classes of business stimu- lating correspondence, why not take advantage of it in your campaign for a job? Effective FoUow-Up Letters Effective Follow-Up Letters Follow-up letter on the salesman's letter of application (see page 97). 3008 Mt. Prospect Avenue Newark, N. J. December 26, 1916 Box 332 New York Times New York City. Gentlemen: On December 20 I wrote you in regard to the position you advertised. To be successful in sales work, a man must be enthusiastic, diplomatic, and aggressive; and he must have a power of personal impression. Whether a man has these qualities you can judge only by seeing him and talking with him. When you look over my complete record as pre- 142 Effective Follow-Up Letters viously presented to you, I know that you will judge that I am worthy of an interview. Yours truly, (signed) J. R. Woolworth Follow-up letter on the sales correspondent's letter (see page 103). 280 Bay Avenue Montclair, N. J. November 8, 1916 Mr. E. F. Jones Box 4200 Paterson, N. J. Dear Sir: In my letter to you of November 4 I enclosed the names of those who know me personally and know of my work, I feel so well qualified for the position adver- tised and I am so interested in the possibilities of rendering you profitable service in it, that I have made it a point to get in touch with the gentlemen to whom I referred you. I find that you have not as yet made inquiry of them. I realize that few employers actually consult references. However, I feel that mine are of such a character that you will be repaid for the tinje to find out from them whether I have the Effective Follow-Up Letters 143 right personal characteristics you consider nec- essary for the position open. Or perhaps you feel that you would be better able to judge of these in an interview. This would also appeal to me as a better way and I trust you will give me permission to call upon you. I certainly shall be glad to meet an ap- poihtaient at any time that you will specify. Yours very truly, (signed) J. W. Briggs The follow-up letter that was used on the more general letter of application given on page 107 approached the prospective employer from a little different angle. It is offered as a sug- gestion of excellent possibilities. It will be observed that it was written, at the suggestion of the applicant, by one of his references. New York, N. Y. January 4, 1916 Box Z 17 Printers' Ink New York City Dear Sir: Mr. W. G. Dunn has told me that he has ap- plied to you for a position as executive assistant 144 Effective Follow-Up Letters and office manager and that he used my name as a reference. Instead of waiting for you to inquire about Mr. Dunn, I am taking a few minutes to tell you that after reading your advertisement I feel that Mr. Dunn's training and experience make him just the man for the position you have open. I knew Mr. Dunn as a business associate when I was a member of the organization for which he now works. I often talked with him about the possibilities of his changing to sales work or some work with more of a business punch to it. I encouraged him in this direction because I realize that he has the right kind of personality for sales success. I am not going to make a detailed reference to Mr. Dunn's ability as an office manager. His nine years with his present company, one of the largest in its field, speaks for itself. If there is any further information that I can give you with regard to Mr. Dunn, do not hesitate to write or telephone me. I should like to be of service to you both. Yours truly, General Sales Co., (signed) E. W. Manville Vice President Effective Follow-Up Letters 145 In using this form of follow-up the applicant has taken advantage of the principle that what one man says about himself carries little weight as compared with what another man, accepted because of his training, position or standing as being competent to judge, says about him. A man seeking a position uses the names of references who, if consulted by the prospective employer, will increase his possibilities of se- curing the position. The foregoing follow-up letter does not wait for the employer's action. Good selling! Good salesmen do not wait for their prospects to take action. They try to in- duce action. - A follow-up , letter on the letter of applica- tion that did not get the position advertised, but got a better position with the same organiza- tion. See letter of application on page 117. Newark, N. J. September 5, 1916 Box 676 Newark News Newark, N. J. Dear Sir: In my letter to you of August 31 I pointed out that I desired to make a change from my present 146 Effective Follow-Up Letters company because the executive positions are held by men who are related and because I see no future here. Since writing you it has occurred to me that I might have created the impression that I am the type of fellow who becomes disgruntled rather easily, and I might even have created the impression that I am of the "unappreciated genius" type. I am so thoroughly interested in the position you outlined that I am anxious to forestall any such impressions. Accordingly I am enclosing a copy of a letter I received from the president of the company a short time ago after I had been successful in completing a big negotiation. I believe this letter will convince you that I am successful in my present work. I believe further that I can make a greater success of the work you have to offer. A short interview will give me plenty of time to prove this. I have some other "exhibits" I should appreciate your examining. Yours very truly, (signed) W. R. Boland The follow-up forms given represent only a few of the forms available. The form you use rnust be governed by your individual conditions, Effective Follow-Up Letters 147 the advertisement, and the type of the adver- tiser. The few forms given are of a general character and can be applied in a great many cases. But the main point in presenting them is to stimulate your thought on the virtues of the follow-up letter and to emphasize its pos- sible utility to you. Hustle While You Wait Hustle IVhile You Wait Do not be satisfied with follow-up let- ters on your letter of application. Consider the merits of the telegram. The telegram is an attention-compeller. You may be sure that you will at least get some credit for alertness if you follow up with a tele- gram. Just what form the telegram should take will depend upon the circumstances sur- rounding your application. You may not be able to do much direct sell- ing right in your telegram, but you will find it a valuable aid in carrying the impression that you are resourceful and alert. As an illustration of what can be done by a little alertness the telegram below is given for its suggestive value. This applicant for a posi- tion of large opportunity, for which there was keen competition, departed considerably from the conventional attitude of watchful waiting. 152 Hustle While You Wait The position advertised was open in a plant some 400 miles from the home of the successful applicant. He wrote his letter and then fol- lowed it up with this telegram: Unless you wire me on receipt of this night telegram that the position for which I ap- plied is already filled I will leave for your plant to-morrow night in order to see you per- sonally My training and experience are such that you cannot fail to realize my fitness for the job when I furnish details and I am fully tvilling to risk the traveling expenses in- volved in case of a turn-down The receptive mood that awaited this appli- cant can be readily imagined. He secured the job. In a certain case the following night-letter- gram got results: In my letter to you of January third T referred to R G Jones president Jones Manufacturing Company I just learned that Mr Jones leaves for an extended trip on Tuesday Will you not please get in touch with him before he leaves I believe he will be able to tell you something interesting about my experience in its relation to the work you outline Make a Prompt and Good Appearance for the Interview Make a Prompt and Good Appearance for the Interview WHEN you are fortunate enough to get a letter from a company in an- swer to your application, request- ing you to call at a certain time, by all means get there at the appointed time. It really is astonishing how indifferent some men are to opportunity knocking at the door. Employers tell of men who have been asked to call with regard to a position and who have replied by asking for a postponement because of some out- ing on the date specified or because of some other such foolish excuse. Do not take the time to present a poor ex- cuse for not appearing at the time requested. You might just as well save yourself the trou- ble. You will not get the job. Good salesmen have proved that good sam- 156 Make a Good Appearance pies are a great help in selling. They have also demonstrated that even where the physical ap- pearance of an article has absolutely no rela- tion to its inherent merit it is a good plan to make the sample look as attractive as possible. Therefore, look to your personal appearance. Your appearance is important because your prospective employer must judge you quickly. He is bound to be influenced to a certain extent by externals. You may be very brainy, but it will take you more time to prove it against a bad impression caused by a poor personal ap- pearance. It takes more time than you will have in an interview. Give some thought then to your personal ap- pearance. It should be conservative. Reflect seriously on the merits of a hearty handshake. Employers register consciously the reaction produced by a man's handshake. They place great faith in this as an index of a man's personality. Probably you will not be able to accomplish the vise-like clasp of a blacksmith. But put your heart and strength into your grip. Meet Your Prospective Em- ployer's Point of View Meet Your Prospective Employer's Point of View THE most charming conversationalists are the good listeners. A salesman finds it of tremendous value in inter- viewing a prospect to be able to be responsive to his prospect's point of view. Knowing his prospect's business enables the salesman to be a good listener. When a salesman takes up a big deal, he makes it a point not only to know the product he is trying to sell and its suitability for the service in view, but to know as much as pos- sible about his prospect's business. He makes it a point to get as quickly as possible a sense of his prospect's point of view. In selling your services try to keep well in mind a sense of your prospective employer's 160 Meet Employer's Point of View point of view on the type of man he wants for the job in hand. Not one applicant in a thousand ever thinks of making a study of his prospective employer's business. Be the exception. Before you appear for your interview, make some inquiries regard- ing the affairs of the company. Find out about their financial standing and their position in their field. Go to the public library and make a study of the products they make or handle. The employer is interested in your reasons for desiring to be associated with his company. If you know something of his company and the kind of work it does, you will be able to show how you can be of service. Do not give any personal reasons, such as a desire to move your famil3^s residence. Do not tell him that the people you are at present employed by are not of the right kind. Such a statement is too hard to prove. In general, then, take it for granted that the prospective employer is not at all interested in your personal affairs or personal reasons for wanting to get the job. He is trying to secure a man who will be of the best value to him. Meet Employer s Point of View 161 Confine yourself to demonstrating that you want the position because you feel that in such a position you can best capitalize your previous training and experience, both to him and to yourself. As a means of focusing attention on the position and of giving you something definite to talk about, lay out on a sheet of paper in a logical form the characteristics of the ideal man for the position in hand. You can then take up these characteristics one at a time and show your prospective employer just how your train- ing and experience have developed in you the various characteristics set forth. It is a good plan to have with you any sam- ples of work you have done, or any letters that bear on your having made good in your previous positions. If your prospective employer asks you how long it will be before you can take up his work, do not fail to provide for plenty of notice to your present employer. Honesty is certainly the best policy. If you show your prospective employer that you are not inclined to be very fair to your present employer, he may become 162 Meet Employer's Point of View suspicious that you might treat him the same way. Such a lack of consideration will not help you to land the job. In contemplating your interview cast about for some means of talking about the position in view or about how various phases of your experience fit you for the position. During the interview try to direct your conversation in such a way as to avoid the necessity of too many direct statements about yourself. One of the hardest things in the world to do grace- fully is to talk about oneself. This is usually a tiring subject to any listener. The main thing for you to keep in mind dur- ing your interview is to limit your remarks to the features of your work and experience that promise a capacity for valuable service to your prospective employer. Do not ramble off into irrelevant remarks about your brilliant accomplishments. Talk more about the position than about yourself. The Eternal Question - the Salary The Eternal Question -the Salary WHEN the salary question comes along be prepared with some defi- nite ideas of your own. It is doubt- ful if leaving the salary question entirely with the employer to decide makes a good impression on him. Have some idea of your possible earn- ing capacity in the position advertised. If you are asked what salary you want, specify that amount. The position advertised has an approximate value to the employer. He capitalizes the work done in that position at a certain amount. You may have been earning more or less. If you can approximate what such a position is worth, name that figure. The average employer has no intention of bartering with you about the salary. If the position is worth a certain salary, he would 166 The Eternal Question — the Salary rather pay this to exactly the right man for the place, than to get a man for less who looked less promising. You have little chance of getting any con- siderable amount more for the job than it pays normally. The economics of the employer's organization will prevent him from paying you more for the position than the amount at which he can capitalize this particular position in the work of his organization. He may be quite ready to believe that you have been making more than the salary he places on the position and that you are quite capable of earning more than this figure — but not at the position he has to fill. During the Interview- Do Not During the Interview -Do Not DO not wear "loud" clothes. Do not walk into a private office with your hat on. Do not walk into an office with a cigar, cig- arette, or pipe in your mouth or hand. Do not lay a limp hand in your prospective employer's hand — ^grip his hand firmly. Do not fall back into a chair as though you were going to sleep in it. Sit upright. When you stand, stand upright. Do not put your hat on the executive's desk. Do not try to force intimacy with the executive. Do not try to hand him a cigar. Do not try to do all the talking — ^be a responsive listener. Do not bring up purely personal matters. 170 During the Interview — Do Not Do not be egotistical — speak with confidence of your work. Do not "knock" your present or past employers. Speak well of them. Do not try to give the impression that you are a martyr in your present position. Do not let the interview grow stale. When you feel that you have gone as far as you can to- ward closing the deal, get out. Keep Your Case Alive Keep Your Case Alive IF you have the feeling that all went well during the interview, and that the job is all but landed, do not trust so dangerous an idea. Perhaps the executive simply hated to hurt your feelings too brutally and tried to let you down easy until he could interview other competitors. Do not ever be sure that you have landed the job until the word has been finally given to you. Salesmen know that an order is never really sold until the goods are shipped and the bill is paid. If you feel dissatisfied with the impression you think you made during the interview or feel that you have been eliminated from the com- petition, readjust yourself. The employer may have been either naturally or deliberately un- demonstrative. If he had other men to inter- view, he certainly would try not to give you the impression that he had decided you were the right man for the job. 174 Keep Your Case Alive Keep on with your selling methods. A good salesman never gives up until he has some posi- tive proof that his competitor has taken the business. The very interest you display in the position in following it aggressively may be one of your best appeals to the executive. When a salesman calls on a prospect and fails to close a sale, he immediately begins after the interview to plan what he can do to further his project. Do some planning yourself after your interview with your prospective employer. There are four general forms of follow-up on the interview: a letter, telegram, telephone call, or another call in person. In sales departments that are run at all effi- ciently a follow-up letter is sent to a prospect after the salesman's call. This letter usually reiterates the selling points advanced by the salesman and emphasizes the points that are most important according to the salesman's re- port of the interview. You at least ought to write a follow-up let- ter at once. Base this letter on some of the points brought out in your discussion with the executive. Your interview should have pro- Keep Your Case Alive 175 vided you with a better sense of his point of view and of what he is looking for in the man who will get the position. This will provide you with some ideas for your follow-up letter. As one means of following up the executive after your interview you may have your ref- erences write him. Their letters should set forth their convictions of your suitability for the position open in such a way as to meet the viewpoint of the executive as brought out dur- ing your interview. If you do not hear from your prospective em- ployer within a few days from your interview do not be afraid to get in touch with him again, either by telephone or by another call at his oiEce. No man ever resents the right kind of persistence. The chances of securing any posi- tion are always enhanced by a display of "wide- awakefulness." Work out some kind of follow- up by letter, telegram, telephone, or another call in person. In order to make this follow-up most effective, tie it up in some way with some- thing brought out during the interview. No matter how comfortable or uncomfortable you 176 Keep Your Case Alive feel about the impression you made during tjie interview, keep active in following up your attack. Keep your case alive !