purchase an item to cancel the sale and receive a full refund. At first this legislation hurt the hard-sell companies deeply. Because they emphasize high-pressure tactics, their customers often buy, not because they want the products but because they are duped or intimidated into the sale. When the laws went into effect, these customers began canceling in droves. The companies have since learned a beautifully simple trick that cuts the num- ber of such cancellations drastically. They merely have the customer, rather than the salesperson, fill out the sales agreement. According to the sales-training pro- gram of a prominent encyclopedia company, that personal commitment alone has proved to be "a very important psychological aid in preventing customers from backing out of their contracts." Like the Amway Corporation, these organizations have found that something special happens when people put their commitments
No. 1, Fort Hancock, New Jersey; No. 2, San Francisco; No. 3, Fort Sam Houston, San Antonio; No. 4, Panama; No. 5, Fort Shafter, Honolulu; No. 6, Fort Mills, Manila; No. 7, Fort Hunt, Virginia; No. 9, Rio de Janeiro. At first both services airmailed messages from their intercept posts to Washington. But this proved too slow. The Pan-American Clipper, which carried Army intercepts from Hawaii to the mainland, departed only once a week on the average, and weather sometimes caused cancellations, forcing messages to be sent by ship. As late as the week before Pearl Harbor, two Army intercepts from Rio did not reach Washington for eleven days. Such delays compelled the Navy to install teletypewriter service in 1941 between Washington and its intercept stations in the continental U.S. The station would perforate a batch of intercepts onto a teleptype tape, connect with Washington through a teletypewriter exchange, and run the tape through mechanically at 60 words per
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