Salesmanship is the thing that really made R. H. Macy & Company and it therefore is patent that they should consider the actual sellers of their goods as the very backbone of their organization. In another place it is related how, in the department of training, employees are taught to sell, and in another something of the working out of the psychology of the customer and the salesclerk. Education counts. It helps to make the salesclerk a vital factor of the store organization. Macy policy sees to it that the clerk is, in so far as it is possible, kept interested in his or her work. There are, as we have already begun to understand, as few rules governing their conduct, dress and liberties as are consistent with the smooth, economical operation of the business. On the other hand, there is all possible encouragement for them to become familiar and even expert with the things that they sell. In many of the departments special booklets have been prepared as aids in selling the particular line of merchandise carried. That for the stationery department, for instance, covers: Paper, with its history from the earliest times, its manufacture, sizes and characteristics; engraving, with a full description of the processes connected therewith; fountain-pens and their manufacture; desk accessories, commercial stationery and the like. Ambition to excel in salesmanship is further stimulated by taking clerks through factories where their lines are made, and by exhibiting motion pictures of the manufacturing of these goods. Here, then, is the store's most direct contact with its patrons. There are others, however, to be classed as at least fairly direct. Take that big and comfortable restaurant up on the eighth floor. It is one of the real landmark's among eating-places of New York, a world city of good eating. Its own magnitude may easily be guessed from the fact that in a single business day it feeds more people than almost if not any other in the town. Translated into cold figures this means that there is an average of twenty-five hundred lunches bought by customers each day that the store is open; with a maximum on extremely busy days reaching as high as five thousand. Figures are impressive. Yet these do not include either afternoon teas or late breakfasts for both of which there is a considerable clientele.