Each of the _ Chapter 3 COMMITMENT AND CONSISTENCY strategies is intended to get us to take some action or make some statement that will trap us into later compliance through consistency pressures. Procedures designed to create commitment take various forms. Some are bluntly straightforward; others are among the most subtle compliance tactics we will encounter. On the blunt side, consider the approach of Jack Stanko, used-car sales manager for an Albuquerque auto dealership. While leading a session called "Used Car Merchandising" at a Na- tional Auto Dealers Association convention in San Francisco, he advised 100 sales- hungry dealers as follows: "Put 'em on paper. Get the customer's OK on paper. Get the money up front. Control 'em. Control the deal. Ask 'em if they would buy the car right now if the price is right. Pin 'em down" (Rubinstein, 1985). Obviously, Mr.
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