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of in his company. Maybe it's the President. I asked one top salesman what made him so enthusiastic and proud of his company. He told me it was because his President was so proud of him. He said he just couldn't let such a fine man be disappointed.

Read your company catalogs, literature, history, and every­thing they put out. What's unusual about it? Why did you join it in the first place? Possibly it's so old and well established that you think well of it on that account. Maybe it's so new and progressive that you feel it will do better for its cus­tomers than an older company. Perhaps it's so large that you are proud of it on that account. If it's relatively small, you may sincerely believe that it is able to give better personalized service and make desirable changes and improvements more rapidly.

Study your company. Remember that increasing your pride in it will put money in your pocket because it will make you a far more powerful salesman. Try it!

HIGHLIGHTS OF THIS CHAPTER

1.    A man who's proud of his company is like the athlete who's
proud of his college and team—he's hard to beat.

2.    Most companies are organized by honest, sincere men who
want it to be above reproach. They are worthy of the pride
their representatives can give them.

3.    Competition is a foe that should be avoided whenever pos-­
sible. This doesn't mean that a salesman fears his compe­-
tition—he fears the results of a competitive situation.

4.    Building pride in the company is the motive of company
executives, but should be even more the motive of the sales­
men. They benefit tremendously by having an intense loy­-
alty and pride in their firm.

5.    The best course is to ignore competitors. Refuse to be
drawn into a competitive argument.