for himself is eager for equipment that will help him to mak quicker sales and bigger ones. What can be done? I believe the whole thing boils down to ten concrete rules of conduct, that if followed out will give the salesman all the arms and ammunition that a man need carry. With them every chap who has the spirit of the opportunity will find the fullness of achievement; but the man who is by nature just a peddler and an order-taker will remain just that in spite of all. And here they are-They make a sort of central station salesman's decalogue.

ONE It helps the salesman sell to make a good impression on every person that he meets. They are more willing to believe him. He will not be forced to battle against prejudice. And good impression comes from two things clothes and face. Dress as carefully each day as though you planned to see the President. And a face that bears the mark of optimism, good nature, enthusiasm and a healthy personal confidence does the rest.

Two The selling man must interest the people that he talks to Know enough about your company and what it does, the industry and how it serves humanity to sow goods seeds of public interest and appreciation and to establish your own reputation as a man of parts.

THREE The central station salesman must depend on personal contact and his personal influence for the building of his business. Meet and know as many people of all classes as you can. Lend a hand in civic enterprises, belong to social clubs and be a recognized co-operator.

FOUR No salesman can afford to risk a failure to convince the man or woman that he talks to. Be resourceful. Be prepared to offer more than just an argument. Have the evidence to prove each vital statement that you make in one well chosen data book.

This data book will prove by photographs what each appliance looks like and how it is used; will prove by the names and testimonials of local men or women that each device is practical and satisfying: will show by photographs those other houses "just the size of yours" that have been wired and what it cost and how the work was done and what the monthly current bills amount to. Know the price of house-wiring. Be competent to sell it. Present

your evidence in figures and in pictures, to support each argument that's needed day by day. There is no excuse for lack of such preparedness.

FIVE Let the salesman learn to win the order NOW for second calls cost just as much in time as first calls and a salesman's time is all he has. Except in cases where it would be obviously mexpedient to force decision, w.n the order on the spot. Poor salesmen call again, but nen of ingenuity and courage clean up their business as they go

Six The salesmen must be strong in confidence and wg to take responsibility Don't call in the specialist or the contractor to plan a simple installation when you cold as well have secured the contract with full satisfatin to the customer No man can grow unless he wl lav held of bigger opportunities as they present themselves, and hang them to his belt

SEVEN No business enterprise is safe that does not e nstantly create more market. You must steadily develop more new prospects for yourself, for if you spend your ime in following inquiries from the othe, you have given up your independence You are not creating opportunity. unless you find new markets for yourself

FIGHT Every salesman must remember that his customers are his most precious asset, his perpetual prospects for my re business Educate them, steadily maintaining fr.er, liv contact and continually selling them those further a;;li atrons of the service that you know they need and can be male to buy from time to time

NINE The salesman should make every contractor and dealer in the town his friend Cooperate with the electri al fraternity and recognize their functions in the fell you work in Make your place among them as a herad gige man of business and take full advantage of the many benefits that popularity among the trade w' bring

TEN Fach selling nan should share the lessons of his own continual experience and use in turn al: a: 1 and coninsel that his boss and fellow salesmen can contribute to his own success Cooperate Fight hard in competiti in

with your friends and with the records of your own achievements in past months and years.

And there you have Ten Rules of Conduct for the man who wants to know the way to make a salesman-or a manager of salesmen-for to train the one necessitates the training of the other. Words they are, just abstract theory. Yet, I know that every central station selling man and manager can analyze them one by one and see that they are true and basic. He can take each principle and know just how to work it out, how to apply it. But if you had twice one hundred rules-all good—no manager could make a salesman with his bare hands-no young man could hope to find prosperity in selling this electric service, unless the underlying spirit and the purpose of the effort be to put that man in business for himself.

We all believe that there is no more splendid opportunity for any young man than the selling side of this great growing industry is offering to-day. We are sure of it because we see it all about us, see the central station business man assuming broader functions, rendering a greater service, steadily becoming more and more the dominant force. We see sales managers taking over the responsibility for all business departments. We see each year more general managers selected from commercial timber. Yet we know that these men have not been forced into this successful prominence. They are the salesmen who have seen from early days that opportunity depends alone on personal achievement, and who have gone into the business for themselves. It is the only way to make a salesman.

CONTENTS

Mature Lamps

ment

Langs for moving picture projection

Extures.

Istrial lighting

1 lighting.

infographic lighting

projection

Odbor sports at night

Asal daylight

a of Standards

Stat fard Specifications for incandescent lamps

end to rate lamps in lumens.

standardization

edged lamps

al street lighting

New York City

REPORT OF THE LAMP COMMITTEE

INTRODUCTION

In compiling the report of the Lamp Committee for this year the same general treatment and arrangement followed during the past two years, so far as the miscellaneous and technical data. of the lamp business are concerned, has been retained, the thought being that it is well to maintain, for purposes of comparison, a more or less standard method of presentation showing the tendency of demand from year to year for incandescent lamps, and to indicate as clearly as may be possible improvements that have been made from time to time, together with new types introduced, etc.

The Committee is able to repeat the statement made last year that the Association Bulletin has been freely used for the dissemination of general information and that to a considerable extent direct correspondence has been carried on with member companies, there being a marked increase in the volume of this correspondence during the past few months.

At the suggestion of the Executive Committee made early in the year the report is again presented before the Commercial Section and the endeavor has been to prepare it, so far as possible, along lines that would be interesting and informing to the commercial men of the industry, while not neglecting the technical side of the subject.

Wherever physical dimensions are given in the report these dimensions are also shown in terms of the metric system.

LAMP SALES

The disturbed condition of business referred to in last year's report as possibly being responsible for restricted sales during the year 1914 no doubt continued in effect for the first few months of 1915. The revival of business and bettering conditions during the latter months of the year have probably contributed to the increased demand which the full returns for the year 1915 indicate.

The aggregate sales of lamps for domestic use, exclusive of miniature, for the year 1915 totaled slightly over 110,000,000 as (FOR DISCUSSION SEE PAGE 795)