In the course of time Hanford convinced himself that the Atlantic Bridge Company needed more modern machinery, so he laid siege to Jackson Wylie, Sr., its president and practical owner.  He spent all of six months in gaining the old man’s ear, but when he succeeded he laid himself out to sell his goods.  He analyzed the Atlantic Bridge Company’s needs in the light of modern milling practice, and demonstrated the saving his equipment would effect.  A big order and much prestige were at stake, both of which young Hanford needed badly at the time.  He was vastly encouraged, therefore, when the bridge-builder listened attentively to him.

“I dare say we shall have to make a change,” Mr. Wylie reluctantly agreed.  “I’ve been bothered to death by machinery salesmen, but you’re the first one to really interest me.”

Hanford acknowledged the compliment and proceeded further to elaborate upon the superiority of the General Equipment Company’s goods over those sold by rival concerns.  When he left he felt that he had Mr. Wylie, Sr., “going.”

At the office they warned him that he had a hard nut to crack; that Wylie was given to “stringing” salesmen and was a hard man to close with, but Hanford smiled confidently.  Granting those facts, they rendered him all the more eager to make this sale; and the bridge company really did need up-to-date machinery.

He instituted an even more vigorous selling campaign, he sent much printed matter to Mr. Wylie, Sr., he wrote him many letters.  Being a thoroughgoing young saleman, he studied the plant from the ground up, learning the bridge business in such detail as enabled him to talk with authority on efficiency methods.  In the course of his studies he discovered many things that were wrong with the Atlantic, and spent days in outlining improvements on paper.  He made the acquaintance of the foremen; he cultivated the General Superintendent; he even met Mr. Jackson Wylie, Jr., the Sales Manager, a very polished, metallic young man, who seemed quite as deeply impressed with Hanford’s statements as did his father.

Under our highly developed competitive system, modern business is done very largely upon personality.  From the attitude of both father and son, Hanford began to count his chickens.  Instead of letting up, however, he redoubled his efforts, which was his way.  He spent so much time on the matter that his other work suffered, and in consequence his firm called him down.  He outlined his progress with the Atlantic Bridge Company, declared he was going to succeed, and continued to camp with the job, notwithstanding the firm’s open doubts.

Sixty days after his first interview he had another visit with Wylie, senior, during which the latter drained him of information and made an appointment for a month later.  Said Mr. Wylie: 

“You impress me strongly, Hanford, and I want my associates to hear you.  Get your proposition into shape and make the same talk to them that you have made to me.”