In providing prizes, the firm was rather generous, though the expense was never great. While the contest was in progress, all those who were really ``in the running'' had the satisfaction of honorable mention, with their photographs reproduced in the house bulletin. This honor and publicity was the chief reward received by the great majority of contestants, and was adequate. Minor prizes were offered on conditions, allowing a large number to qualify, and tempting virtually everybody to make an effort to win one. The value of the prizes did not need to be great, for each man was impressed with the idea that his comrades were watching him, that they observed every advance or retrogression. Success in the contest meant ``making good'' in the eyes of the other salesmen as well as in the eyes of his superiors. <p 72> _This desire for social approval and the spirited comment of the editor had a marked influence on the efficiency of many of the younger salesmen_. These special contests were conducted chiefly during the ``rush'' seasons, when activity and efficiency of salesmen meant greater returns to the house. Because of their varied forms the contests did not become monotonous, and thus fail in their effect. During the three or four ``big'' selling months when special quotas were announced, an individual pocket schedule was mailed to each man, showing how much business he must close each day to keep pace with ``Mr. Quota,'' the constant competitor. _The most industrious and ambitious men are stimulated by competition; with the less industrious such a stimulation is often wonder working in its effects_. For many positions in the business world a hypothetical bogy should be created after the style of the quota referred to above. To increase the feeling of comradeship and <p 73> promote co<o:>peration between the men the entire organization or single sections of it occasionally should be made the unit of competition. This is perhaps the most helpful form of competition, but it is hard to execute. Valuable prizes should always be given to the winners. This ``need'' may not necessarily be monetary. Promotion should not depend upon success in contests, but such success may be well reckoned in awarding promotions. Public commendation for success in competition costs the company little and is greatly appreciated by the winner. There seems to be no reason why the head of the house should not assist in the presentation. The most essential factor in creating interest in a contest is the skill of the ``sporting editor'' in injecting the real spirit of the game into each contest, thus securing wide publicity, and enlisting the co<o:>peration of large numbers of participants. Prizes should be widely distributed, so that the greatest number may be encouraged. <p 74>