Sales training manual used for IBM training in the 1950's. Much of this was written as long ago as 1937. The more things change, the more they stay the same.

1. If ‘
a _ .
"1'54
‘. 3i . ‘ ,
K‘dVanc’bd Salesmanshlp
and
Short Euts tn Impressive Speaking
BY
i j élacy
All rights reserved
Copyright 1937, I938, 1939 by M. J. Lacy
LACY SALES INSTITUTE
NEWTON CENTRE 59, MASSACHUSETTS
TELEPHONE LA sell 7-4472

2. JIM 73Get MeMod
PR(JII
THE JACK lACY COURSE IN STAR SALESMANSHIP
IT IS EASY TO MASTER TOP-BRACKET SELLING
WITH THIS FASCINATING TRAINING
1. Read the sessions. I
Execute the q u i z z e s a s you reach them. I t r e q u i r e s
b u t l i t t l e time to w r i t e down the answers b u t before
y o u can d o s o you must t h i n k each p r i n c i p l e through
and a p p l y i t t o your p r o p o s i t i o n . T h i s imbeds each
fundamental i n t o your personality and y o u use it i n ‑
stinctively and n a t u r a l l y and thus you i m m e d i a t e l y
increase y o u r s e l l i n g power.
3. Each completed q u i z is checked against t h e master in
t h e back of the book. You a r e thus assured t h a t you
are u s i n g each procedure in t h e way t h a t w i l l produce
maximum sales. The checking of your q u i z z e s can be
.done b y y o u r s e l f , y o u r s u p e r v i s o r, t r a i n e r, sales
manager or anyone e l s e .
With t h i s simple, eaey-to-execute program you w i l l assure y o u r s e l f t h a t you
are u s i n g each fundamental and procedure in t h e way t h a t w i l l deve10p your
maximum s e l l i n g power. Furthermore, you w i l l be able to h e l p others develoP
t h e i r maximum s e l l i n g power and thus you w i l l g i v e y o u r s e l f and the men who
s e l l f o r you the greatest possible chance to make every possible s a l e .
ir fir 1*
This t r a i n i n g which y o u a r e s t a r t i n g , w i l l increase y o u r s e l l i n g power and y o u r
income if you comglete i t . That statement is based on t h e f a c t t h a t more than
200,000 salesmen and sales managers, representing thousands of companies, have
preceded you in u s i n g Jack Lacy t r a i n i n g as a s t e p p i n g stone to greater success.
Every man who has completed t h e course has been s a t i s fi e d w i t h returns. T h i s
phenomenal r e c o r d of successful results is y o u r guarantee t h a t it w i l l do t h e sane
f o r you.
Your t r a i n i n g is based on the philosophy t h a t t h r e e steps w i l l b r i n g you to t h e peak
o f y o u r p r o d u c t i v i t y a s a salesman:
1 . You must master your product. You must know i t s advantages over c o m p e t i t i v e
products. You must know your competitors' weaknesses. You must know the
aims and ambitions of your customers and prospects. You must be a b l e to apply
t h e appeals of your product to the ambitions and needs of y o u r customers and
prospects.
2. You must organize your knowledge f r o m a sales standpoint - y o u must surround
it w i t h psychology t h a t s e l l s f a s t e r and b e t t e r so t h a t when you t a l k about
your product y O u can do q u i c k l y and s u r e l y the three things t h a t make sales,
namely: (a) i n t e r e s t people i n your product; (b) convince them t h a t they need
y o u r product; and (c) persuade them to b u y your p r o d u c t now.
Copyright 19h6 by M. J. L a c y. P r i n t e d
Revised E d i t i o n Copyright 1951 - M. J. Lacy in
U . S . A . ,
, , , ii__i_4£

3. - 2_
3. You must develop s e l l i n g s k i l l . You must master the procedures and t e c h n i q u e s
which enable you to use y o u r organized knowledge w i t h maximum power in a l l
y o u r p r e s e n t a t i o n s .
In t h i s t r a i n i n g you w i l l review the psychology, procedures and t e c h n i q u e s of toP‑
bracket salesmanship as t h e y are used by s t a r salesmen. If you w i l l apply them to
y o u r product, a s y o u review them, i n y o u r t r a i n i n g , y o u r reward w i l l b e a n immediate
increase in your a b i l i t y to s e l l y o u r product.
YOU WILL ENJOY YOUR COURSE
Your t r a i n i n g is thoroughly organized. You have o n l y to f o l l o w t h e program as it is
scheduled and y o u are c e r t a i n to develop added s e l l i n g power step by s t e p . Charge
y o u r s e l f r i g h t now w i t h the r e s p o n s i b i l i t y o f completing a t l e a s t one s t e p each
week. You may do it f a s t e r if you w i s h b u t 29 slower if you want maximum returns
on y o u r investment of time and e f f o r t .
The course i s i n t e r e s t i n g a s w e l l a s sound - y o u ' l l e n j o y i t . There a r e n o r u l e s t o
memorize, n o a r t i fi c i a l routines o r i n v o l v e d formulas t o t r y t o remember d u r i n g y o u r
presentations. Having been a successful salesman myself f o r more than t h i r t y ‐ fi v e
years I know y o u d o n o t become a b e t t e r salesman b y c l u t t e r i n g y o u r mind d u r i n g y o u r
p r e s e n t a t i o n s . You become a b e t t e r salesman b y t r a i n i n g your i n s t i n c t s o t h a t i t r e ‑
sponds n a t u r a l l y, i n s t a n t a n e o u s l y and c o r r e c t l y d u r i n g y o u r i n t e r v i e w s . T h a t i s
what you w i l l d o i n these s e s s i o n s .
You a r e urged to f o l l o w the steps in numerical order as t h e y appear on t h e chart.
As you complete each step check it o f f and go on to the next.
L e t ' s get s t a r t e d . Here are y o u r steps:
Step #1 Execute Your "Presentation Analyzer". T h i s w i l l show you whether your
current presentation has weaknesses. This is a warming-up q u i z . There is no
master f o r i t .
Execute Quiz 1A - Your "Personality Probe". In t h i s q u i z you w i l l review s i x t y ‑
s i x characteristics t h a t b u i l d stronger sales p e r s o n a l i t i e s .
Check y o u r Quiz 1 A a g a i n s t t h e Quiz M a s t e r 1A, which you w i l l fi n d w i t h t h e "Quiz
Masters". This w i l l h e l p you to determine the characteristics t h a t w i l l do most
f o r y o u i n b u i l d i n g y o u r maximum sales p e r s o n a l i t y.
Step #2 Read t h e fi r s t h a l f of Session #1 of "Advanced Salesmanship", e n t i t l e d
"Secrets of S t a r Salesman". In t h i s you w i l l r e v i e w many of the procedures and
t e c h n i q u e s t h a t d i s t i n g u i s h t h e s t a r s f r o m average salesmen.
Execute y o u r "Presentation Builder". T h i s reviews a s e r i e s of steps which make it
e a s y f o r y o u to develop y o u r knowledge of your p r o d u c t i n t o appeals t h a t s i n k in
and s e l l . No master is needed w i t h t h i s q u i z .
Step #3 Read the second h a l f of Session #1 Of "Advanced Salesmanship" - "Prepa‑
ration". T h i s r e v i e w s t h e p r e s e n t a t i o n p a t t e r n used b y the s t a r s i n hundreds o f
l i n e s o f s e l l i n g .
Execute Quiz 1C ‐ Yo u r "Presentation Organizer". You apply the s u r e ‐ fi r e p a t t e r n
o f s t a r salesmen and o r g a n i z e a p o w e r f u l p r e s e n t a t i o n f o r your p r o d u c t .
Check your "Presentation OrganiZer" a g a i n s t y o u r "Presentation Powerizer" Quiz
M&Ster 110 12mdbgcld T h i s furnishes y o u a n e a s y ' t o ’ f o n o w g u i d e t h a t helps 5cm con‑tinuous y o u i more p o w e r f u l p r e s e n t a t i o n s thus addin
l i n g power. ’ 8 steadily to y O u r s e l ‑
IhIn4-m‐uuuInIIIlIIIuInunuun-g.-__J_-__=________________w_fl"__

4. - 3 ‑
Step in Read S e s s i o n #1 of Short Cuts to Impressive Speaking, e n t i t l e d "How to R e l a x
and Control Nervous Tensionfl. T h i s session reviews the natural way to r e l a x n e r v ‑
ous t e n s i o n and w i l l h e l p you t o master t h e a r t o f d o i n g your b e s t work when t h e
pressure is greatest. It w i l l a l s o enable you to develop greater energy, endurance
and v i t a l i t y . There a r e no masters f o r t h e sessions in impressive speaking. You
merely absorb them a n d s t a r t immediately to e n j o y t h e i r b e n e fi t s .
Step f: Read Session #2 of "Advanced Saleemanship" - "The Approach". T h i s o u t l i n e s
t h e p r i n c i p l e s a n d procedures t h a t g a i n immediate and reapectful a t t e n t i o n f r o m
prospects.
Execute Quiz CR, which y o u w i l l fi n d a t t h e end o f t h e s e s s i o n . T h i s r e q u i r e s you
to a p p l y t h e p r i n c i p l e s of the successful approach to your presentation of your
p r o p o s i t i o n .
Check y o u r Quiz 0 2 a g a i n s t Quiz Master C2. T h i s assures you t h a t you have i n t e r ‑
p r e t e d and a p p l i e d t h e p r i n c i p l e s o f t h e approach i n t h e way t h a t w i l l g i v e m a x i ‑
mum power to y o u r f u t u r e approaches.
§$§2_fi§ Read Session #2 of S h o r t Cuts to Impressive Speaking - "How To Improve The
Voice". In t h i s s e s s i o n you r e v i e w procedures t h a t develop richness, resonance,
power and a u t h o r i t y i n y o u r v o i c e . You l e a r n how t o "save" y o u r v o i c e s o t h a t you
can g i v e f r e q u e n t a n d l e n g t h y p r e s e n t a t i o n s t o audiences o r individuals w i t h l i t t l e
or no f a t i g u e or exhaustion. No master is needed f o r t h i s session.
gtegjfiz Read Session #3 of "Advanced Salesmanship" - "The Demonstration". T h i s s e s ‑
s i o n o u t l i n e s t h e procedures t h a t give your appeals added power to s i n k in and
s e l l , thus g i v i n g y o u r demonstrations greater s e l l i n g power.
Execute Quiz C3. This demands t h a t you apply t h e p r i n c i p l e s o f t h e successful
demonstration t o your p r e s e n t a t i o n s .
Check y o u r Quiz C 3 against Quiz Master C3. This assures you t h a t your i n t e r p r e ‑
t a t i o n and a p p l i c a t i o n o f t h e p r i n c i p l e s are such t h a t t h e y w i l l g i v e your f u t u r e
demonstrations t h e i r maximum power.
Step i8 Read Session #3 of S h o r t Cuts to Impressive Speaking - "How To H o l d The
I n t e r e s t of Listeners". In t h i s session you r e v i e w t h e ' s e c r e t ' of h o l d i n g
t h e undivided i n t e r e s t o f y o u r l i s t e n e r s throughout y o u r p r e s e n t a t i o n . N o master
r e q u i r e d f o r t h i s session. You absorb t h e t e c h n i q u e and r e a l i z e t h e b e n e fi t s
immediately. '
Step #2 Read Session #h of "Advanced Salesmanship" - "The Close". In t h i s session
you r e v i e w the p r i n c i p l e s and procedures used b y s t a r salesmen t o make t h e i r c l o s e s
" c l i c k " .
Execute Quiz Ch. T h i s demands t h a t you apply t h e p r i n c i p l e s o f successful c l o s i n g
to y o u r presentations.
Check your Quiz C h a g a i n s t Quiz Master Ch. T h i s a l l o w s you t o b e c e r t a i n that y o u r
i n t e r p r e t a t i o n and a p p l i c a t i o n . o f t h e p r i n c i p l e s o f c l o s i n g are such t h a t t h e y w i l l
g i v e maximum power to y o u r c l o s e s .
Steg $10 Read Session #h of S h o r t Cuts to Impressive Speaking ‐ "How To Sway Your
Listeners". In t h i s session you review t h e great secret of ' t i m i n g ' , the f a c t o r
t h a t gives you t h e power t o sway your l i s t e n e r s and gets them t o accept y o u r
recommendations. No master r e q u i r e d f o r t h i s s e s s i o n .
Step fill Read Session #5 of "Advanced Salesmanship" - "The Objections". In t h i s
session.you review the procedures which enable you to change pe0p1e's minds w i t h ‑
out antagonizing them.

5. - u ‑
Execute Quiz 35- This r e q u i r e s y o u t o apply t h e p r i n c i p l e s o f s u c c e s s f u l l y hand‑
P l i n g o b j e c t i o n s i n a l l y o u r contacts.
Check Your Quiz B 5 a g a i n s t Quiz Master B5. T h i s makes c e r t a i n t h a t you have a b ‑
sorbed and a p p l i e d the p r i n c i p l e s o f s u c c e s s f u l l y handling obJections i n t h e way
t h a t w i l l be of greatest b e n e fi t to you in f u t u r e presentations.
§§Efllfi£¥§ Read Session #5 of Short Cuts to Impressive Speaking -"The Easy Way To
Organize Speeches t h a t ' C l i c k ' . " I n t h i s session you w i l l review f o u r b a s i c
fundamentals used by t o p - fl i g h t Speakers and w i t h which it becomes easy to organ‑
i z e group p r e s e n t a t i o n s o r speeches w i t h a mininmm.of time and e f f o r t .
; S t e 13 Read Session.#6 of "Advanced Salesmanship" - "Personality". In t h i s s e s ‑
s i o n you r e v i e w t h e f o u r b a s i c types o f sales p e r s o n a l i t i e s and determine t h e type
t h a t b e s t fi t s y O u r business and t h e n check t w e l v e easy ways of b u i l d i n g a stronger
sales p e r s o n a l i t y.
Execute Quiz B6. T h i s r e q u i r e s you t o a p p l y t h e p r i n c i p l e s t h a t b u i l d s t r o n g p e r ‑
s o n a l i t i e s t o y o u r s e l f .
Check y o u r Quiz B6 a g a i n s t Quiz Master B6 and determine whether you have i n t e r j
p r e t e d and a p p l i e d t h e p r i n c i p l e s i n t h e way t h a t w i l l g i v e you t h e greatest h e l p
i n developing y o u r strongest s e l l i n g p e r s o n a l i t y.
Step ilk Read S e s s i o n # 6 o f S h o r t Cuts t o I m p r e s s i v e Speaking - " S h o r t Cuts To A
More Impressive Vocabulary". In t h i s session you review a simple method which w i l l
enable you q u i c k l y to add to y o u r s e l l i n g power by improving your word power and
a d d i n g to your p h r a s i n g a b i l i t y . No q u i z is necessary f o r t h i s session.
Step fl : Read Session #7 of Short Cuts to Impressive Speaking - "An Easy Way To
Remember Names and Faces". In t h i s session y o u master f o u r easy to use steps t h a t
w i l l h e l p you develop t h e a b i l i t y to remember names and faces, a sales making
asset of incalculable value.
CONGRATULATIONS:
Yo u have worked y o u r way s t e p by step through t h i s course and have thought about t h e
fundamentals t h a t w i l l do the most to i n c r e a s e y o u r s e l l i n g power. Your knowledge is
b e t t e r organized f r o m a s a l e s standpoint and you have developed s e l l i n g s k i l l . I urge
you n o t t o stop h e r e .
Continuous organization w i l l pay you continuousreturns in g r e a t e r s e l l i n g power
and h i g h e r income and it is a never‐ending process. You can use it d a i l y and b e ‑
come a b e t t e r salesman e v e r y day of your l i f e , as l o n g as y o u l i v e .
TEN MINUTES A DAY
By spending t e n minutes a day r e a d i n g and t h i n k i n g about t h e fundamentals covered
in t h i s guide to top-bracket s e l l i n g you w i l l add t h e necessary power which w i l l
g i v e y o u every possible chance at e v e r y possible s a l e . With sustained p r a c t i c e
and e f f o r t y o u w i l l - - w i t h i n a f e w years a t most‐ p o s s i b l y w i t h i n months, develop
such great power a s t o become v i r t u a l l y i r r e s t i b l e i n every p r e s e n t a t i o n wherein
you have a reasonable p o s s i b i l i t y o f making y o u r s a l e .
Good Luckt
Jack Lacy
l Lacy Sales I n s t i t u t e
Newton Centre, Mass. 3

6. Advanced Salesmanship
SESSION NO. 1
(Part One)
$crel5 0/ .S’lar Sa/édmen
BY
jacé lacy
All rights reserved
Copyright 1937, 1938, I939, 1946 by M. J. Lacy
LACY SALES INSTITUTE
NEWTON CENTRE 59, MASSACHUSETTS
TELEPHONE LAsell 7-4472

7. l.
2.
10.
11.
12.
15.
The fi r s t step in adding power to your presentati
weak spots. Nobody b u t you w i l l see your analb’Ze
your answer to each question.
JACK IACY'S
PRESENTATION ANALYZER
Before c a l l i n g on a prOSpect f o r the fi r s t time do you EEEEZE
get a l l the information you can about him?
Do you always have a d e fi n i t e objective in mind f o r eech c a l l
so t h a t you know exactly what you w i l l t r y to accompllsh
during each interview?
Do you always set up a pattern in advance to guide your i n t e r ‑
views and keep them under your control?
If you were very busy and a salesman called on you and opened
h i s presentation in the way t h a t you u s u a l l y open yours, would
you l i s t e n t o him r e a d i l y ?
Before you c a l l back on a customer or prospect do you always
review the h i s t o r y of the account?
After each c a l l do you record the significant happenings in
such manner t h a t you w i l l have the benefit of them on your
subsequent calls?
Do you always have an imagination-stirring sentence ready with
which to swing the interview over to your presentation?
D o you always crystallize a need i n your prospect's mind f o r
some b e n e fi t you can supply before you plunge i n t o a lengthy
presentation or demonstration?
Throughout your presentation do you f r e q u e n t l y remind your
prospect of the benefits he w i l l enjoy if he buys, r a t h e r than
c o n fi n i n g yourself to a discussion of the technical features of
your product or service?
Do you always make it easier f o r your prospect or customer to
buy from you than to turn you down?
Do you have an organized method by which you can t e l l when
prospect is ready to be closed?
D o you always a d r o i t l y ask f o r the order a t l e a s t three times
d u r i n g each presentation?
Do you always b r i n g i n t o play more than the sense of hearing
when you encounter a d i f fi c u l t prospect?
Do you have an effective way of handling hesitant or p r o ‑
c r a s t i n a t i n g prospects o r customers?
Can you remember names and faces?
Copyright l9h6 by M. J. Lacy.
Yes
on is to determine if it has any
r so be merciless as you check
No

8. JACK LACY'S PRESENTATION ANALXZER Page #2
16.
17.
18.
19.
20.
21.
22.
23.
2h.
26.
27.
28.
29.
30.
Can you usually handle an unreasonable and unjustified com‑
pla1nt Without getting into an argument?
Can you accept criticism graciously?
Ir a prospect disagrees w i t h you can you usually Change h i s
mlnd w1thout antagonizing him?
Can you subdue nervous tension when making an important
presentatlon and in other c r i t i c a l situations?
Do you know the short-comings of a l l your competitors?
Are you always tolerant and patient when handling customers
or prOSpects, even the unreasonable ones?
Can you always make your ideas as clear to others as they
are to you?
Do you always organize your time and effort?
Do you understand the problems of your customers and prospects
better than any competitive salesman does? '
Doyou start your calls each day w i t h zest in your step, a
smile on your face, a song in your heart and a sincere desire
to help your customers and prospects?
Do you frequently write out your ideas and appeals and t r y to
improve your words and phrases so as to develop greater s e l l i n g
power?
Do you make any e f f o r t to improve your voice?
Do you ever t r y to improve your enunciation and make it easier
f o r prospects and customers to absorb your ideas?
Do you make an e f f o r t to improve your timing so as to add power
to your presentations?
When you have an important presentation coming up do you go over
it in advance so as to be sure it is clear and easily absorbed
by your_prospect or customer?
If you checked "No” in answer to any question you can add power to your presentation
by b u i l d i n g up that f a c t o r. If you checked "No" after Several on many questions you
can add that much more power.
I n your Jack Lacy t r a i n i n g , which you are now starting, you w i l l review the selling
procedures which cover a l l of the above presentation factors ‐- and many more.
LACY SALES INSTITUTE
Copyright l9b6 by M. J. Lacy.

9. JACK LACY'S PRESENTATION ANALYZER Page #2
Yes No
16- Can you usually handle an unreasonable and unjustified com‑
plalnt w1thout getting into an argument? ___ ___
17~ Can you accept criticism graciously? .___ _L_
18' I; a prospect disagrees with you can you usually change h i s
mlnd w1thout antagonizing him? ___, ___
19. Can you subdue nervous tension when making an important
presentatlon and in other c r i t i c a l situations? .___ ___
20. Do you know the short-comings of a l l your competitors? ____ ___
21. Are you always tolerant and patient when handling customers
or prospects, even the unreasonable ones? ___ ___
22. Can you always make your ideas as clear to others as they
are to you? ___ ___
23. Do you always organize your time and e f f o r t ? ___ ___
2h. Do you understand the problems of your customers and prospects
better than any competitive salesman does? ' ___ ___
25. Doyou start your c a l l s each day w i t h zest in your step, a
smile on your face, a song in your heart and a sincere desire
to help your customers and prospects? ___. ___
26. Do you frequently w r i t e out your ideas and appeals and t r y to
improve your words and phrases so as to develop greater s e l l i n g
power? ___ ___
27. Do you make any e f f o r t to improve your voice?
28. Do you ever t r y to improve your enunciation and make it easier
f o r prospects and customers to absorb your ideas?
29. Do you make an e f f o r t to improve your timing so as to add power
to your presentations?
30. When you have an important presentation coming up do you go over
it in advance so as to be sure it is clear and e a s i l y absorbed
by your prospect or customer?
I f you checked "No" i n answer t o any question you can add power t o your p r e s e n t a t i o n
by b u i l d i n g up t h a t factor. If you checked "No" a f t e r several on many questions you
can add t h a t much more power.
I n your Jack Lacy t r a i n i n g , which you are now starting, you w i l l review the selling
procedures which cover a l l of the above presentation factors -- and many more.
LACY gums INSTITUTE
Copyright l9h6 by M. J. Lacy.

10. JACK LACY'S
PERSONALITY PROBE
QUIZ l - A
Name
Check before each characteristic l i s t e d below in accordance with the importance
you attach to it in the development of a good salesman in your business. Check in
column one if you consider it indispensable, in column two if merely desirable and
do not check if unimportant.
1 2 1 2 1 2
Health Impressiveness Enthusiasm
Honesty Self-reliance Determination
Personality Clear enunciation Persistence
Ambition Dependability Optimism
Loyalty Logic I n i t i a t i v e
V i t a l i t y O r i g i n a l i t y Energy
Courage Thrift Poise
Cheerfulness Self-confidence Alertness
A ff a b i l i t y Intelligence Forcefulness
Courtesy Good Voice Porsuasiveness
Tactfulness Orderliness Industry
Patience Decisiveness Concentration
Appreciation Self‐control Expectancy
S p i r i t of Service Vocabulary W i l l Power
Good Manners Imagination Perseverance
Foresight Convincingness Drive
Friendliness Product Mastery Quick-mindedness
Consideration Self-dependence Resourcefulness
Judgment Assurance Hard work
Tolerance R e l i a b i l i t y Resoluteness
Observation Comprehension Calmness under pressure
Appearance Thoroughness Endurance
L i s t below in t h e i r r e l a t i v e order of importance, the nine characteristics which you
consider most essential in the development of a successful salesman in your business.
You are not l i m i t e d t o those l i s t e d above.
1 h
2 5 8
-3__________________6
Your business has a personality - a distinguishing characteristic - something t h a t
makes it different from any competitor. What do you consider t h i s distinguishing
characteristic?
LACY SALES INSTITUTE
Copyright l9h6 by M. J. Lacy

11. "r
I r ‐ ‘
' ADVANCED SALESMANSHIP
The Prlnciples and Practices of Star Salesman
Overhead you hear a p u r r.
It grows more distinct.
You gaze a l o f t and you see an airplane.
I t i s v i s i b l e t o the naked eye because
it has flown within the fi e l d of your
vision.
With a set of mechanical ears, how‑
ever, you could detect the presence of
the plane twenty-five miles away.
With a p a i r of fi e l d glasses
you could see the same plane
several miles away.

12. 1-2
The same principle applies to salesmen.
ngre are men who are "sure fi r e " in s e l l i n g prospects t h a t come to the store or
o i c e , who telephone requesting information or ask t h a t a salesmen c a l l or who,
in some other way, indicate t h e i r i n t e r e s t in h i s product or service. The a b i l i t y
to make such sales is commendable b u t it is a f a c t , nevertheless, t h a t such pros‑
pects are, figuratively speaking, v i s i b l e to the naked eye.
There are also salesmen who can d i g up business. E i t h e r by cold canvassing or
radiation, u s i n g customers, friends or other connections, they locate prospects
who need t h e i r p r o p o s i t i o n and who r e a l i z e they need i t , b u t whose i n t e r e s t , p r i o r
t o the salesman's c a l l had not been s u f fi c i e n t l y aroused t o cause the prospect t o
send f o r t h e salesman.
Salesmen who scratch f o r business t h i s way s e l l many prospects who would never buy
b u t f o r t h e additional urge which they supply. F i g u r a t i v e l y speaking such salesmen
are u s i n g fi e l d glasses to locate and s e l l prospects who a r e s t i l l several m i l e s
from t h e buying p o i n t .
HOW THE STARS WORK
There are a l s o salesmen who can take a k i t in hand, s t a r t out anywhere and do
business. Such men v i r t u a l l y create sales. They can s e l l ideas as w e l l as prod‑
u c t s and services. They throw o f f a l l b a r r i e r s and l i m i t a t i o n s .
Such men can s e l l prospects who look them up. They can s e l l prospects who need
t h e i r proposition and who are aware of t h a t need. They can also smoke out and
s e l l countless prospects who need t h e i r proposition b u t who are not aware of the
great b e n e fi t to them in buying the salesman's proposition u n t i l he appears on the
scene and crystallizes t h a t need.
Such men are star salesmen. They are not miracle workers, although many of them
may seem to be from t h e i r results. They a r e j u s t good smart salesmen who g i v e
themselves every possible edge t h a t might help to make a sale.
When these super-salesmen appear on t h e scene, because they understand and use the
principles of the correct approach, they a r e welcome. They i n t r i g u e the i n t e r e s t
of the prospect, they c r y s t a l l i z e h i s need f o r t h e i r proposition, they make a .
complete and e ff e c t i v e presentation, they use a compelling b u t acceptable close,
they p a r r y objections when t h e y a r i s e , t h e y use s e l l i n g s t r a t e g i e s and the r e s u l t
is t h a t t h e y make sale a f t e r sale to prospects who may never have known t h a t there
was any advantage in buying the proposition u n t i l the salesman came along and
crystallized t h a t f a c t f o r them.
Such men create and expand markets f o r what they s e l l . They fi n d prospects where
average salesmen would not discover even suspects. They get t h a t extra cooperation
from wholesalers, jobbers and dealers which means the f u l l realization of the sales
possibilities of e v e r y o u t l e t . In short, if there is any possible way to make the
sale t h e y do s o .
figuratively speaking, a r e using mechanical ears. They detect andmenSuch sales , rospect while they are s t i l l twenty‐five miles from t h e buying
s e l l prospect a f t e r P
point.
' 5 '

13. 1-3
It is the PrinCiPles of salesmanship as it is practiced by such star salesmen that
we are going to discuss in these sessions. It is f o r the attainment of such a b i l i t y
that we are going to strive.
LET'S GET DOWN TO BUSINESS
Practically a l l of us learn to s e l l in the same way.
we get as much information as wecan about the proposition weare going t0 S e l l and
we start out. we t r y everything we can think o f . we adoPt those things that work
and discard those things t h a t f a i l .
At fi r s t nothing works. we take a l i c k i n g wherever we go. we can take i t , however,
so we keep t r y i n g . we stagger i n , take a beating, EGt up Off the fl o o r and stagger
out. we drive ourselves i n t o making c a l l a f t e r c a l l when we would rather do any‑
thing else in the world.
A t t h a t stage i n our careers most o f u s have j u s t one q u a l i fi c a t i o n b u t i t i s suf‑
ficient t o p u l l u s through. That q u a l i fi c a t i o n i s :
Churage.
If we keep striving, sooner or l a t e r wemake a sale. we don't know what happened
but we made the sale. we handle the next interviews as nearly as we can Just llke
the one that got us the sale and before l o n g we c l i c k again. Then we start to c l l c k
more or less r e g u l a r l y. Suddenly werealize wehave conquered the propositien and
we enter the second stage of our careers as salesmen. we are now in t h e perlod of
conquest. Our formula now looks l i k e t h i s :
ourage
onquest.
It is easier now to keep going. Our work becomes much happier - we know we are
succeeding and suddenly there comes t h a t quality which puts us over as salesmen ‑
CONFIDENCE. The formula now looks l i k e t h i s :
ourage
onquest
ONFIDENCE!
Wehave now completed the 3C formula which produces successful salesmen. we have
the r i g h t to hold a place in l i n e w i t h the shock troops of business - we have
become salesmen.
THE NEXT STEP UP IS A DIFFICULT ONE
As soon as we reach t h i s point we begin to look around and to observe other sales‑
men. we are not satisified merely to j u s t i f y a place on the p a y r o l l . we want to
go h i g h e r, we want to become more successful, wewant to make more money.
As we look around we discover there are three general groups among salesmen. we
see a vast army of men who earn up to $h0 a week. we see a second large group who
earn up to $75 a week. And we see a t h i r d group who make $100, $200 and more per
week.

14. w ef ‘ . ‘ . . , '
Usuall; Efléstzgndltlon in every industry - in f a c t wefi n d it in most organizations.
ee levels among salesmen l i n e up about l i k e t h i s :
Tomt- who earns Dick - who earns Harry ‐ who earns
up 0 $h0 a week up to $75 a week $100, $200 and
more p e r week
Very often these three levels of salesmen a r e found in the same company, a l l s e l l i n g
t h e same prop051tion, a l l g e t t i n g the same s e l l i n g help from t h e i r company and in
many instances a l l o f them s e l l i n g i n the same t e r r i t o r y . w e study t h i s proposi‑
t i o n . W e t r y t o fi g u r e out why there i s t h i s d i s p a r i t y i n the earning power o f
salesmen.
I f w e can fi g u r e out the answer w e w i l l know what i t i s t h a t pdts men i n t o the upper
bracket among salesmen, we w i l l have fi g u r e d out the principles which make star
salesmen and when we know them we should be able to put ourselves up with the b i g
money makers.
As we grapple w i t h t h i s problem we t r y in every way t h a t we can to make ourselves
b e t t e r salesmen. Wework harder, we make more c a l l s , we study our proposition
constantly in an e f f o r t to fi g u r e out a d d i t i o n a l appeals and we t r y every idea t h a t
we can t h i n k of in t h e hope t h a t it w i l l help us to increase o u r sales.
When w e r u n out o f o u r own ideas (and i n c i d e n t a l l y i t doesn't take any o f u s very
l o n g to do that) we get up against a r e a l problem. Where can we now turn f o r other
ideas w i t h which to experiment in our e f f o r t s to improve ourselves as salesmen.
The o n l y t h i n g we can do when we reach t h i s p o i n t is attempt to get an idea from
another salesman whenever we have an opportunity to t a l k w i t h one. If we can do
so we attempt to adapt it to the proposition we are s e l l i n g , we t r y to fi t it i n t o
our personalities, because above everything else a salesman must be n a t u r a l - he
must b e himself ‐ the i n s t a n t h e becomes a r t i fi c i a l o r mechanical h e b e g i n s t o
k i l l sales rather than to make them, and thus we have the problem of not only g e t t i n g
t h e idea, we must a l s o adapt it to our prOposition and fi t it i n t o our personalities.
When we can meet these requirements we adopt t h e idea, add it to o u r bag of t r i c k s
and w i t h it we practice our salesmanship. Thus as we go along we make every posSible
attempt to improve ourselves as salesmen.
THE GREAT WEAKNESS OF THIS SYSTEM
There is a fundamental weakness to t h i s system. It is t h a t we do not get v e r y many
opportunities to meet good salesmen. The good owes are busy s e l l i n g . They do not
have time f o r v i s t i n g . I f , d u r i n g your entire l i f e you get t o know h a l f a dozen
good salesmen i n t i m a t e l y enough that they W111 outline f o r you t h e i r methods o f
s e l l i n g , you are favored f a r beyond the average.
" ‐ 4 n
" " 4 . I '

15. 1-5
I t i s t h a t I have' ‘ ' 1 im to distinction.A s the author o f t h i s t r a i n i n g I have one c a o f s e l l i n g
had the opportunity to observe, study, analyze or discuss t h e i r methods
with thousands of salesmen.
For over t h i r t y years I have been a salesman. During most or that time I have 501d
to other salesmen and sales managers. During a l l of those years 1? hes.gee?1my r
privilege to be in v i r t u a l l y d a i l y contact with salesmen. Either ind1v1 ha y£g d
in groups or by study of t h e i r w r i t t e n presentations, I have analyzed t h e i r me 0 S
of s e l l i n g with no less than 20, 000 salesmen.
Thousands of these men were top.notch salesmen. Hundreds were the leaeing preducers
f o r t h e i r companies. Many others were the l e a d i n g producers of their industriee.
For many years I studied these top-notehers always with one question uppermost in
mymind ‐ what makes t h a t man click?
data from which was crystal‑From that army of tep‐braeket salesmen I gathered t h e ‘ _
5 they are discussed in t h i sl i z e d the principles and procedures of salesmanship a
training.
These principles and procedures are not theories. They are not the figments of
somebody's imagination. They are not t h e methods of some outstanding salesman or
a small group of exceptional salesmen. These are the principles and procedures of
s e l l i n g as they are used by the biggest producers in hundreds of l i n e s of buSiness.
THE CREDENTIALS
These principles have a remarkable record. Thousands have used them to increase
t h e i r sales and incomes. Hundreds of these men have become stars, scores the
leaders f o r t h e i r companies and at least twelve have become the leaders in t h e i r
industries.
Innumerable eXperieneed salesmen have mastered these principles and quickly i n ‑
creased t h e i r earnings. To countless young salesmen they have meant t h e difference
between f a i l u r e and success. Hundreds of sales managers have used them to step up
the sales of t h e i r e n t i r e organizations. One man's experience is p a r t i c u l a r l y
i n t e r e s t i n g . H e started s e l l i n g a t age h7. H e had the most unfortunate personality
imaginable but in two years he remade himself w i t h these principles and became the
l e a d i n g salesman in a famous specialty sales organization of 500 top notch p r o ‑
ducers.
When I say these principles w i l l help you to become a b e t t e r salesman I have behind
t h a t statement the supreme conviction t h a t comes w i t h personal experience. Over
the years as I gathered the principles I used them to become a successful salesman
of food products, education, advertising, transportation and l i f e insurance. As I
mastered them I passed them on to more than 1,000 men t h a t worked w i t h me, who also
used them successfully. Thus they have been proven in hundreds of thousands of
successful presentations.
In 1929 I became the general sales manager of a national shipping company and i n t r o ‑
duced these principles i n t o the transportation fi e l d . During the following e i g h t
depression years, while our competitors showed steady decreases our sales increased
over 1,000% because wewere the only ones using t h i s scientific method of selling.
Since 1937 when I organized the Lacy Sales Institute, more than 8,000 sales managers

16. 1-6
and M .
izatizizsmin’ rep‘esentlng,h?ndr?ds of our largest and most successful sales organ‑
satisfacto ave taken a t r a l n l n g 1nthese PrinCiPles w i t h anunbroken record of
r e s u l t Ty resulte. .EV§TY man who completed the training is enthusiastic over
5' MOSt say It ls t h e i r best investment.
ggdiihiotizewar E?mpoyarlly interrupted mywork of t r a i n i n g sales organizations. In
Insurance C p ac l v e 1n sales work I Joined my c l i e n t the Connecticut General L i f e
a leadin 0.das an agent, In less than two years by using these principles I became
S a l Ing pro ucer. In f a c t , When I r e s i g n e d to resume a c t i v e Operation of t h e Lacy
es stItute I was the second l a r g e s t producer in the e n t i r e organization of 350
salesmen w1th sales running at the r a t e of almost $1,000,000 a year.
fhen I say these principles w i l l help you to become a b e t t e r salesman I ambacked by
he f a c t t h a t they have done it f o r thousands, and what they have done f o r others
they Will d o f o r y o u , f o r these are the p r i n c i p l e s and procedures o f the s t a r s i n
a l l l l n e s o f s e l l i n g .
A WORD OF CAUTION
When I say s t a r salesmen I do n o t mean miracle workers - I do not mean men endowed
w i t h some m y s t e r i o u s power o f voodooism b y which t h e y put prosPects i n t o a stupor
and e x t r a c t orders. I mean t h a t small group of stalwarts who are to be found at
the top of almost a l l organizations ‐ the small group of about 25% of the salesmen
who produce about 75% of the sales. When you analyze those fi g u r e s you a r r i v e at
the s t a r t l i n g f a c t t h a t the members o f the small group a t the top are s e l l i n g a n
average of n i n e times as much p e r man as the members of t h e l a r g e r group.
Why can one man o u t s e l l another nine-fold? That is j u s t another way of asking o u r ‑
selves why there are t h r e e l e v e l s among salesmen. When we get the answer we w i l l
know what it is t h a t makes star salesmen. we w i l l have to start at the v e r y
beginning and determine what enables a man to achieve success in sales work. Three
elements are involved. I t i s similar t o c o n s t r u c t i n g a t r i a n g l e .
You must master your product or service. It has i t s individual appeals which d i f ‑
ferentiate it f r o m any other proposition on the face of the earth; your business
accomplishes something t h a t no other business can accomplish. You must d i g t h a t out.
You must know your product or service thoroughly - what it does, how it does i t , hOW
it is made, what your competitor can do. You must know the competitive conditions
of your i n d u s t r y thoroughly. There is no substitute f o r a thorough mastery of your
proposition.
This is your technical knowledge of your proposition. It comprises one l a t e r a l of
your t r i a n g l e , t h u s :

17. " F : ‑
" " ’ - l ‑
“ ' " I - o ‑
r ' . ‘
1 ,
" ' - l .
1-7
The second factor which influences your success is you ‐ the salesman. You are
d i ff e r e n t from any other salesman o n e a r t h . You have a n i n d i v i d u a l i t y and a p e r ‑
sonality a l l your own and you have your own way of s e l l i n g .
Regardless, however, of the way in which you sell, your success is d i r e c t l y i n ‑
fluenced by the amount of work which you do. If you are working an average of four
hours a day and suddenly decide t h a t you w i l l work eight hours, you w i l l at l e a s t
double your sales, that is a mathematical c e r t a i n t y.
However, although these two factors are of extreme importance in your success, they
are not a l l sufficient. Of themselves they w i l l not enable you to reach your f u l l
stature as a salesman. Proof is v i s i b l e on a l l sides.
The man who knows the most about the technical side of a product or service is not
always the most successful salesman. Usually the mechanic who makes the product
or the men who render the service know the most about it from a technical standpoint
but r a r e l y are they the best salesmen of the proposition. By the same token, many
hard working salesmen enjoy only modest success.
Technical knowledge of your proposition and hard work control the quantity of your
salesmanship; an increase in the appeals of your proposition, an increase in your
work means an increase in the quantity of your salesmanship and a corresponding
increase in your sales. These two factors, while indisPensable are not of them‑
selves sufficient to enable you to reach your f u l l success; a t h i r d factor is
necessary, j u s t as a t h i r d l a t e r a l is needed to complete your triangle:
The t h i r d factor is equally as important as the other two; it is the one t h a t
determines the value which you can get out of your knowledge of your proposition
and the amount of work you do; it is the factor which determines t h e q u a l i t y of
your salesmanship, f o r there is a q u a l i t y as w e l l as a quantity to your salesman‑
ship.
The q u a l i t y of your salesmanship determines the e f f e c t which you produce on those
w i t h whom you come in contact, and the f a c t o r which controls the q u a l i t y of your
salesmanship is your personality.
When you supplement the two factors of technical knowledge and hard work w i t h p e r ‑
s o n a l i t y you complete your equipment as a salesman, j u s t as you complete your
t r i a n g l e when you add the t h i r d l a t e r a l . The combination of the three determines
your value as a salesman:

18. If the factor of personality is deficient to balance with t h e other two factors as
is the case above, your value as a salesman is lessened - you do not get the f u l l
values out of y o u r technical knowledge and t h e work which you do.
When, however, the factor of your personality is rounded out so t h a t it is possible
f o r you to get t h e f u l l values out of your technical knowledge and your hours of
work, you automatically increase your value to your company and yourself:
PERSONALITY
Thus, when your technical knowledge, hard work and personality are a l l developed
to t h e maximum, your value to your company and to yourself is greatly enhanced.
Your s e l l i n g equipment is more complete. You are a w e l l rounded salesman.
AN X‐RAY PICTURE OF A SALE
Now l e t us see how these three elements work together in producing sales.
Handling a sales interview successfully is a great deal similar to p i l o t i n g an
airplane.
Each time the plane goes a l o f t it must bebrought down to a three p o i n t lanéing.
The p i l o t cannot b r i n g it down safely 999 times and the thousandth time b r i n g it
down on i t s back. If he does he loses the plane.
A sales interview is similar. Each time your prospect makes a statement of any
k i n d your sale is in the a i r and it must be brought down r i g h t side up every time.
If you b r i n g it down on i t s back j u s t once during the entire sales interview you
l o s e your sale.

19. ‘ f f * fl
1-9
In the course of a sales interview, which may extend over a few moments or many
months, depending upon the nature of your proposition, your sale can be in the a i r
anywhere from a few to hundreds of times and each time t h a t it i s , it must be brought
down to a threepoint landing. Here is a picture of a threepoint landing of a sale:
2
And here is a p i c t u r e of you making a threepoint landing of your sale.
Each statement which your prOSpect makes goes in your ear (1):
It travels to your b r a i n ( 2 ) :
The answer is formulated and comes out your mouth (3):

20. 1-10
Your answer determines whether you continue your chance to get the sale, whether you
k i l l the sale o r whether you make the sale and what you say depends e n t i r e l y upon
how w e l l you a r e o r g a n i z e d u p here:
Because when you are in the interview you do not have time to t h i n k out t h e r i g h t
answers. You must be ready w i t h the r i g h t answers and your answers must c a r r y t h e
proper sales s l a n t because it is possible f o r a salesman to answer a question one
way and k i l l h i s sale and h e can answer the same q u e s t i o n another way and make h i s
sale and in b o t h instances be t e l l i n g t h e exact t r u t h .
It is evident, therefore, t h a t t h e development of a s t a r salesman starts up here,
above t h e eyes:
The fi r s t step is a mastery of product or service, backed by hard work and sustained
The next step is a saleswise organization of t h a t knowledge so t h a t when
presented it c a r r i e s s e l l i n g slants and produces the effects in the mind of
e f f o r t .
i t i s
t h e prOSpect which l e a d to the sale. Product knowledge alone does not make a star
4 " ;
H F )
I v ' .
, L . "

21. 1 ‘ 1 N ‘ T
1-11
iiiismagg a§§?gPent1Y the $h0 salesman has a tremendous knowledge of h i s proposi‑
a modest suc 1 i o n he is often a hard and very earnest worker b u t s t i l l enjoys only
a head f ' l l ceS?-, If you could xray h i s b r a i n you would l e a r n why. You would see
1 ed With knowledge, but unorganized. It is not ready f o r effective use,
1:k:°::12?t carry the necessary sales slants; the picture would probably look about
A vast fund of information but j u s t a jumble. A tremendous knowledge from a techni‑
oal standpoint but t o t a l l y unorganized from a sales standpoint. He cannot get it
i n t o action f a s t and when he does get it i n t o action it f a i l s to s e l l .
Onthe other hand, if you could get an xray picture of the b r a i n of Dick, the $75
salesman, you would fi n d that he also has a large fund of technical knowledge but
t h a t he has it p a r t i a l l y organized. You would probably fi n d that so f a r as the
demonstration of his proposition is concerned that he can do a bang-up job of s e l ‑
l i n g . When he gets before an interested prospect he is almost sure fi r e .
You would fi n d that he is representative of t h a t vast army of salesmen who can
handle a demonstration w e l l but so f a r as creating prospects is concerned, by
means o f i n t r i g u i n g t h e i r interest and developing i t i n t o a sale, that portion o f
t h e i r knowledge is entirely unorganized.
You would fi n d t h a t h i s knowledge concerning the closing of a sale is unorganized.
F o r t h a t reason h i s closes are strong enough to s e l l only proSpects who have, very
l a r g e l y, of t h e i r own v o l i t i o n developed a strong decision to buy. B r i e fl y, Dick
has the demonstration organized b u t h i s approaches, closes and other procedures are
unorganized.
Because of t h i s p a r t i a l organization of h i s knowledge h i s value to h i s company and
himself is almost double t h a t of Tom. An xray picture of Dick's b r a i n would look
about l i k e t h i s :
DEMO
(
6 9%V' r“
i

22. 1-12
Now l e t us turn our xray on the brain of Ba. ' . r r y the top-bracket salesman. Let US
:fiYlGW the characteristics which make him the star salesman t h a t he i s . In doing
hishwe W i l l at the same time, review the psychology, procedures and techniques
w 1c are covered in t h i s course of t r a i n i n g which you are undertaking.
Your xray would show that the star has a complete, thoroughly organized knowledge of
311 the ahpeals and advantages of h i s product; t h a t he is familiar w i t h a l l the
shortrcemings of a l l of h i s competitors; t h a t he keeps abreast of the conditions
p r e v a i l i n g i n the markets i n which h e s e l l s and t h a t h e has a good working knOW1edge
of the problems, aims and ambitions of h i s customers and prOSpects. Therefore he is
able to take advantage Of every opening t h a t presents i t s e l f , during h i s interviews,
w t h h W111 help him to get h i s sale. Furthermore, because he can fi g u r e out new
and advantageous ways in which h i s customers and prospects can use h i s products he
creates countless sales.
You would discover t h a t he knows t h e breakdown of the sale, t h a t he realizes there
is an approach, a demonstration and a close to every successful presentation and
y o u would also see t h a t during every i n s t a n t throughout the e n t i r e presentation he
knows e x a c t l y where h e i s , ahd consequently h e moves s c i e n t i fi c a l l y and s t e a d i l y,
step by step, toward the successful completion of h i s sale.
THE STARS USE A GUIDE!
You would l e a r n t h a t in advance of each interview he lays out a presentation pattern
which he follows because it assures him (a) t h a t h i s presentation w i l l be complete
and w i l l leave no unanswered questions in the mind of h i s prospect which might
obstruct h i s sale; (b) t h a t each appeal, as he advances i t , w i l l carry as much
s e l l i n g power as he can possibly get behind i t ; and (c) t h a t he w i l l make h i s
presentation in the minimum of time, consistent with success, f o r he knows t h a t
worth-while prospects are busy and busy people guard t h e i r time.
You would fi n d t h a t the star knows the three mental steps which the prospect must
take d u r i n g t h e opening moments o f t h e i n t e r v i e w t o give him somebody t h a t i s
ready to l i s t e n to h i s demonstration w i t h an open and receptive mind; you would see
t h a t he knows t h e three emotions which are most l i k e l y to induce t h e prospect to
take those t h r e e steps; you would l e a r n t h a t h e knows t h e r e a c t i o n which must take
place in t h e mind of the prospect to s t a r t the sale and to g i v e him someone who
can be sold on t h a t particular interview. Consequently he d r i l l s f o r t h a t r e a c t i o n
and when he gets it he sets out f u l l speed a f t e r t h e order. If he cannot get t h a t
reaction w i t h i n a reasonable l e n g t h of time at t h e s t a r t of the interview he does
not go i n t o a l o n g presentation on t h a t v i s i t because he knows t h a t it w i l l o n l y
t u r n out f r u i t l e s s i n t h e end and make him l e s s welcome when h e comes back. One o f
t h e important differences between average and s t a r salesmen is the f a c t t h a t the
stars save most o f t h e time t h a t i s wasted b y average salesmen i n l o n g and f r u i t l e s s
presentations.
' fundamental principle which underliesYou would e r c e i v e t h a t t h e star knows t h e . . I
successfulpdemonstrations is the a b i l i t y to make h i s appeals Sink in and s e l l .
alesmen are content to voice t h e i r appeals in whatever way they come to
fizigagfitsthe stars s t udy t h e i r words and the other means which they use to demon‑
strate t h e i r proposition. The stars dramatize t h e i r statements so they w i l l burn
t h e i r way i n t o t h e i n n e r consciousness of their prospects, they simplify t h e i r
appeals so t h a t even slow t h i n k i n g prospects W i l l grasp them r e a d i l y and they
c l a s s i f y t h e i r appeals s o t h a t t h e y can present them i n terms t h a t are ea51est f o r
[ P A I !

23. 1-13
each PrOSPeCt t0 grasp. They know there are three general types of minds among
business men and when they s e l l to a man who is accustomed to measure h i s a f f a i r s
in terms 0f net p r o fi t s they interpret t h e i r appeals, as they advance them, i n t o
the terms of what they w i l l do to add to h i s net profits. They do likewise when
s e l l i n g to the other two types of minds which are common among business men.
STARS KNOW HOW TO CLOSE!
You would ascertain that the star i n s t a n t l y recognizes the signal by t h e prospect
which shouts " i t ‘ s time to close t h i s sale". You would observe t h a t he knows how
to use t r i a l closes and to clamp on an automatic close which transfers the r e s i s t ‑
ance from where it is usually found, working against the salesman and puts it over
o n the other side making i t work f o r him and a c t u a l l y g e t t i n g the prospect t o help
close the sale. You would see t h a t he knows how to use a reverse close, a trap
close, a build-up close and a dicker close, among others. You would fi n d t h a t he
is master of the urges and strategies which are most l i k e l y to get hesitant and
procrastinating prOSpects to act, t h a t he knows the basic fundamental which gives
him the best chance to close every sale is to guide the interview i n t o the position
in which it becomes easier f o r the prospect to buy than to turn him down.
You would discover that he knows the three general classifications i n t o which a l l
common objections f a l l and he knows the method of handling each classification which
w i l l give the greatest chance to change the prospect's mind without antagonizing
him. You would learn t h a t he knows the basic requirement in handling any kind of
objection, whether it is a viewpoint, an opinion or a deep seated prejudice, is to
get the prosPect i n t o a tolerant frame of mind before attempting to change h i s
thinking.
You would fi n d t h a t the star knows there are three basic ways to s e l l . The simplest
method and the one t h a t is used by most salesmen, being narrative s e l l i n g which
consists of describing the proposition. The other two ways are the strategic
methods, the ones t h a t d i g deep and get the d i f fi c u l t and important_sales. They
consist of (a) the use of suggestion, and (b) Socratic salesmanship, the most
powerful known form of selling. It consists of the use of l e a d i n g questions by
means of which the prospect decides to buy of h i s own v o l i t i o n - he makes the sale
to himself.
You would perceive t h a t the star understands t h a t organization enhances the value
of everything to which it is applied. Ybu would see t h a t he knows how to organize
h i s time and e ff o r t , thus making every hour Spent i n the fi e l d produce the maximum
in c a l l s and sales. You would see t h a t he has learned how to organize h i s person‑
a l i t y so t h a t he "clicks" with as many people as possible and h i s t h i n k i n g is so
organized saleswise that v i r t u a l l y everything he does is made to contribute whatever
it can to h i s success as a salesman.
GREAT SALES IMAGINATIONS
You would discover that he comprehends t h a t a l l great salesmen have great sales
imaginations which they can control and d i r e c t at the heart of a sales problem. You
would l e a r n t h a t the star constantly exercises and trains h i s imagination, by pro‑
jecting h i s c a l l s in advance and reviewing them when they are over. You would see
t h a t he keeps h i s imagination fl e x i b l e at a l l times in order that he may be able to
bend and shape h i s thinking and get i n t o step w i t h each particular prOSpect's way
of t h i n k i n g in order to interpret h i s presentation in the way that is easiest f o r

24. l - l h
each prospect to understand, absorb and accept.
STARS STUDY EVERYTHING!
You Would hehold t h a t he is constantly studying and analyzing h i s customers and
their conditions. Therefore heknows t h e i r ambitions, t h e i r hopes, t h e i r handicaps,
their limitations and t h e i r p e c u l i a r i t i e s . A t the same time h e studies and analyzes
his products and the service it performs f o r those who use it and he s t r i v e s con‑
tinuously to work out new ideas and ways in which customers and prospects can make
a Wider use of the contributions he c a n make towards h i s customer's e f f o r t s to
prgmote h i s interest. Thinking about these matters he s t e a d i l y acquires a greater
a b l l l t y to mesh h i s appeals w i t h the ambitions and aims of h i s customers, in the
same manner as t h e gears do in a piece of precision machinery.
You would l e a r n t h a t the star understands t h a t d i f f e r e n t businesses require d i f ‑
f e r e n t p e r s o n a l i t i e s , t h a t a business i n which t h e approach i s d i f fi c u l t demands a n
engaging p e r s o n a l i t y - the k i n d t h a t makes people l i k e you q u i c k l y. I f the demon‑
s t r a t i o n is t h e d i f fi c u l t spot, a convincing or a s s u r i n g personality is required,
the k i n d t h a t causes people to accept and f o l l o w your recommendations; and if a l l
elements are d i f fi c u l t a dynamic personality is necessary - the k i n d t h a t sweeps
i t s way t h r o u g h the e n t i r e presentation and hammers down the heaviest k i n d of
r e s i s t a n c e .
I n c i d e n t a l l y a s there undoubtedly are some who believe t h a t personality i s a g i f t
from above which is v i s i t e d upon a chosen few, I would l i k e to disprove t h a t f a l l a c y.
For more than t e n years one of the most celebrated characters in our amusement world
has been a v e n t r i l o q u i s t ' s dummy, Charlie MbCarthy. Millions w a i t f o r him t o come
o n the a i r each Sunday n i g h t . H e i s a s v i t a l i n the minds o f those m i l l i o n s a s any
other s t a r o f the stage, screen o r a i r . A c t u a l l y, however, h e i s b u t the second
voice of Edgar Bergen t a l k i n g to himself before a microphone b u t Bergen has b u i l t
such a personality i n t o t h a t voice t h a t to m i l l i o n s it is Charlie MbCarthy, a fl i p ,
l o v a b l e l i t t l e wisecracker.
Doesn‘t t h a t prove t h a t you can b u i l d any personality a t t r i b u t e t h a t you may desire
i n order t o d o your b e s t job o f s e l l i n g ?
And i s n ' t it evident t h a t if you could t u r n your x - r a y on t h e b r a i n of Harry, the
s t a r salesman t h a t the p i c t u r e would l o o k l i k e t h i s :
A complete mastery of h i s product, thoroughly organized w i t h s e l l i n g slants s u r ‑
r o u n d i n g e v e r y appeal, backed by a comprehenSive uhderstanding of the problems, aims
and ambitions of h i s customers and prospects. He is ready to take advantage of
e v e r y opening which presents i t s e l f at any time and to use it to help him make h i s

25. ‘ n ‐ 4
1-15
sale.
Now i s n ' t it evident that although a mastery of your product is essent::]s-ga:ta15
but the bare beginning of what you can do to achieve your maximum succ
salesman? The second step, the saleswise organization of your knowledge of your
product multiplies i t s value.
THE THIRD GREAT SELLING FORCE
Now l e t us consider the t h i r d great force you can b r i n g i n t o p l a y to increase your
s e l l i n g power and your income.
. I tThis is the force that enables you to reach your peak - to scale the heights I
i s the great force o f s e l l i n g s k i l l .
Knowledge o fyour product, while u phere - - ‐ ‐ - ‐ ‐ - ‐ ‐ ‐ 9
i n y o u r head i s o f i n t e r e s t o n l y t o y o u r s e l f .
It becomes interesting to others and s e l l s f o r
y o u o n l y when y o u get i t i n t o a c t i o n down here M
a t y o u r b a t t l e l i n e , which i s your mouth.
That is where you f i g h t f o r your sales. .
Your knowledge is the ammunition you use in your battles f o r busmess.
THREE STEPS TO THE TOP
Thus it becomes apparent t h a t there are three steps which lead to the top in selling.
You must take a l l three if you would reach the peak of your poss.1bilities as a sa es‑
man. Many take the fi r s t step, a good number take the second but o n l y the stars
take a l l three:
I S t . You must master your product or service ‐ s o that you can apply it, with :elling11mm,
‐ ‐ s o thoroughly that it brings that unshake- to the needs of every prospect or customer.
able conviction that yours is the best proposi- 3 r d . You must acquire the skill which en‑
tion your prospect or customer can buy, ables you to use your organized knowledge in
the most impressive and persuasive way pos‑
2 n d . You must organize your knowledge sible in your every presentation.

26. i ¥ 7 7 r r ¥ - ‘ ‐ ‐ ‐ ‐ i .
1-16
Your selling s k i l l i s the f a c t o r t h a t determines how e ff e c t i v e l y you can use your
organized hnowledge When you get to the scene of action, which is when you "climb
1 n t ° the r i n g " and s t a r t your presentation in your b a t t l e f o r your sale.
It is surpising and pleasing how g r e a t l y and how quickly you can add to your s e l l i n g
s k i l l With a l i t t l e thought and practice of the r i g h t k i n d .
For instance, consider the "secret" of holding the undivided i n t e r e s t of your
listeners throughout your presentations. The basic fundamental of t h i s monumental
r e s u l t i s t o make i t easy f o r your l i s t e n e r s t o absorb your ideas and one o f the
c h i e f factors in accomplishing t h i s is such a simple t h i n g as c l e a r and distinct
enunciation.
Three speech muscles or organs exercise a great influence o v e r your enunciation.
They a r e the tongue, l i p s and jaws. If you keep these f r e e from tension d u r i n g
your presentations it becomes very easy f o r your l i s t e n e r s to f o l l o w you and when
i t i s they w i l l l i s t e n i n d e fi n i t e l y s o l o n g a s you t a l k about a subject t h a t i s o f
i n t e r e s t t o them. A few moments devoted d a i l y t o r e l a x i n g these speech f a c t o r s w i l l
pay you immediate and great returns.
ENTHUSIASM
Another very important f a c t o r in developing your maximum s e l l i n g s k i l l is the
a b i l i t y to transmit your feelings to your l i s t e n e r s . Many c a l l t h i s enthusiasm, but
it is one t h i n g to be enthusiastic about your product and something else to be able
to transmit your enthusiasm to the people you wish to influence.
The important fundamental of accomplishing t h i s is t h a t f a r - r e a c h i n g process known
as t i m i n g . In sales work t i m i n g consists of the a b i l i t y to give simultaneous e x ‑
pression to your thoughts through the medium of your words, your voice and your
actions.
It is possible to give one impression w i t h your words, another w i t h y o u r voice and
a t h i r d w i t h your a c t i o n s and when you do t h i s simultaneously your t i m i n g is o f f
and you confuse your prospect. But when your words, voice and actions a l l g i v e the
same impression your t i m i n g is perfect and you develop tremendous s e l l i n g power.
You go a l o n g ways toward mastering t i m i n g when you develop a natural rhythm of
modulation and accentuation, coupled w i t h a change of pace which brings your f u l l
powers of impressiveness and persuasiveness i n t o i n s t i n c t i v e action without any
conscious e f f o r t on your part.
Timing may sound d i f fi c u l t b u t a modest amount o f thought and p r a c t i c e devoted t o
it w i l l work wonders f o r you.
VCCABULARY
Your vocabulary and the phrasing of your words can exercise great influence over y o u r
success as a salesman. It is a f a c t , which has been proven thousands of times, t h a t
under identical conditions the r i g h t combination of words w i l l make as much as ten
times as many sales over the same r e t a i l counters, by the same clerks of the same
merchandise as w i l l the wrong set of words. YOur words p a i n t images in the mind of
your customer or prospect. The words you use determine the kind of mental p i c t u r e s
’ . ‘ .
' I
.'
‘m I~
:1! _
t . i n . -
JF V. l .

27. n:
q:
u:
:=
:t::
F‘‑
1-17
you p a i n t . This is a matter of how many words of common usage you can command plus
your a b i l i t y to weave them i n t o fascinating and moving phrases. A simple procedure
WhiCh CODStantly adds words to your vocabulary coupled with a simple method t h a t
encourages you t0 powerize your phrases w i l l pay you great returns in t h e form 0f
increased s e l l i n g power,
GROUP SALESMANSHIP
Another tremendously valuable asset t h a t w i l l l i f t your sales and help you to great
productivity is the a b i l i t y to stand before groups and deliver a w e l l organized,
impressive and persuasive presentation of your ideas. A f a c t o r t h a t w i l l help you
g r e a t l y i n t h i s respect i s a simple pattern used a s a guide i n l a y i n g out your
speech so that it is easy f o r y o u r listeners to understand: absorb and apply your
thoughts to t h e i r problems.
The a b i l i t y to make a group presentation of your product or service is a greater
asset today than ever before and it w i l l become of even greater value in the f u t u r e
inasmuch as business generally is t r e n d i n g in the direction of group management,
group buying and group a c t i o n of a l l k i n d s .
CONTROL OF NERVOUS TENSION
One o f the most valuable and f a r reaching a t t r i b u t e s you can possess i s the a b i l i t y
to keep your nerves relaxed and in complete control when you are under the extreme
pressure of negotiating f o r large and important sales or making a presentation to a
group or an audience.
The champions in s e l l i n g , as in a l l other lines, can think, act and talk normally
and calmly when the chips are down and the stakes are high. They are "money
players". They can do their best work when the tension is the greatest. They can
make the b i g and important sales as w e l l as t h e smaller ones.
The a b i l i t y to control nervous tension can be acquired by the simple process of
t r a i n i n g yourself t o breathe deeply and n a t u r a l l y, thus b r i n g i n g the diaphragm i n t o
play w i t h each breath you take. YOur reward f o r mastering t h i s natural method of
breathing w i l l be tremendous. It w i l l not only enable you to remain calm, cool and
poised in c r i t i c a l situations, it w i l l also improve your tones and help you develop
t h a t great s e l l i n g asset, a voice which people l i k e to hear. The r i c h , resonant
vibrant tones of the movie stars, t o p ‐ fl i g h t r a d i o announcers, opera s i n g e r s , etc.,
are t h e i r rewards f o r a mastery of diaphragmatic breathing.
Diaphragmatic breathing w i l l also g i v e you added energy, endurance and v i t a l i t y.
This is accomplished by the n a t u r a l process of g i v i n g your body a greater supply of
r e a d i l y available oxygen, the energizing element of your body. A l a r g e r supply of
oxygen r e a d i l y available w i t h which to o f f s e t the emotional and physical e f f o r t of
sales work means improved health and a longer period of peak productivity.
A few deep breaths taken d a i l y whenever it is convenient to do so, thus bringing the
diaphragm i n t o controlled action, w i l l pay you unbelievable returns.
EARMARKS 0F STAR SALESMEN
These psychological procedures, these techniques of impressive speaking and t h i s
a b i l i t y to relax and control nervous tension under pressure comprise some of the

28. 1-18
Important Characteristics t h a t develop star salesmen. Those who reach the top do so
because they bring these elements i n t
see as we now take a look at our thre
N0. 1
Abundant knowledge of product or serv‑
ice, but unorganized. He cannot g e t his
knowledge into effective action during
his interviews. Consequently his presen‑
tations a r e disconnected and weak. He
does n o t sell ‐- he struggles.
N0. 2
Abundant knowledge. partially organized
saleowise. His dcmonstntiono are “sure
fi r e " with interested prospects but his ap‑
proaches to cold prospccls and his closes
with resisting prospects. a r e unorganized
and weak. Nevertheless his partial organ‑
ization gives him g r e a t e r effectiveness.
He tells.
FINALLY
AWPROAGI
0 play during their presentations, as we shall
e salesmen in action.
No. 3
Abundant knowledge. completely organ‑
ized snleswise‐with selling slams on all
of i t . He keeps interviews under his con‑
trol. During every instant of every preo‑
cntalion he knows the n e x t correct move.
His approaches fascinate. His demonstra‑
tions sink in and sell. His closes click
with resisting prospects. He can change
people’s minds without offending them.
He organizes his time, effort, thinking
and personality. He understands and uses
the psychologiea and strategies of selling.
These and other aurihutes give h i m real
power. He sells!
DEMONSTRATION
CL£>SE
Now several tremendously important f a c t s stand out v e r y clearly:
Technical knowledge of your product w i l l make you a salesman, b u t you w i l l be d e ‑
pendent upon t h e l a w of averages f o r your success and $h0 a week is j u s t about the
top f o r a man so equipped. A p a r t i a l organization of your knowledge w i l l l i f t you
i n t o the second bracket, where $75 a week is about the top. I f you are t o g o i n t o
the upper bracket with the stars and the b i g money makers you must master the p r i n ‑
c i p l e s of advanced salesmanship. Without them it is impossible to become a star,
b u t when y o u have mastered them no power on earth, other than yourself, can keep
you from going up.
The attributes which make star salesmen are not some mysterious g i f t from Heaven
which are dropped on a chosen few, but they are, rather, as susceptible of develop‑
ment as are the muscles of the body. When I say t h i s , I d o not mean that there are
no natural‐born salesmen, because there are--many of them--and good ones, too. Some
of the best salesmen I have known never had fi v e minutes' training at the hands of
anybody.
However, s t i c k i n g to j u s t the cold, hard facts, most natural-born salesmen are

29. " n i - n
1-19
natural-born hard workers and hard thinkers, who worked these principles out f o r
themselves.
It is not of primary importance whether a man is a natural‐born star salesman or
whether he reaches the top by intensive thought, t i r e l e s s effort: and ceaseless
study; the important p o i n t is t h a t when they do reach the top they a l l use the same
identical principles, regardless of what they s e l l . The words and the methods or
every man are different, in accordance w i t h h i s own natural personality, bUt.the
underlying principles ‐ the reactions which they produce in t h e minds of t h e i r
prospects - are identical, regardless of what they s e l l .
So to you, who may not be natural-born stars, I s a y, do not be discouraged, because
you can become a bigger producer, you can scale the heights if you are willing to do
the work and the thinking necessary to do s o . That you are w i l l i n g to do it 15
'indicated by the f a c t t h a t you a r e undertaking t h i s t r a i n i n g o
THE REAL FUNDAMNETAL OF STAR SALESMANSHIP
I believe t h a t one other s i g n i fi c a n t f a c t i s a l s o clear, and t h a t i s t h a t the e s ‑
s e n t i a l difference in salesmen ‐ a f t e r they have mastered the technical Side Of
t h e i r propositions and are working reasonably hard - is a l l centered in one i m ‑
portant element, and that is the relative e f f e c t which they produce on the people
w i t h whom they come i n t o contact.
One man causes people to l i k e him, to believe in him, and to accept h i s recommen‑
dations, whereas another man, w i t h the same information, is unable to g a i n even a
m i l d interest on the part of the prospect.
This difference in the effect produced on people is not entirely due to the f a c t
that mediocre salesmen do things wrong, which the stars do r i g h t . That is b u t a
small p a r t of the case. It is due c h i e fl y to t h e f a c t t h a t the mediocre salesmen
d o not produce a l l the reactions necessary i n the mind o f each i n d i v i d u a l prOSpect
to complete each sale, whereas t h e stars do.
The reason mediocre salesmen do not produce these necessary reactions in the pros‑
pect's mind is t h a t frequently they do not know which reactions are missing and
they do not know how to use the principles which b r i n g about these reactions.
many salesmen go through a career of a l i f e t i m e without discovering t h i s great
fundamental of s e l l i n g , because what a man doesn't know never occurs to him. For
example, if you had never seen a radio you would never suspect the sounds t h a t are
fl y i n g around in t h e ether, and yet they have been out there since the beginning of
time; we d i d n o t know t h i s u n t i l we learned how to use the principles t h a t detect
and amplify sounds.
It is the same in s e l l i n g - unless we know the reactions t h a t are necessary and how
to use the principles which produce those reactions in the prospect's mind, we do
not suspect t h a t t h i s can be done. As soon as we master them they open up a new
world before us.
There are two ways to master these principles. One is to work them out f o r yourself,
by ceaseless t r i a l and error through years of h i t or miss selling, to fi n a l l y get
them i n t o the i n s t i n c t . That is a very uncertain, and at best, a very long method.
7W “1

30. 1-20
It might take you fi v e , ten, even twenty-five years, and you might fi n i s h your c a ‑
r e e r as a salesman and never master them - a great many salesmen do. The other
way - the short cut - is to u t i l i z e the experiences of others.
That i s what you w i l l d o i n t h i s t r a i n i n g . You w i l l acquire i n a few weeks a knowl‑
edge of sales principles which most men spend a l i f e t i m e seeking and attempting t0
acquire by t h e i r own experience.
When you have acquiredthese principles and put them i n t o practice, they w i l l repay
you at l e a s t a thousandfold f o r the time and e f f o r t you invest in t h e i r masterY‑
i f “ ! , A
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31. JACK LACY'S
PRESENTATION BUILDER
The basic objective of every sales presentation you make is to persuade your pros‑
P90t t0 thlnk as you do about your product or l i n e .
Eech presentation, therefore, is a campaign. You attempt to invade your PrOSPeCt'S
mind and influence h i s thinking. Your ammunition is your knowledge of your product
‐ the more you know about it the more ammunition you have ready to use in your
battles f o r sales.
Your s k i l l in the use of your knowledge is also an important, frequently the deter‑
m i n i n g factor in the success or f a i l u r e of your presentation. Limited knowledge
S k i l l f u l l y Presented often outsells extensive knowledge weakly presented. The i d e a l
situation is extensive knowledge powerfully presented. That is your objective in
executing your presentation builder.
TWO STEPS IN DEVELOPING POWERFUL PRESENTATIONS
There are two steps in organizing your knowledge of your product i n t o a sales pres‑
entation. You take the fi r s t when you read the bulletins, manuals, a d v e r t i s i n g ,
etc., published by your company, attend sales meetings, conferences, conventions,
etc., With your supervisors and fellow salesmen and thus acquire the ideas, words
and phrases of others who have been successful in s e l l i n g your product. This is a
very effective plan. It w i l l help you to become a more successful salesman, if you
apply the ideas you g a i n in t h i s way, when making your presentations. This i s ,
however, only the beginning of what you can do to b u i l d more powerful presentations.
You take the second step when you start doing your own saleswise t h i n k i n g . When you
get the ideas you analyze them and d i g out the underlying principles by determining
the reactions they produce in the minds of prospects. This brings your sales imagi‑
nation i n t o f u l l play - you translate the principles i n t o your own words and use
them in your own natural way in every presentation you make. You can then take
ideas from anybody in any l i n e of s e l l i n g and use them to s e l l your product. You
multiply your sources of added selling power.
You soon develop the habit of analyzing everything from a s e l l i n g standpoint. You
study your procedures, your words, your phrases. You smooth out your sentences.
You add human i n t e r e s t and Showmanship to your appeals, you study the r e s u l t s which
your product produces f o r those who use it and you translate those results i n t o
powerful sales appeals. At the same time you study the aims, ambitions and problems
of each prospect and customer you wish to s e l l and you match your appeals w i t h t h e i r
needs so t h a t when you approach them you w i l l be able to give them a clear and com‑
prehensive understanding of how they can use your product to achieve the results f o r
which they are s t r i v i n g in t h e i r business or personal a ff a i r s . Your presentations
-take on added power and with sustained practice they become v i r t u a l l y irresistible.
You are now ready to execute your presentation builder. I hope you are determined
to t h i n k each question through u n t i l you d i g out the basic fundamental. It w i l l
be easy to put down a quick answer b u t to be certain that you have the fi n a l answer
requires t h a t you think it through, which is the hardest work there is in s e l l i n g .
If you s t i c k it out, however, and think through t h i s presentation builder and the
presentation organizer which follows, your reward w i l l be very great. Ybu w i l l have
started the practice of putting your maximum selling power behind every appeal t h a t
you present. You w i l l make countless sales which average salesmen would never
achieve.
Copyright l9h6 by M. J. Lacy.
Unauthorized reproduction in any form is i l l e g a l .

32. Page #2 Jack Lacy's FTesentation Builder
1. Check the appeals which you can use in s e l l i n g your proposition.
Increased gross sales
Increased net p r o fi t s
Added prestige
Greater contentment
Sentiment
Reduces man hours
Reduces machine hours
Attracts top bracket t r a f fi c
Saves time
Saves money
Saves work
Gives merchandising advantages
Speeds up turn-over
Improves product
Improves service
Gives gréater safety
Gives added security
Insures against hardship
Gives greater peace of mind
Present
Future
Adds saleability
Reduces upkeep
Gives greater health
Gives greater sanitation
Gives greater comfort
Gives greater convenience
Improves appearance
Promotes greater success
Increases self-respoct
Cuts costs
Reduces waste
Use b l i n e s f o r additlona appea s
Suggestion: Read the following questions before w r i t i n g in any of your
answers. If you need more space use other side or a separate sheet.
Your product has advantages over any competitive proposition. You do some things
f o r your prospect b e t t e r than any competitor can do them. What are these ad‑
vantages which you enjoy?
(Before you put down your answer check it against a l l your competitors, Be
sure none of them can honestly make t h i s same claIfiT Think it through.)

33. Page #3 Jack Lacy's Presentation Builder
3. Think of a desirable prospect t h a t you have been unable to s e l l . For which of
the following reasons do you consider you have been unable to make the sale?
Lack of need on prospect's part f o r your proposition - .
Lack of sufficient interest by prospect in your prOpOSItlon. .
Lack of appreciation by prospect of the benefits he w i l l e n J o y if
he buys
Lack of determination by prospect to take immediate action
h‘ What is your prospect’s c h i e f ambition t h a t you can help him to achieve?
( I t may be easy to determine prospect's chief ambition and it may be easy
to determine an ambition‘you can help him achieve b u t matching them on a
current basis may b e very d i f fi c u l t . Think i t through.)
5. How can you help prospect achieve h i s c h i e f ambition?
( I n a s i n g l e sentence state the end r e s u l t you w i l l produce f o r prospect.)
6. How w i l l you achieve the end r e s u l t promised in your answer to question #5?
(Prospects demand evidence of how you expect to achieve the results you
promise. They want t h i s evidence in t h e i r terms - not yours.)
Completion of your presentation builder is a s i g n i fi c a n t step in promoting the
h a b i t of building a powerful presentation f o r every prospect you attempt to
s e l l . MEke it your practice to b u i l d every presentation in t h i s way before
you approach your prospects. Your added s e l l i n g power w i l l please you
g r e a t l y.
Keep t h i s presentation builder handy - it w i l l be helpful in executing your
Presentation Organizer which you w i l l review in the next part of t h i s session.
Jack Lacy.

34. nnnnnvmo
Advanced Salesmanship
SESSION NO. 1
(Part Two)
)7“
preparation
All nghls reserved
Copyrlghl I 9 3 7 , I938, 1939 by M J Lacy
LACY SALES INSTITUTE
NEWTON CENTRE 59, MASSACHUSETTS
TELEPHONE LAsell 7-4472

35. 1‐21
PREPARATION
If you would be a star salesman you must prepare in the same way as do the stars
in any other aCtiVity. In the success of any star, the scene of action is the
smallest part of the whole--the long and d i f fi c u l t work is the preparation and
training that must be gone through before a r r i v i n g at the scene of a c t i o n .
The swimmer, fighter, golfer, tennis player, and every other star must prepare so
that he w i l l be ready f o r as many situations as possible, in order t h a t h i s mihd
and h i s muscles w i l l be coordinated and function accurately in the s p l i t f r a c t i o n
of a second, and h i s s k i l l and effectiveness w i l l be at t h e i r peak.
You as a salesman must be prepared in the same way. You must be ready f o r as many
situations in advance of t h e i r occurrence as possible so t h a t you w i l l not be
caught unprepared. You must be able to b r i n g your greatest s k i l l and effectiveness
i n t o play during the interview, and to accomplish t h i s you must t r a i n yourself and
you must d o i t before a r r i v i n g a t the scene o f action.
L e t u s s t a r t our t r a i n i n g w i t h the p r i n c i p l e which gives you control o f t h e i n t e r ‑
view, from the s t a r t t o the fi n i s h .
YOUR ROAD MAP
If you were starting on a t r i p or journey over an unfamiliar route, the fi r s t t h i n g
you‘would do would be to get a road map to use as a guide. On t h a t map you would
locate certain signs and road markers and as you proceeded you would check to be
c e r t a i n t h a t you were progressing along the r i g h t road as s w i f t l y and as safely
as possible.
It is the same in sales work. Each sale we undertake is a journey over an un‑
familiar road which runs through the mind of o u r prospect. we must, therefore,
l a y out o u r route and set up certain familiar signs or road markers to guide us,
so t h a t we may be c e r t a i n we are proceeding s w i f t l y and surely toward our d e s t i ‑
nation‐-the sale we are a f t e r.
In doing t h i s , we are adopting the principle t h a t is used by star salesmen in a l l
l i n e s of business to assure themselves t h a t t h e i r presentations are as complete
and e f f e c t i v e a s they can possibly make them. I f you have not had t h i s principle
working f o r you in the past, you are going to be pleased and astonished w i t h the
results it w i l l produce f o r you. a
From now on, before you make a sales c a l l , measure i t . Use as your measuring r o d
the fi v e questions which are in the mind of every prospect‐-questions which he
never voices to you, nor even to himself, b u t which are there j u s t the same, deep
in t h e back of h i s mind, and which must be answered.
Either you answer them or the prospect must d i g the answers out f o r himself. If
you l e a v e ’ i t to the prospect, he may not do i t , and if he doesn't you cannot make
your sale, f o r as long as one of these questions remains unanswered in the mind of
your prospect, you cannot complete your sale.
The fi r s t of these questions is j u s t a l i t t l e three-letter word, but to you, as a
salesman, it is one of the most important words in the English language.

36. 1-22
That word is "Why?"
:hy ShOU1d you make the c a l l ? Why should t h e prospect give you the time t h a t W i l l
e oohsumed by your demonstration? Why can you help him to achieve h i s aims and
ambitions? Why should he buy y o u r proposition?
When y o u have a satisfactory answer to t h a t question, you a r e ready to make your
c a l l . You have a definite o b j e c t i v e f o r t h e c a l l . Your c a l l has a purpOSe- You
know what you are gOing to t r y to accomplish f o r your prospect. You w i l l be w e l ‑
come because you have come to g i v e as much as you eXpect to g e t .
If you do not have an objective f o r your c a l l , your prospect supplies one. His
ObJeCtlve usually is to g e t r i d of you. When t h a t happens he has a l l t h e advan‑
tage, he knows defintely what he wants to do and you a r e d r i f t i n g around l i k e a
Shlp without a rudder, hoping t h a t in some providential manner you w i l l get an
o p e n i n g b y Which you can lead u p t o a sale.
Have a n o b j e c t i v e f o r every c a l l ; make i t produce something f o r the prospect and
you w o n ' t have to w o r r y about i t s producing somethingf o r you. Paint t h a t word
‘WWry?" i n d e l i b l y i n your mind. measure every c a l l w i t h i t before you g o t o make
iti You w i l l be amazed at how much more powerful you w i l l q u i c k l y become as a
sa esman.
WHEN YOU CALL
When you get in you w i l l fi n d four other questions a w a i t i n g answers.
Question #2 -”What is i t ? "
Before he can b u y, your prospect must know what y o u are s e l l i n g . Don't t h i n k t h a t
you answer t h a t question when you t e l l him your name, the name of your product,
and t h e company you represent.
These f a c t s give him an idea, to be sure, b u t it w i l l be t h e same one t h a t he had
b e f o r e y o u c a l l e d . I f t h a t idea wasn't s u f fi c i e n t l y i n t e r e s t i n g t o cause him t o
send f o r you i t w i l l not become i n t e r e s t i n g enough t o i n t r i g u e the a t t e n t i o n you
need to make your sale merely because you v o i c e i t .
The fi r s t t h i r t y seconds t h a t you spend w i t h a prospect a r e the most important you
w i l l ever spend w i t h him as l o n g as y o u know him because during t h a t time he gets
h i s fi r s t impression of you and your proposition and based on t h a t fi r s t impression
he decides whether he is going to g i v e you h i s thought and h i s time to t e l l your
s t o r y. If he decides to g e t r i d of you a controversy ensues. He t r i e s to get you
to go and you t r y to stay. You m i g h t make your sale in the face of t h i s opposition
b u t v e r y o f t e n you cannot. It is a needless obstacle which can be avoided and by
d o i n g so you g e t many sales which are otherwise l o s t .
Most prospects are busy when you c a l l ; they a r e t h i n k i n g about the things which
t h e y b e l i e v e w i l l do t h e most f o r t h e i r businesses and unless they send f o r you it
is a safe conclusion t h a t t h e y d o n ' t regard your proposition in t h a t l i g h t at t h a t
particular moment.
Your job in that half‐minute is to make your proposition look sufficiently impor‑
tant to warrant t h e prOSpcct t a k i n g h i s mind o f f the things he was thinking about
"IE.

37. r ‐ v ‐ I
"TIF‐l
1-23
when y o u called and transferring it to your proposition.
Unless he knOWS your proposition as thoroughly as you do I am sure you w i l l agree
you don't g i v e him any reason to give you h i s thought as well as h i s time if a l l
you t e l l him is the name of yourself and your product. When, based on t h a t meagre
information, he determines he is not interested he may be t u r n i n g down an e n t i r e l y
d i ff e r e n t p r o p o s i t i o n from the one you are a c t u a l l y s e l l i n g .
It is your business as a salesman to get over quickly at the opening or the i n t e r ‑
view the answer to "what is i t ? " and to get it over from the standpoint of What
your p r o p o s i t i o n w i l l D Of o r the prOSpect.
This must be done on every c a l l ‐ prospects cannot remember your proposition from
one c a l l to another. Vary the story on each c a l l , d o n ' t repeat the sane story in
the same way b u t t e l l it each time you c a l l . If you, the salesman whose business
it is to make the sale cannot remember the problem of the prospect from one c a l l to
t h e next, how can y o u expect the prospect to remember your story?
If you are not answering "what is i t " on every c a l l by t e l l i n g your prospect what
HEw i l l get by doing business w i t h y o u , you w i l l be pleased w i t h the increase in
y o u r sales, which w i l l come to you quickly and in substantial volume j u s t as soon
as you start to do so.
Question #3 -- "Who says so?"
Prospects must know who is responsible f o r the statements you are making. It is
always reassuring to know, when considering some action, t h a t those who recommend
it are responsible and reliable.
Salesmen who represent established business houses do not have much d i f fi c u l t y in
t h i s respect; u s u a l l y the mere mention o f the name o f the i n s t i t u t i o n i s a l l t h a t
is necessary to inSpire complete confidence.
But you must bear i n mind t h a t i t i s a q u e s t i o n which must b e answered b e f o r e you
can complete your sale, so do not take it f o r granted t h a t your prospect knows
a l l about your house b u t make sure t h a t he does; weave the answer to "who says
so" i n t o your presentation in an i n t e r e s t i n g way. Dramatize it - if your company
is seventy‐five years o l d d o n ' t merely say "we are seventy-five years o l d " ‐ give
it a touch of human interest, put it t h i s way: "Before the C i v i l war was going a
year w e were a t h r i v i n g business. w e have been a going o r g a n i z a t i o n f o r seventy‑
fi v e years."
There may be c a l l s in which you w i l l deem it advisable to answer "Who Says So"
before "What Is I t " . These two answers may be transposed, if you desire, b u t the
sequence of the "Why" reaction must never change. The answer to "Why" must always
come fi r s t in every presentation.
Question #h -- "Who d i d i t ? "
It is reassuring to prospects to know that others t r i e d the idea and came out of the
experience in a satisfactory way. It is easier f o r any of us to embark on an un‑
familiar experience if we know someone who has been over that road before us and
came back safe.

38. l - Z h
fiNho d i d i t ? " must b e answered and t h i s can b e done e ff e c t i v e l y and i n t e r e s t i n g l y
in several ways: A l i s t of customers is a good way; testimonials are another; a
r e e l t a l of the experience of someone who solved a problem similar to the one f a c i n g
the ProSpect is another; the experience of someone in the same or an a l l i e d business
or t h a t of someone in the same area. Any personal touch of any k i n d adds power to
the answer t o t h i s q u e s t i o n .
When you answer "who d i d i t ? " you do something more than merely take an unanswered
queSt1°n OUt 0f your prospect‘s mind; you also do a job of s e l l i n g . Weave an
interesting answer to it i n t o y o u r presentation. It is one more edge t h a t you
g i v e y o u r s e l f and i t w i l l make many sales f o r you.
Question #5 ‐‐ "What do I g e t ? “
When y o u have properly answered t h a t question y o u r sale is ready to close. When
it has been answered y o u r prospect w i l l know what your proposition w i l l do f o r
him and he w i l l also know what it is worth to him to have it done. Your sale w i l l
b e v i r t u a l l y closed.
Correctly handled the close is not a ceremony. It is merely one step in the presen‑
tation; it meshes i t s e l f smoothly i n t o the other parts of the presentation l i k e the
works in a watch. There i s n ' t even a j a r when you reach i t .
Many sales are l o s t because the salesmen w a i t too l o n g to t r y f o r the close and they
w a i t because they are a f r a i d to r i s k the possible loss of the sale by t r y i n g too
soon f o r t h e close.
A few t r i a l closes tucked away in your bag of t r i c k s w i l l overcome t h i s . T r i a l
closes are innocent appearing questions which r e fl e c t the exact condition of the
prospect's mind as to your proposition, the same as a thermometer r e fl e c t s a
f e v e r e d c o n d i t i o n . They c o n s i s t o f such seemingly casual q u e s t i o n s a s ” i s t h e r e a
t r a d e - i n machine to be taken i n t o consideration in t h i s deal?", something about
t h e color, where he w i l l place the machine, when would the prospect want the
p o l i c y to start, there are dozens of them in e v e r y business.
A grocery product salesman, whose product is packed in several sizes shows the
grocer the l a r g e size and says: "A f a m i l y must have fi v e children to use t h i s
s i z e . How many o f y O u r customers have fi v e c h i l d r e n ? " A s the g r o c e r enumerates
t h e salesman counts and he then marks t h a t number on h i s order pad. Now it is
harder f o r the grocer to t u r n back than to keep on going.
He can t u r n back b u t to do so he must s t a r t the b a t t l e and people are as reluctant
to i n i t i a t e t h a t step as any o t h e r and thus t h e salesman has the resistence of
i n e r t i a working f o r him instead o f against him.
There is n o t h i n g v e r y d i f fi c u l t about t h i s ‐ there is no legerdemain involved in
i t ; t h e automatic close merely transfers the human i n e r t i a from i t s acoustomed
place where it works against t h e salesman over to the other side of the fence Where
it works f o r him and helps him instead of hindering him in h i s e f f o r t to make the
s a l e .
Answering "what do I get" is compulsory, answering it in a fascinating way t h a t
t e l l s t h e prospect what HEw i l l get and what it w i l l be worth to him a f t e r he gets
it hooked up w i t h a few good t r i a l closes and an automatic close w i l l get you1
' U ‐ u - I

39. 1-25
many sales that ordinary methods w i l l not even get near to the closing point.
It gives you one more edge which w i l l get many added sales.
THE SW PRESENTATION OF STAR SALESMEN
Prospects r a r e l y, if ever, give voice to these questions. They don’t think about
your problem that deeply. They merely remain unsold. It is not t h e i r business to
figure out Why they are not sold; it is the business of the salesman to anticipate
and to prevent this.
These fi v e Questions, however, though unvoiced are always present and they must be
cleared up at one time or another in the mind of every prospect. As l o n g as one
of them remains unanswered it W i l l hold back your sale. When you answer them you
remove these obstacles from your prospect's mind.
Give the answer to each of these questions a place in your presentation. 'Bear in
mind they must be answered on each c a l l , if necessary. Vary the story each time ‑
d o n ‘ t repeat it the same way b u t always have the answer to each question in i t .
weave the answers i n t o a fascinating, interesting s t o r y with a sales kick in i t .
S t a r t the story w i t h your prospect's problem in mind, keep h i s problems in the
foreground a l l the way through the story, close the story with the prospect's
problems uppermost in your mind; answer the fi v e questions from the standpoint of
what the prospect w i l l get.
Your added s e l l i n g power w i l l amaze and please you.
Observe t h a t each question begins w i t h a "W".
Why, what is i t , who says S o , who d i d it and what do I get. The SW3. That makes
them easy to remember and yet they represent the formula which, does much to change
a man from an average salesman i n t o a star salesman.
This is the principle of the successful interview; it is the guide which is used
by star salesmen in a l l l i n e s of business to be certain t h a t t h e i r presentations
are as complete and effective as they can make them and that they leave no u n ‑
answered questions in the minds of t h e i r prospects. What t h i s principle is doing
f o r these stars it w i l l do f o r you - if only you w i l l put it to work.
I have never seen a salesman Work out a sales story i n t o which the answers to the
5W5 was woven b u t t h a t he has been repaid a thousand-fold f o r the time and e f f o r t
involved.
BEGIN NOW!
Put the 5Ws to work at once producing sales f o r you. S t a r t tomorrow morning. Put
the "why" on every c a l l you make.
F i g u r e out the distinguishing function performed by your proposition f o r the pros‑
pect - the answer to "what is i t ? " }
Dramatize your answer to "who says so?"
“ V ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ _

40. P:
i”
Iit
1-26
. - '13?"
Think out an impressive answer with a personal touch to it f o r your "Who d i d 1
Work out an automatic close and put a few t r i a l closes i n t o your b a g of t r i c k s ;
use them to answer "What do I get?"
. - - i s t h e
Weave the answers i n t o a romance, a bu51ness romance in which the prospect
hero.
The results w i l l please and astound you.
Here, then, is the important message of t h i s session. Burn it i n . The SW8:
-HO DID IT?
HAT DO I GET?
As we close our fi r s t session I trust I have proven to y o u t h a t star salesmen are
not miracle workers, b u t merely w e l l rounded salesmen who have thoroughly organized
themselves so t h a t they are prepared to take advantage of every opening t h a t might
lead to a sale.
It is also my hope t h a t I have proven to you t h a t t h e great difference between
mediocre and star salesmen is not t h a t mediocre men do many things wrong which the
stars do r i g h t , b u t that the c h i e f difference is centered in the f a c t t h a t mediocre
men f a i l to do a l l t h i n g s necessary to produce a l l the reactions t h a t are essential
in the mind of the prospect to complete the sale:‑
Their f a i l u r e to do so i s , in turn, due to the f a c t that something is missing in
the sales makeup of these mediocre men. Something must be added if they are to
become stars.
An organized review of a thoroughly rounded sales makeup w i l l determine the elements
which are weak or missing. It then becomes a comparativel si 19
take the development of those factors which need strengthegingr?p matter to under‑
That is what you are doing in your training. In each session . ,
analyze one essential element of a completely rounded salesmanyou W i l l r e V l e W and

41. 1-27
The q u i z at the end of each session w i l l locate any missing or weak elemehts t h a t
you may have in your sales makeup and by concentrating on the sessions whlch cover
those factors you can develop and strengthen them to any desired degree.
Frequently one element is a l l t h a t is missing in a salesman's makeup but t h a t .
missing factor often holds a man back f o r many years. When he determines what 18
weak or missing and corrects i t , he surges toward the tOP- It is l i k e the car-'
buretor of an automobile. Physically it is only a small part Of the car b u t While
it is missing the auto w i l l not move. When it is added the car can be whizzed
away at eighty miles an hour.
As you progress through these sessions answer the q u i z at the end of each one. It
w i l l r e q u i r e thought and e f f o r t o n your part t o d o s o b u t the returns you w i l l reap
w i l l repay you at l e a s t a thousandfold, f o r you are mastering the principles of
advanced salesmanship and when you have done so they w i l l work f o r you throughout
the balance of your l i f e .
M . J . L a c y.