The problem of filing space is a serious one in most offices, already overcrowded. Filing devices are made in certain sizes that have become standard. The more closely blanks to be filed conform to these sizes, the less space will be required. While we cannot regulate the sizes of the stationery of our correspondents, we can regulate the size of our blanks that will eventually find their way into our own files. [Illustration: SALES ROOM IN THE NEW YORK OFFICE OF THE WESTERN ELECTRIC COMPANY] ADVERTISING AND SALES ORGANIZATION INTRODUCTION The purpose of this book is to teach neither the art of advertising nor the science of salesmanship, but rather to set forth some of the principles that must be applied in the organization of the advertising and sales department; in particular, to discuss the machinery of the department--its record-keeping systems. Opinions differ as to the proper place in a business organization of advertising and sales--whether they should be handled by, and considered as, two separate and distinct departmental organizations, or one. Both plans have their champions. Whether we call it an _advertising_ or a _sales_ department, the results sought--the reasons for the existence of the department--are the same. To _sell goods_ is the aim of the organization, be its head an advertising manager or a sales manager. Advertising has been defined to be _printed salesmanship_; yet there is a well-defined dividing line between the work of the advertising man and the salesman. The advertising man seeks to impress the name of the house and the name and quality of its product, on the public mind; to create interest; to arouse curiosity; to stimulate desire; to attract people to the store--in a mercantile business. The salesman seeks to turn that interest, curiosity, desire, into action--the action of purchase. The advertising man introduces the possible customer; the salesman makes the sale. But in some businesses, the advertising man goes one step farther and actually makes the sale--as in advertising intended to secure direct orders, by mail. Also, the salesman, when the customer has been introduced, makes use of other forms of advertising, to further stimulate desire and assist in making the sale. No matter at what angle the subject is viewed, it is seen that the advertising man and the salesman are very dependent on each other. We prefer, therefore, to consider the sales and advertising departments as of equal importance; both subordinate parts of the sales division but working in perfect harmony. The salesman knows his goods, their strong and weak points, the classes of people to whom they will appeal. He should know, also, all about his competitor's goods, and in what respects they are excelled by his own. In short, he is the one who can give the best selling points to the advertising man.