many, bnt if you are going out and try to grab some more towns, you 'll need a lot more.”
With a penetrating scrutiny the dictator considered his guest.
“Why do you ask such a question, Señor Strawbridge?” he inquired in a changed tone.
“Because it's your business.”
“My business!”
“Why, yes,” declared Strawbridge, amiably and with gathering aplomb. “You see, General, when my firm sends out a salesman, the very first rule they teach him is, ‘Study your customer's business.’ ‘Study his business,’ said my boss, ‘just the same as if it was your own business. Don't oversell him, don't undersell him. Sell him just exactly what he needs. You want your customer to rely on you,’ says my old man, ‘so you must be reliable. When you sell a man, you have really gone into partnership with him. His gain is your gain.’ ”By this time Strawbridge was emphasizing his points by thumping earnestly on the dictator's shoulder. “A hundred times I've had my old man say to me, ‘Strawbridge, if you don't make your customer's business your own, if his problems are not your problems, if you can't give him expert advice on his difficulties, then you are no salesman; you are simply a mut with a sample case.’”
This eruption of American business philosophy came from Strawbridge as naturally and bubblingly as champagne released from a bottle. He had at last got his prospect's ear and had launched his sales talk. With rather a blank face the general listened to the outburst.
“So you were inquiring through considerations of business?” he asked.
“Exactly; I want to know your probable market. Perhaps I can think up a way to extend it.”
