EAR L READE OBERN -^^- SO' LIBRARY THE UNIVERSITY OF CALIFORNIA SANTA BARBARA PRESENTED BY GEORGE OBERN BUSINESS ADMINISTRATION A Library of Business Principles, Practice, and Experience Editor-in-Chief WALTER D. MOODY Former General Manager, Chicago Association of Commerce Managing Director, Chicago Plan Commission Author, "Men Who Sell Things" Managing Editor WILLIAM BETHKE, M.A. Department of Business Administration LaSalle Extension University LaSalle Extension University BUSINESS ADMINISTRATION B^ing an organired pre«?ntfttion of th« proh>- Icms of business management prepared by an imusual group of successful and authoritative Organizers, Educators, and Business Experts Irvis(. R. Allen SaUs CouHstlor, Chicato William Bethke, M.A. liiu^alioniil Dirr,lor LaSaUt Lxtfnston Cnirrrsih Ernest Lidlow Bogart, I'h.D. I'roffssor of luonomus L'nirersity of lUinoii Theodore E. Burton, LL.D. Formtr L'nileJ Stales Senator Harry J. Carpenter .V.i/i«• York ]. \V. Cobey Formerly Traffic MaHoger. National Cash Register Company E. F. Dahm, B.A. LaSalle Extension University Formerly Assistant Director Retail Research Association HlGO DlEMER, M.E. LaSalle Extension University Formerlv Personnel Superintendent W'lnchesttr Repeating Arms Company Coleman duPont Chairman. Equitable Office Building Corporation, New York B. C. Forbes Business and Financial Writer LOL'IS GUENTHER EjdiloT, " Ftnaniial IVorld" Arthur B. Hall, A.B. Hall & FJli^, Heal Estate, Chicago Fred L. Ham, M.B.A. Director. Department of Business Administration, LaSalle Extension University F. C. Henderschott AVtr York Edison Company Samuel D. Hirschl, S.B., J. P. Harry Arthur Hope, M.C.S. Orianizativn Counsel Federal Reserve Bank. New York B. Olney Hough FMlor, "American ExpcrUr" E. H. Kastor //. H". Kastor &• Som Advertising Company, Chicago Percy H. Johnston prtlident. Chemical Satmnal Bunk New York Edwin Herbert Lewis, Ph.D., LL.D. Levis Institute, Chuago W.M.TKR D. Moody Lille .Managing Director, (7ii< ajo J'lan Commnsion Hu^teet nnd Wire Company. Chicago H. Parker Willis. Ph.D. Professor of Banking Columbia University John North Willys president. Willys-Orerland Compan\ Richard P. Wilson Halavia Rubber Company /^PERSONAL EFFICIENCY. APPLIED SALESMANSHIP, AND SALES ADMIN- ISTRATION IRVING R. ALLEN President, Irving R. Allen Company, Sales Counselors and Adviteri La Salle Extension University • C h i c a g" o Copyright, 1915 LaSallk Extension University PREFACE Ask any man anjavhere on the face of the globe the ques- tion, **What are you most vitally interested in?" And if he tells you the truth, he will state that the one subject which takes up most of his time and thought is himself. That is natural — as it should be. The big problem of most men is how to dispose, profitably and to the greatest advantage, of their services, skill, ability, and learning — yes, everything which constitutes personality. And the principles here presented for acquiring personal power, developing personality, and cashing in on these values are not only fundamental requisites for a suc- cessful salesman, but apply everywhere in life — in all business, in social affairs, in politics, in the church, in the home, or in w^hatever place men strive to achieve. Selling viewed in this larger sense offers a success foun- dation to every man, whether he is directly interested in salesmanship or not, simply because it deals with the marketing of personality and services as well as the mov- ing of merchandise. CONTENTS PART ONE— THP] FOUR MILESTONES I. The Awakening 1 II, The Equipment 28 Physical Impression 34 Mental Impression 41 Conscious Impression 57 A Last Word on Milestone Number Two 89 III. Selling Personality 93 Big vs. Little Jobs 94 Position and Promotion 100 Steps in Getting a Position 104 Answering Ads 105 Inserting Ads Ill Personal Acquaintance 117 The Circular Letter 122 The Importance of Systematic, Persistent Effort. 126 The Personal Interview 127 Winning Promotion 129 Promotion Based on Merit 136 Asking for Promotion 138 How to Ask for Promotion 141 Promotion in the Higher Positions 144 IV. Personal Selling Opportunities in Selling 161 The Order-Taker vs. the Salesman 162 Standard Practices 164 The Successful Approach 166 The Demonstration 172 Closing the Sale 1^1 The Reward 188 vii viii Contents PART TWO— SALES ADMINISTRATION I. The Product and Its Distribution The First Principle of Distributiou 191 Consumer Demand 192 Supplying the Demand 196 Selling Factors 199 Factors in Distribution 204 II. Sound Selling Policies Value of Sound Policies 208 Price 209 Selling the Jobber 213 Dealer Policy 222 The Exclusive Agency 223 Dealer Help 225 Consumer Policy 226 III. The Successful Sales ]\Ianager His Problem 229 Types of Sales ^lanagers 230 Full Authority 231 Attitude Toward Salesmen 231 Supervision of Salesmen 233 Shed Details 234 IV. Bases of Compensation for Salesmen The Problem 237 Classes of Salesmen to Consider 237 The Three Bases of Compensation 238 V, Controlling Men in the Field Difficulty of the Problem 246 The Average Salesman's Method 247 The Four Steps of the Problem 248 Review • 268 VI. The SiVLES Manager's Records Records for the Executive 271 Classes of Records 272 Contents IX VII. Hiring the New Salesman The Appalling Waste 277 Hiring on Looks 278 Hiring on a "Hunch" 278 Hiring on an Organized Basis 279 Hiring Stars 281 Records and References 283 VIII. Training Salesmen Training Brings Results 286 Unskilled Salesmanship 287 Training Methods 287 The Case of Specialty Companies 289 Train Salesmen in Your Line 292 IX. High-Speed Helps Hard-Luck Experiences 294 High-Speed Devices 299 A Sales Clearing-House 310 PERSONAL EFFICIENCY. APPLIED SALESMANSHIP, AND SALES ADMINISTRATION PART ONE — THE FOUR MILESTONES MILESTONE NUMBER ONE THE AWAKENING A shaft of moonlight lighted up the face of a big clock. Twelve-thirty — a. m. In a little office toiled a man. His shoulders were stooped; his clothes were worn; where his linen showed, the edges were frayed. Around him was a mlderness of calf -bound books — briefs and papers too — on table, desk, floor, and window ledge — eveiywhere — in seemingly hopeless confusion. But the red-rimmed eyes of John Milton gleamed brightly through his heavy-lensed glasses as here and there he found a point and with nervous fingers made a note. Suddenly he started. 2 Salesmanship In that dead silence the telephone bell rang loud as a fire alarm. Quickly he switched on a light in the outer office. A luxuriously furnished suite was revealed — heavy-piled rugs — massive mahogany furniture. Prosperity was written large on the face of it. Milton hurried to the telephone switchboard. *' Hello I Yes, Mr. Lewes. Milton speaking." At the other end of the wire a heavy-set man in evening clothes held the receiver to his ear. A napkin in one hand showed that he had interrupted pleasure for the sake of business. *' Milton, have you got that Amalgamated opinion ready yet?" "No, sir, but I'll finish it before morning, sure." "Well, that has got to be on my desk typewritten and ready by ten tomorrow. Better get a stenographer on it right away. Call up Hess — he lives nearest — and get him started copying it. I must have it by ten. Under- stand?" And the receiver went up with a crash. Slowly Milton walked back to his little office — a mere work-holo — so shabby and poor in contrast with the rest of the suite. Feverishly he resumed his task. The Awakening 3 At ten sharp next momin": the door of Ezeniah G. Lewes, Counselor-at-Law, opened to the touch of Ezeniah G. Lewes himself and the heavy-set man of the night before walked in — immaculately attired — perfectly groomed. The very air of him carried an impression of success and assurance. He smiled as the girl at the switchboard stopped him — "Mr. Burton is waiting with another gentleman in j'-our private office, Mr. Lewes." He nodded and walked in. The two men waiting — heads of the Amalgamated — the biggest steel industry in America — rose as he entered and cordially shook hands. On the glass top of his ornate desk lay a packet of typed sheets neatly bound with a red tape. Across its front were the words: AMALGAMATED STEEL CORPORATION Opinion on Birmingham Holdings Personally prepared by EZENLA.H G. LEWES Go back and read the last five words. Poor John Milton! 4 Sales mwi ship Lewes looked at liis two visitors; then slowly he trimmed off the eud of a large black cigar and lit it. Burt<^)n, President of the Amalgamated, unused to wait- ing, broke the silence. ''Well, Lewes, what's the verdict?" Considering the fact that he had not as yet even opened the document marked "Personally prepared by—," Ezeniah G. Lewies was in no position to answer. So he equivocated. "It's all here. Just a minute — haven't looked at it since it came from the stenographer. I may want to make a few corrections." Pen in hand, he opened the fruit of Milton's all-night toil and read it through. At the last page his pen dipped in the ink, his signature went on with a flourish, and he silently and impressively handed the sheets to Burton. Burton slid back in his chair and started to read. He scowled, bit his lip, and asked a question. Lewes answered it — quickly and decisively. Carefully Burton folded the opinion, placed it in his inside coat pocket, and rose. "This seems to cover the thing, Lewes. Going to lunch at the club today!" The Awakenmg 5 As they left the office, Burton commented to his com- panion, "Shrewdest, keenest, fastest-acting business lawyer in America — that man Lewes. Charges like the Old Nick but his work is worth the money. ' ' Back in the luxurious private office, Lewes was instruct- ing his private secretary. ''Bill Amalgamated Steel Corporation $5,000 for opinion and conference regarding its Birmingham properties in relation to the Sherman Act." As the man turned to leave, Lewes called him back. "By the way, what are we paying Milton f" "Forty dollars a week, I believe, Mr. Lewes." "Raise him to forty-five, beginning next Saturday." And in a small house out in the suburbs, John Milton in an old cotton nightgown tossed restlessly on a rather hard bed, while his wife and children tiptoed around to avoid disturbing his slumbers. Ezeniah G. Lewes' yearly income exceeded seventy thousand dollars. John Milton considered himself in luck to be earning twenty-one hundred. And — Lewes' income was based on the work of men like Milton. 6 Salesmanship V\) to tlio time of his discovery that the legal genius of MLltoii and others of his stamp could be capitalized, Ezeniah G. Lewes luul never made in excess of seven thousand dollars a year from his law practice. And the seven thousand dollar income was based on his personality rather than his legal ability. On the other hand, up to the time he entered Lewes' employ, John Milton had been literally starving to death by inches, solely on account of his inability to market his brain products. Milton — the factory. Lewes — the salesman. On the face of it, comparing their earnings, the arrange- ment looked decidedly unfair. But, as a matter of fact, both profited. Lewes, capitalizing the legal minds of others and market- ing them, had achieved a big success. On the other hand, Milton was earning a sum far in excess of what he thought possible during his struggles as a free lance. Here's the question that should start yo'it thinking: Why didn't Milton go out and collect big fees for his own work instead of letting Lewes take the big end of the money and a// tlie glory? 1 The Awakening 7 I'll tell you. MILTON COULD NOT SELL HIMSELF. He had tlie legal mind — it almost amounted to genius — but through laek of personality — selling ability — never in a thousand years could he have impressed another man with the soundness and value of his work and opinions. Lewes had discovered in Milton and capitalized to his oivn profit the man's knowledge — combined his own sell- ing ability with the other fellow's legal genius. And all over the world — in every city, every town, every hamlet, you'll find today and every other day men who have the ability actually to do the thing but who lack the faculties necessary to market themselves successfully. Your o^vn experience will prove this : The abihty to do a thing, without the ability to make the other man believe you can do it, discounts a possible income 60 and 70 per cent — yes, in some cases even 90 per cent. Let's see how it works out. Here's Phil Harrison— on the surface a bright, pleasing fellow — a good talker — but — he can't hold a job; he's always changing. Something wrong with him some- where. „ ^ Salesmanship But he novor sooms to have any difTiciilty in securing/ a position. WIkmi other men are idU^ lie jumps from one thing riglit into another. Let's analyze Phil Harrison. \Miy, it's simple — clear as crystal. Phil Harrison has the ability to sell himself — to secure a position — But he lacks the ability to deliver the goods — to hold the job after he gets it. But if you could combine his genius for selling himself — for quickly establishing his listener's confidence in the fact that he can do what he claims he can — with the ability of a man like Milton to go through — then — you'd have a 100 per cent success — a man who could both make people believe in him and justify that belief. Now here's just what I'm driving at — Success in this world of ours is fundamentally a matter of salesmanship — of using its principles whether in business, society, or finance — of applying them properly and effectively. Now, mind, I freely and frankly admit that the applica- tion of these principles varies widely — but the basic prin- fnples in all walks of life remain identically the same. On the face of it, that statement may raise a question. The Awakening 9 That's exactly what I tvanl it to do. Most of us are in the liabit of re.^ardiu.c^ salesmansliip as a matter of one man's inducing another by argument or conversation to purchase some concrete article. And — viewing it in that light, wo have almost lost sight of its underlying principles — the ones which hit home and alfect every single phase of our daily life. I don't care who you are or where you are or ivJiat you are — you have something to sell. So have I. So has every human being on the face of this earth. And the degree of success we meet with in making other people want what we have to offer absolutely and posi- tively governs the returns we gain from life. Wyeth, Craig, and Jamieson w^ere room-mates at college. But school days were over — their ''Lares and Penates" were packed and the three sat listening to Dr. Conover, Dean of the John Smith Medical College, delivering his graduating address. The good Doctor waded along through a sea of words; the minds of the hundred odd youngsters who sat before him were more occupied in trying to pull back the cur- tain from their futures than in listening to the Dean's address. 10 Salesmanship Ho paused a moinoiit for breatli, took advantas^c of the re.s])ito to remove liis i!:lassos and wipe tlicir perfectly clear surface with a large silk liandkercliief, and then impressively resumed: "You geutknieu have a long summer hefore you. Very few of you intend to sUirt. practising your profession hefore fall. I strongly urge you, instead of idling away the months ahead, to spend them on the road with a salesman, learning how to meet people." For fifteen years Dr. Conover had made substantially the same recommendation to every graduating class. It was part and parcel of his speech. But this time the flint of that thought met steel in the brain of Bob Jamieson and the spark of a brand new idea resulted. Back to the bare room that was to know them no more, the tliree went for leave-takings and a farewell inspec- tion of the "old diggings." Jamieson brought a hard fist down on his trunk with a crash; he spoke: "Fellows, the Dean had a real hunch when he said, 'Spend this summer with a salesman.' Ilis idea was that we should learn how to meet people. I'll go him one better. Let's learn, from studying a salesman's method of making folks want his goods, how to make people want our services as physi- cians." Wyeth, pre-imbued with a sense of ethics, threw up his hands in horror. He left the room and this narrative at one and the same time. The Awakening 11 Craig didn't stick. He finally chose a "vacation" and Janiieson, the enthusiast, went out on the road alone. The summer on the road with a salesman ended. Jamie- son, thoroughly convinced of the soundness of his theory, himself tunied salesman and did not t:ht— the physician's produet is the results ho se- eures, and he simply must have repeat business to exist and build a practice. So we come to the first problem of the physician : how to ^et results for his patients — how to hiy the foundation for a big practice. All physicians go through practically the same schools — take much the same training. Remedies and methods of treatment for the various diseases and ailments are so standardized that if you were to go to one hundred physicians with the same trouble, prescriptions would duplicate themselves over and over again. Any intelligent man who studies and applies himself can become a good diagnost^ician. And the sum total of the three statements above is: One doctor, provided he is conscientious and capable, should be able to secure the same results for a |)atient as another. P>ut this is not the case. Whvt The Awakening 15 Consider this carefully. Why is it tliat one physician can cure a case with identically the same prescription that another man fails on ? I'll tell you ivJijf. Simply because the successful doctor adds to his mcdicuics the biggest part of the whole thing — the mental part. And the minute a patient has confidence enough in his physician to believe he is going to be cured, the job is half done. And — with all respect to the medical profession — actual statistics show and demonstrate and prove that in the majority of cases confidence in the doctor is a greater aid to recovery than medicine itself. Now let's leave the doctor and his patient for a moment. Did any man in the history of the world ever buy any- thing where he lacked confidence in either the house, the salesman, or the goods? No. Consequently the salesman — directly selling a concrete article — must establish confidence before he can make his sale. The doctor, to cure his patient — to get results, must have the sufferer's confidence. And the principles back of gaining confidence are the same, irrespectiv^e of who employs them or what the pur- pose may be. 16 Salesmanship Now we've made the first step. The physician has se- cured results — secured them throuiz;!! tlie very same methods and by bringing- into phiy the identical prin- ciples used by a salesman in gaining the confidence of his customer. Now you as a man selling goods on the road realize that the greatest asset you have — the biggest leverage on new trade in your possession, is your satisfied customers. To build, you must capitalize the confidence of the men to whom you have sold. Let's see how the talented doctor brings this same prin- ciple into play in making old patients produce new busi- ness for him. Remember, the doctor can't advertise in the newspapers. He advertises instead through his patients. He gains not only the confidence of his patients but makes them enthusiastic about his ability. These things he does by bringing into play the same fundamentals as the salesman. Now no matter how speedy your automobile is — mine is faster. If you've a good dog — mine is better. One of the oliords of human nature which responds most easily to the slightest touch is what, for lack of a better phrase, I'll term ''pride of ownership." Mrs. Patient is treating or has treated with Dr. Blank. The good doctor has gained her confidence — aroused her to the point of enthusiasm as far as his abUity is con- cerned. She has "pride of ownership" in Dr. Blank. The Awakening 17 The minute anybody mentions "doctor" or ** sickness" around Mrs. Patient, Dr. Blank's name comes to the end of her tongue in a flash and the claims she makes for his ability and his honesty and his conscientiousness are stronger than he or any other man would dare to put forward personally. Get the ideal Dr. Blank has Mrs. Patient advertising for him — the strongest publicity in the world, word of mouth, delivered by one who is satisfied with his service to others who in turn have confidence in her judgment. Need I go any further to show you how Dr. Blank is employing sales principles of the soundest, the oldest, and the most approved kind? I don't think so. Your verdict is already given. And it's the same as mine. Any good salesman vnW tell you that half the secret of his success lies in spending as much time as possible in the presence of people who should buy his goods. Every man, woman, and child in the world is at some time bound to be in need of the doctor's *' goods" — his services. They are all ''prospects." Why do you suppose the doctor joins clubs? Why do you see him, in the early part of his career at least, oftener than any other man of your acquaintance? Why does he always recognize you, call you by name, pass the time of day, and hurry on? 18 Sales))ianship JSiiiiply because ho is a ^ood sak'smaii. 1\q is s[K}iKling as much time as possible iu the presence of people who may need his wares. The average man's tendency is to have a few intimate friends and to spend his time with them whenever he can. The doctor has the same inclinations as you and I but a large number of cordial acquaintances are worth more to him in a professional way than a few close friends. So he governs his actions accordingly. A new line of untried goods is hard to sell. The influence of a long list of users is a valuable as- sistance to a salesman. "Why does the doctor — newly graduated — before he has any practice at all, by carefully calculated plans and schemes, contrive to impress you and every other man he meets with his lack of time — his rush of urgent business? Simply because he knows — liJke the salesman — that you and every other man have a tendency to "follow the crowd" — to patronize the place the other fellow docs. Plis "rush of business" is a decoy — the first step toward really getting a practice. Every physician doesn't employ tliese methods. It couldn't be in the natural scheme of tilings. As a matter of fact, comparatively feiv doctors are suc- cessfully employing the principles of salesmanship. The Awakening 19 But — very few doctors are really successful — Which proves tlie point. One of the most successful surgeons in the world — a man with a globe-wide reputation — a man whose name is law in the profession — has outstripped fifty other doctors of equal ability through the practice of indirect salesmanship. I can place a chart of his methods — his career — side by side with that of any successful specialty salesman and show you — prove to you beyond the shadow of a doubt — that they are both employing and using identically the same principles. The President of the United States had to ''sell" the American people on his ability to hold down the office before they elected him. That young fellow with his bride on his arm had to ''sell" her before she'd face the minister. And she in turn had to do a little "selling" on her own account. The whole world revolves around the pivot of personal selling:. ^&" And you can't get away from it. "Law — medicine, they've nothing to do with my case," say you. 20 Salesmanship Granted — hut — the very fact that these basic i)riiiciples can be sueeessfiilly applied in tlie professions, under the most difficult conditions imaginable, demonstrates and proves that they can be brought to bear on yuur problems with even a greater degree of success. But for the sake of illustration, let's try a different field. We're in the olBces of the American Manufacturing Company. At one desk sits Jim Train. Next to him is Harry Fever. Both bill clerks. Graduated from the same high school — as near alike in habits, ability, and knowledge as two humans possibly can be. Ten years pass by. Let's go back and take another look. There's a big desk in the open office. On it is a brass sign— "J. G. Tr.un, Head Bookkeeper" That's fine. Train is deserving. Glad he has succeeded. jBut— just a minute— what's the name on the door of that private office over there? It canH be— yes, it 16— "H. Fevt:r, General Manager" The Awakening 21 How in the world can we account for it? Dissipation, self-imposed handicaps, play no part. Good, old Jim Train, tlie Head Bookkeeper, is as steady a man and as careful in his habits as Harry Fever, the Gen- eral Manager. And their general qualifications, in the beginning at least, were equal. Where did the difference come in anyway? What put one man so far ahead of the other fellow? Just one thing: Fever had the faculty of selling himself; Train lacked it. Where Train, through sheer weight of self-evident merit, traveled one inch forward, Fever went two feet ahead, through the exercise of his selling ability. And in this particular case the difference between the ability to sell himself and the lack of it spelled the dif- ference between forty dollars a week and forty dollars a day. Back in the days when they were both bill clerks Train and Fever worked equally hard and equally well. They were equally studious and ambitious. But where Train was simply an efficient cog in a big wheel, Fever, through his continual personal selling, was regarded as a ^'live wire" — a ''comer." oo Salesmanship In spite of the fact that his work was actually no better tliaji Train's, he liad "sold" his employers on the fact that he was fitted for something better. And w^hen the first opportunity for promotion came, Fever got it — naturally. xVll the way up the ladder to the General Manager's office Fever sold himself for the step ahead. A while back I spoke of the faculty of being able to sell oneself. It is a faculty — born within some men — totally lacked by others. But — it can be acquired, just the same as any man of average intelligence can learn to play billiards — and by much the same methods. Understand the principles, prac- tice, application — and — you can market yourself at your true value. And — chances are, your true value is far above what the world will yield you if left to itself to set a price. I could fill two volumes with examples. You could fill at least one, yourself. And — we could both give names and dates. But — what's tlic use? My point is made — you've got it. The Awakening 23 Twenty odd years ago the Kaiser of Germany attended the performance of an illusionist. The stage was draped in black velvet. The conjurer and his assistant, a woman, were dressed in white. A few mysterious passes — the woman disappeared — the magician was alone on the stage. Presumably the Kaiser's eyes bulged out a little. The whole affair was very mysterious. He went back of the stage. You and I would probably have been unceremoniously ejected. But royalty was graciously offered the solution of the mystery. When the conjurer ''disappeared" his assistant, he simply dropped a black drape over her white dress. She became the same color as the background. Now there was a principle. The nearer an object is to the color of its back- ground the more difficult it becomes for the eye to distinguish it. The world has been warring since long before the time of Christ. Brains and talent and thought and — well — the improvement in methods of warfare tells the story. 24 Solesmmiship But — wlion the European War broke out the Kaiser's Dien appeared in grass-green khaki suits — so near the color of the general hindscape that they were hard to distinguish from it. And — when winter cloaked the earth with snow, Wil- helm's men donned white overcoats. A new departure in warfare — an innovation. The world gasped. And yet — twenty years before — a two-penny illusionist — a cheap trickster — gave the Kaiser the principle upon which the departure was based. Millions of soldiers and rulers had seen the same trick. But Kaiser Wilhelm was the one man who grasped the underlying principle and applied it to his own needs. Here's the thought. The minute you grasp the principles back of the direct selling of concrete things and apply them to your own needs — to selling your personality or your services — you are doing what Kaiser Wilhelm did. You are getting ahead of the other fellow^ by utilizing principles that he knows exist but has never applied to his own case — liis own needs. I don't care whether you're the head of the New York Central Lines or the boy who brings the groceries to my back door. The Awakening 26 you've something to sell. Mr. President of the biggest corporation in America, haven 't you something to sell to that Board of Directors of yours? You young fellows who are trying to lift yourself above the **ruck and run," if you haven't something to sell, you'd better step off. The world is full of men seeking markets who have something to offer. You chaps with the order blanks and sample cases, no need of telling you what you've got to do — you've got to sell or fail. Everybody — all of you — high — low — in between — bankers — doctors — lawyers — stenographers — preachers — office boys — millionaires — no matter who you are — no matter where you are — you've something to sell. AND THE SAME FUNDAMENTALS THAT GOVERN THE DIRECT SALE OF TANGIBLE WARES GOVERN THE INDIRECT SALE OF INTAN- GIBLE THINGS. Certain simple principles govern the sailing of a boat. Wliat man of common sense would hoist his sail, tie his tiller, and trust to luck to bring him into port when the principles of sailing are so easily available! Sailing or selling, it's all the same. The fellow who trusts to luck is wrecked or progresses at a snail's pace. 126 Salesmanship Tliis first milestone is simply the "why" before the "how's" — designiecl to wake you to the value of selling knowledge. If you agree — if you are prepared to accept the truths so far offered — read on — study on. If not — for your own sake — lay the book aside — and observe. For one week w^atch the men with whom you come in contact. Note the successes selling themselves by every move — every \vord. And the failures — watch them too. Then — when you are ready — when you are convinced — read on. TEST QUESTIONS 1. How many Miltons do you actually know among your own acquaintances? 2. Who are the Ezeniah G. Leweses among your acquain- tances? 3. In your own words, how do you account for the differ- ences between these men ? 4. What did Milton lack to make him a business success as a lawyer ? 5. What qualities must a man possess besides ability to sell himself in order to make good in the business world? 6. Just to try to be more complete, to what other occupations might Dean Conover's advice apply with ecjual force? The Awakening 27 7. ITow may the ability to sell oijo's self Ik' acquired? You will, of course, leara more about this later, but what is your own idea just now? 8. Make a searching analysis of your own situation and list the things which you have to sell in order to make your work a success. 9. At this stage of your progress, what do you consider the success factors in the life of Thomas Edison ? Andrew Carnegie ? Abraham Lincoln? 10. Do you read the biographies of the lives of great men? Why? 11. "What facts did you get from Milestone Number One? 12. How did IMilestone Number One awaken you to a new conception of your problem? Did it arouse any burning ques- tions in your mind? MILESTONE NUMBER TWO THE EQUIPMENT At the curb stands Bob Gray's new automobile. Its graceful, sweeping linos speak of c«re and thought in design. The sturdy build conveys a feeling of strength and reliability. At a touch of the throttJe the smooth- running engine gives forth a roar like a Gatling in action. Power and speed are unquestionably there. Bob Gray doesn't need to tell you that he can make Crown Point in two hours flat. Your impression of his car, based on your inspection of it, told you that witliout putting it in so many words. Yet — alone and unaided — Bob Gray's two legs wouldn't take him to Crown Point in twenty hours. His equipment — his automobile — is the one thing that makes the two-hour time possible. But — one second, please — stop and think. Did you really know that he could do the distance in two hours? The answer to that question is "No." OUier similar machines you had -driven had covered tlie ground in that time ; his car impressed you as being equally good. And 28 The Equipment 29 — on the strength of your knowledge of the performance of other cars and your impression of his, you readily accepted Bob Gray's statement at its face value. Now, ten to one, your impression was correct. With the aid of his equipment — his machine — Bob Gray could easily make good on his claim. Here — in Milestone Number Two — you'll find the work- ing basis of an equipment — mental and physical — which will not only enable you actually to do things, but will largely relieve you of the necessity of making claims. The mere possession of this equipment will impress folks with your ability just as surely as the possession of that automobile impressed you wi\h the justice of Bob Gray's speed claim. Your ability to go through — to deliver the goods — will be self-evident. And you can build up within you these obstacle-overcom- ing, winning qualities just as surely and finely as the maker of the best motor car in America constructs his masterpiece. Ri^t now you've the raw mateiial in the shape of partly developed and latent ability. We'll supply the plans and directions and tools. Study plus application will produce within you a combination of forces, all-powerful and driving, that will sweep away difficulties and obstructions as the warm spring sun melts away the snows of winter. 30 SdJestfmnship Your siu'coss and iiiiiit' and that of every otlicr liiiinaii boint:: walkinc: ihv surface of tins old earth of ours is founded and based primarily upon two tilings: (1) The Impnasion Wr Make upon Veoplc with Whom We Come in Conta-ct for the First Time. (2) The Degree in ^Yhich We Build upon, Live Up to, or FaU Short of the Original I miyression We Make. Some people make a jLj^ood first impression but fall far short on acquaintance. Their "wares" won't stand in- spection. Other folks make a poor first impression but grow with acquaintance. Yon have to dig under the surface really to appreciate them. But the ideal situation is that of the man who makes a strong first impression and keei)s building upon that favorable foundation. Now^ if you want to appreciate fully and test out thor- oughly the bearing on life of the truth briefly stated in the last six paragraphs, go back and analyze the impres- sions other people have made on you. Then you can in some degree judge the importance of the impression you make on the other fellow. First of all you wan To Impress Every Man You Meet Favorably — To Make flitn Feel That You Arc Capable— That You Are Strong Mentally. The Equipment 31 That kind of first impression can be properly produccfl in only one way. That lies through really possessin^t? — hav- ing witliin you the qualities which make this favorable impression correct. And the good first impression you make by that means automatically insures the second result desired — The Longer People Know You the More They Realise and Appreciate Your Ability and Power. That favorable first impression j^ou made was a mental promise. You've got to live up to it to make it last. And remember— the profitable part of the whole thing is the fact that possession of the very qualities which help you to create the right kind of first impression enables you to back it up and make good. There are, broadly speaking, three channels through which you make impressions upon people with whom you come in contact. Here they are : (1) Physical Impression That which people gain through their eyea (2) Mextal Impression That which your strong personality makes ou the minds of others without any effort on your part 32 Salesm-anship (3) Conscious Impression Thnt which you make by deliberately exerciainp certain acquired powers to influence in your favor the people with whom you come in contact The qualities of your body and mind are the primary factors which influence, govern, and control these chan- nels of impression. The next question is : Wliat faculties and qualities enter directly into the making of Lmpressioiis through these chamiels ? The following table outlines it clearly. Physical Impression That which people gain through Made by their eyes Mental Impression That which your strong per- sonality makes on the other man 's mind without any con- scious effort on your part OoNscioos Impression That which you make by delib- erately exercising certain ac- quired powers to influence in your favor the people with whom you come in contact Made by . APPEAEANCE HEALTH rEARLESSNESS YOUB SELF-CONFIDENCE Made by MIND AMBITION QUALITIES WILL-POWER CONCENTRATION SINCERITY ' MEMORY EFFECTIVE SPEECH YOUR SUGGESTION Made by USE TACT OF INTEREST INITIATIVE RELIABIUTY Just as a stronuf, clean body of itself makes a physical impression through the eyes — just as surely will a strong mind, built up and reinforced with the six component qualities, make a mental impression and have its effect upon the men you meet. The Equipment 33 In the last analysis, the possession of the qualities nec- essary to make a good mental impression represents the greater part of that priceless, intangible thing which lifts one man above another — personality. On the other hand, the seven faculties governing the making of conscious impression you use as knowingly as you do your hand in lifting a glass of water to your lips. And the results obtainable are equally certain. The cliances are that if you go over the above groups and analyze them carefully you'll say: "But he has omitted the most important of all — the gaining of con- fidence. ' ' It has been left out purposely. The gaining of confidence is automatic; it is born of ability and reliability. You can't gain a man's confidence by saying, ''I am worthy of it." Confidence comes of itself. I can't give you rules for gaining the confidence of the people you meet. But I can give you the formula for the things which will make you worthy of it. 34 Salesmanship And the miinito you'ri' worthy, you get it — without ask- ing:. The following pacpos in this milestone could easily be extended into a library of one hundred volumes and still be incomplete. And tiie hundred-volume library wouldn't be worth a dime to the fellow who won't try — wdio scoffs and passes by. But these few pages may be worth a fortune to some man or men wdio realize that the best that books can offer is a basis for humans to build upon. My sole effort has been to present, in the simplest, most understandable manner possible, the governing funda- mentals back of it all. The rest — the use — is in your hands. GROUP ONE Physical Impression That which people gain through Made by their eyes (a) APPEARANCE (b) HEALTH (a) APPEARANCE Darlington is worth two million dollars if he is worth one cent. Seldom, if ever, have I seen him without a day's stubble on his chin and a lot of creases in his clothes that were The Equipment 35 never put there by a tailor. Far from ornamental grease spots are his nearest approach to adornment and socks over shoe-tops are the last touch of evidence to his lack of personal care. Whenever IVe tried to say a few words about appear- ance to mutual friends, right away the horrible example — Darlington — is advanced as a tangible two-million-dol- lar proof that appearances never have and never will count. Darlington is the one man in a million that has succeeded in spite of appearances. And his looks are a handicap that it has taken extra pressure — lots of it — to overcome. The other morning he 'phoned me to come over. He wanted my opinion on an applicant for the position as his New York Manager. The conference lasted tw^o hours. As the door closed behind the man, Darlington, rubbing his grizzled chin, turned to me and said, "Nice, clean-cut looking fellow, isn't he? Puts up a first-class appear- ance. * * Darlington, the man whose own appearance discounted his ability and position 99 per cent, impressed by the good appearance of another man ! After that, never again can anybody — anywhere — say to me that appearances don't count. They do — they count big. 36 Sales m-an ship Before yon open your mouth you produce some sort of impression — be it good or bad — on the man you meet. If it's good, fine. If it's bad, you've a self-imposed haiidi«ip to overcome. For the greater part of the human race pre-judge by ap- pearance whether they admit it or not. Now there isn 't the sUghtest necessity for my telling you how to dress, or ivhat to wear, or what to do, or what 7iot to do, to make yourself look well. You're a business man and a gentleman. If you dress to look like ivhat you are, that's all that's necessary. But remember, no matter how independent your attitude — irrespective of how little stress you yourself place on looks, you don't and can't dress to suit yourself. Your appearance is the first factor of impression upon the people you meet. Make it good. To be successful, first look successful. (b) HEALTH Down in Dayton, Ohio, are the headquarters of the great- est sales machine in tlio world. The Eqidpmenf 37 Mr. John H. Patterson, head of the National Cash Reg- ister Company, and his associates have spent millions of dollars upon the mental and physical equipment of their employes. They have made right living pay health dividends to the people and cash dividends to the company. Years ago they realized the importance of a sound body and its relation to a sound mind. In the factory, such essentials as rest-rooms, gymna- siums, exercise hours, sunlight, fresh air, good water, and wholesome food all play their part in promoting the efficiency of the employes. But how about the salesmen — the fellows on the road I Not being able to send these men a traveling gymnasium or to furnish their meals, the National Cash Register Company has done the next best thing — suppHed simple directions which can easily be followed by any man any- where — formulas for gaining and retaining health. The directions take the form of three simple charts. When all is said and done, they constitute the best recipe I have ever seen for getting out of life all it has to offer in a physical way. You can get more practical information out of thege charts in fifteen minutes than you could in fifteen months spent with books and hygiene experts. 38 Salesmanship Requisites For Life and Health ^-"^'^^^""'""^^ ^^^-^'z"-^^..,^^ ^^--'''^^^^^ ^^.^''^'^^^^^^ ^^'-''0^^^^^ Air Food Wafer UiU 1 Rcat and EserdM Cl«*n air. nlihl und Your aorvant net jTMir mattar. deny. ^ RIST Ak. MK* bnathML kt Fuol far your angtno. Warm hatha for cfoan- Inoaa Btmgs sunahkio wttMn U» body. Mental and phyiicai. Crowded reomt and lk*al*r« >pr*ad cohU. Buy H w1••^. Cold ahowera for •* bracera." Dtttroys Rarma. The reward of work well dene. CoM* ar* catching. Cook It waH. Two million await glan. DhpcU the "bluoa." Ralai the mind and body dally. D«a» braathlng pro- hnc* Ma. Cniari II fVw. 1 '-, pints aJfanlnated by tha skin dolly. Faded earpota bet\*r than fadad cheeks. jyti reatlag body re- pair, qoMdir. SUcp outdocrt If p<»ftJtHc. Enough bat net loo mucli. Clean skin lasaana work of liver and Udnayv Nature's grratrst IH«- saver. Pioiong* nfo. Omc-third of Wa spent In bad — hava win- dows large. Hunger — ttia beat aplce. Cool hatha taicraaaa ro- slstanca la dhaaaa. Children and plant i die without n. EXERCISI j Badroon windona wide opon winter Tho almplar tli* batter. awtu. Ught and dtaaa-M ..« always a.ianiif 1. Far health, not lor fttrencttb Nxti-Te't boat link. Every food atfoeU tho -hole body. -The fount. In cf onarsy." Sends clean blood t« brain. Tha only blood purl- fler. rhor. la no "brain food.- Bowara »t tadt- Qbnbutes potaone. Nacass'try tor good brain tork. AvoW mceas. Fio. 1. — Keep Well The Equipment 39 Protoias FaU CarbohTtl rates Mineral Salia WaUr Matta and rapalr tin body. Produce hMt Produce boat and anargy. BulM and rapaJr bono*, narvas, and muscl«a. Akls dliastkm. Baana Maat Cheaaa Paa* Oatnaal En> Nut* etc. OUva oil Buttar Nuts Fat maat Craam Chaasa Etc Caraab VagaUblas Braad Macaroni Fruits Etc Graana Ultuca Caroala VagataMas Fruits Etc Dlasohraa wasta prod- ucU of load. Vary Important food altmanC Exeass dalays stomach dliastlon. Most abundant food alamanL Ona twanly-llfth of body weight. from body. Nacaaaary In amall LIttIa raqulrad In summar. AH starchy foods and sugar*. Small but Important part of food. At least 6 or 8 glasaas daHy. No atoraga placa In iMMly. Rasarva atorehousa provldad In body. Starchy foods roqulra thorough cooking. Spinach and tomatoos rich In hoB. Cool but not cold. Excast dlfottad but thrown out unuaad. High food valu*. Fruit sugars requira nttia or no dlgetnon. Lost In boWng. Mora In summar. Waata product* ara UxaUvs. May b* aaten mora froaly. Savwi In baking. Appearance often decaptiv*. bcaaa tin most com- mon diatary arror. Friad foods difficult to digast Incraesa tha fat of tha body. "Old oaken bucket- often a danger. Moat axprnslva foods. Ollva oil, too par cent food. Canarally laxativa. When In doubt bol H. AvoM axcoaa. Excass storod hi Ihiar and musclas. Mocofste MNwrt wnh meat*. Fig. 2.— What to Eat 44> Sales mU, ilmprir firtfami. i. AToldanc* o( atlmuUnM to digntloo. Eat ool; when hungry. 4. Very Important— A»old cic«n o( (oodj In th« meal, out. egg. bcmn, etc. clau. No itorage place in the body. They arc consilpailng and capable ol pro- ducing rank polwu In the human body 5. Quantity of food limited— For a aedaotary worker, not to exceed: 5 1-4 oj. ol the meat type; I J-4 ot- lat; and 25 oi. itarcby food. (The abore aa pur- chaaed; not i%-ater-fre«.) For an outdoor wocker (phyiical labor) about one-hall more. Will Increaie the defeoaa of the body agaltut diaeiue. RcUerc and cure roniilpatloo, eapedally when coupled with adequate exercise. Haip eliminate worry. lacrcaae actlrltr of mind** and brain cell*, I t aa cn fatigue and conaequetitly Increaac eflldency. Altay the paaalona and refine the mind. Bare tamatj ipent onwiacly and uoneceaaarlly Glre a long and happy life. Reduce waate and uonrcraairy work In preparing fooda. I. Rolling teod cauaes orireatlng, li^aa of natural food ■Uion, and much of Che ml pleaauxa oi eatlnA. i. Rich, highly flaTored and araaooed fooda, (aahlon- able baa^urra, eitremea la temperature, great rarlety S. Tea. coBee, chocolate, alcoholic drtnJu, etc.— race potoona of no food raiue and entirely unoeceaeHry. 4. The great dietary excvaa— eating too much meat. egga, cbecac, beans, and fooda of like type. 5. Quantity of food unlimited. 4« % of people cat too much. The flickering Rame of tile la much more liable to be choked by an orerplua than Co fall froa too Uttle fooda. Will Increaae Che poaalblUty of alckaeaa. FlU the body with poiiooa; overwork Che U'er and kidoeya. Tenae tbc oerrca and Increase worry. Qog humaa body and reduce eltaUCy, Stir up the erll In man. Waste money. Shorten life — make for peaslmlam. Waste lime — which can well be drroied to imencal Improvement. W NMon'a l»w» baatowa upon ua-« firm, elastic sttp; a lair oounlaoanca; uoialatad breath— all so manr cartlOcataa of good habtCa Fjo. 3. — How to Eat The Equipment 41 Further commont on these charts is superfluous. They speak for themselves. Right hero the temptation is strong to insert a few time- worn paragraphs on the importance of health. But I'm not going to do it. Instead, I'm just going to urge you to got out of that rut and start taking out the best kind of health-insurance — the day-by-day right-living way. And — once formed — the right habits of living are as hard to break as the wrong ones. GROUP TWO Mental Impression That wliieh your strong per- youb sonality makes on the other Made by mind man 's mind without any con- qualities acious effort on your part (a) FEARLESSNESS (b) SELF-CONFIDENCE (C) AMBITION (d) WILL-POWEE (e) CONCENTRATION (f) SINCERITY (a) FEARLESSNESS Perkins was a capable salesman, but when he had sud- denly left the employ of the Gridley Iron Works two years before, the "Old Man" had sworn he would never draw another dollar from the concern, even if he walked in on his knees, begging for his job. The ' * Old Man ' ' had a long memory and a reputation for meaning what he said. 42 Salesmanship Tlie scene shifts, Perkins wants to come back with the Gridley Company. Hames, the Sales Manager, wants him back. The easy way — the way of least resistance — is for Sales Manager Hamcs to refer Perkins direct to the "Old Man" — shift tlie responsibility — take no chances of incur- ring the anger of his employer. But that is not the way to get Perkins back on the job where Ilames wants and needs him. The boss has a habit of occasionally letting personal prejudice get the better of his business judgment. Hames possesses that invaluable quality — business fear- lessness ; so — at the risk of incurring disfavor and rebuke — in he goes to beard the lion in his den. "]\Ir. Gridley," he says, "we are falling down — falling dowii bad — in New York State. We've been on the toboggan there for two years — ever since Perkins left our employ. We know what he has done for us ; we know what his successors have failed to do. I have a chance to get him back and I want your consent to employ him again." Gridley looks out at Hames from under his shaggy eye- brows; his steady stare turns almost to a fiery glare. When he finally speaks, he almost roars, "Hames, you know that I personally dislike Perkins. How dare you even suggest re-employing him?" The Equipment 43 Hames showed liis fearh^ssness ir» the first place by tak- ing the matter up with GridJey, He now proves its fine quality by refusing to be intimidated. "Certainly, I know that you dislike Perkins. I am not keen for him myself. But this is a matter of dollars and cents. Likes and dislikes don't count. I am here to produce results and the fibres on my sales sheets speak louder than sentiment ; they say we will be making a sound business move by putting Perkins back in that territory." "All right," grunts the *^01d Man" and turns away. And the chances are that as Sales Manager Hames leaves the room, Gridley's grunt turns to a chuckle and a warm feeling steals around his heart for the man who is really working for the good of the business instead of toadying to his superiors for his own betterment. That is but one in a thousand emergencies of business life where the quality of fearlessness is essential to make a man go through on the straight, white road regardless of the petty obstacles which fate may place in front of him. Now the majority of us unquestionably, in a greater or less degree, possess physical courage. Business fearlessness is simply mental courage. And most of us lack it. There 's a reason — a good one. Chances are, it dates back to boyhood days when our bodies and minds were in the forming. 44 Salesmauiiliip Your ph\-?ical cournpfo lias boon more or loss fostered and built up from the time the town "bully" told you in sign lani^-unire that he was going to "get you after school" up to the (lay you played center on tlu' football team and regarded a broken rib as an honor instead of a disaster. On the other hand, your studies — none of them — tended to develop mental courage ; that was neglected. But the minute you left school and entered business the value of your physical courage went down — away down — and mental courage went to a premium. And yet mental courage or fearlessness is easy to acquire. Five words give the rule : To Be Fearless, Banish Fear. Fear ruins good work and well-thought-out plans. It is the father and mother of worry; it has wrecked more lives than the European War has taken. And the worst of the whole thing is that most of our fear and ivorry is concentrated on tilings that never come to pass. Nature gave you a reserve supply of force and energy to help you win your battles. Don't waste it worrying — fighting tomorrow's troubles. Deal only with things of today. Don't dodge issues or avoid crises. The Equipment 45 Take care of the future by meetinjf the needs of tlu; present. Dismiss fear from your mind by not fearing. Fear is a mental attitude. So is fearlessness. You can acquire the second just as surely as the first will force itself upon you if you don't resist it. (b) SELF-CONTIDENCE '*lcanandlwilh" That thought is the basis of self-confidence. Supplemented by common sense and ability, it carries a man safely past the barriers that forever bar the weaker brethren. It turns seeming quicksands to bed-rock roads and brings the goal nearer day by day, because self-confidence never misses opportunity. Latent within all men lies a power which, when called upon, responds to the needs of the hour and masters any man or undertaking. Yet some men go through life and never know they pos- sess this power, simply because they lack the self-confi- 46 SalesmcbHship deuce wliirli would plui-e tlieni when' tliey had to call upon it. ^ The hoy leai'us to dive lirst i'roui the shore at tlie old swinuuiug hole. Tlieu — step hy step — gaiuing eonfideuoe each time, he raises the height of his dive until liually he's cutting aerial curves from the topmost branches of the old elm tree and wishing there were something higher near the water. But — if lie had never taken the first dive off the shore, he'd still be shuddering at the risk the fellows take who plunge from the top of the elm tree. Self-confidence comes the same way — step by step. It comes from meeting each and every emergency and opportunity witJi *'I can and I will." Self-confidence is born of belief in oneself — not the kind that goes around advertising through a megaphone ; that's egotism. There's a distinct difference. Egotism is blind conceit. ►Self-confidence is a reasoning, reasonable belief in one- self and one's ability. Tiike money in tlir bank, it isn't in sight but it is there when you need it. The Equipment 47 Never forget this for one iiioincnf. J^Y'w liumau beings expect enough, claim enough, or demand enough of either themselves or those around them. And the longer a man handicaps himself with this weak- ness, tlie harder it is for liim to claim the superiority which is his just birthright. Carry yourself with a confident air; walk, talk, and act as though you believe in yourself. Unless you do this — un- less your actions are backed by your own belief, how can you expect others to believe in you? Be a witness for yourself instead of against. No stream can rise higher than its source. No matter how great your ability — how complete your education — yes, even how powerful your genius, your achievement can never rise higher than your confidence. Have great expectations. Back them up with vigorous, never-wavering self -faith. For— Every calendar year holds at least three hundred and sixty-five opportunities in store for the self-confident man — the fellow who says, "I can and I will," and then does it. (c) AMBITION Phil leans back on his stool, languidly thrusts his pen be- hind his ear, dreamily looks out of the window, and mur- murs to himself, *'Wish I had a million dollars." 48 Salesmanship On tlio strength of tliat particular kind of wisliing Pliil considers liimself an ambitious young man. What do you think? ( )n the next stool Joe's fountain pen steadily pushes over the ledger sheets, entering the day's checks. In the back of his head there's a little spur to endeavor that keeps saying, "Find a shorter, quicker way to do your work and you'll win advancement." That night the day's balance on New York cliecks comes through. The total of Joe's entries for that day tallies; his sheet is marked 0. K. and it goes to the basket to be filed away. He is working eight hours a day striking a balance with which to check another fellow's work. And six other clerks in liis department are doing the same thing. A bright thought is born in Joe's busy brain. He starts studying, weighing, watching, and comparing. One week later in he goes — right on the carpet in front of the auditor of the bank. "What does this boy want!" thinks the auditor. "A raise in salary!" Not directly. Joe wants an opportunity^, and he's made one for himself. "Mr. Bell," back of his words are the confidence born of knowledge', "there are seven clerks working on exchange. I'm one of them. We enter checks all day. At night, if The Equipment 49 our balances tally, oiii- entry sheets are filed away ainl seldom, if ever, referred to again." The auditor speaks, "What of it?" **Just this: Two men with adding machines can do the same work and get the same results as the seven fellows now in the department. The adding machine tapes can be filed away in the same way as our handwritten record sheets. It will save time and money." Why hadn't they thought of this before? Another of those unexplainable little side ruts that sometimes de- velop in big institutions. Adding machines in every de- partment of the bank save this one. Joe and two other men are put on machines to test the idea. It proves practical. The old seven-man department is abolished; its manager is reduced to the ranks. A new three-man department springs into being; Joe is the manager. And then that little spur in the back of Joe's head advances his goal just a trifle farther ahead. Phil — ya\vning — says to himself, ''Some folks have all the luck ill this world. Wish I had a million dollars." No matter what your present condition may be, there's something just a little better right within your imme- diate reach. 50 Salesmwiship Rt'iil aiiil)ition ko(>ps you striviiii^ I'or this "soiiu'tbin^ just a littli' l)ott place wJK'ii the pressure is released. The stubborn niaii is the victim ol" prejudice or ignorance. The man of will is ready at the proper time and yjlace to recede from his position — but only for the purpose of getting a better start. He never stands still. Now mark this : Nothing — absolutely nothing in this world — is impos- sible to the man who can will strongly enough. If mere "wishes were horses, all would ride." It isn't the absence of desire that keeps people from achievement. We all want things. But lack of the will-power, not merely to begin, but to continue — day after day after day — yes, even year after year, if necessary, is the wrecker. Put energy and decision and unfaltering belief back of your will and tliereby gain a power that does not rec- ognize the possibility of failure. Will — will with all that is in you. Will persistently, int^dligently, and for a definite goal. The Equipment 53 Use that God-given force within you which makes mind greater than body. You have will-power. Don't let it lie latent. Use it. (e) CONCENTRATION Look at that baseball fan. Three men on bases and two strikes against the batter! You could hardly divert that fan's attention if you fired a gun by his ear. Why? Because his attention is concentrated. He is intensely interested in the play. Any man — every man — finds it easy to concentrate upon the things he is intensely interested in. That proves beyond the question of a doubt that we all have the ability to concentrate. But to commercialize that ability — to give it a business value — M'e must train ourselves to concentrate on any given thing at will. 54 Salesmanship The fellow who can sit. down in a noisy room and solve an intricate niatlionuitical problem has to concentrate. Concentration focuses all your powers upon the prob- h^n before you — the question at hand. Irrespective of surroundings, it brings all your faculties to bear wherever and whenever you desire. Concentration involves thinking. The fellow who jogs along in a half-hearted, mechanical sort of way, witliout using his brain, simply can't con- centrate. A salesman working along that line becomes an order- taker. To concentrate, you must think — use that brain of yours. And you'll be surprised at the comparatively small num- ber of people in this old world of ours who really do think. Orderly planning of your work — a well-rested brain — deep interest in the thing you are doing — these are helps to concentration — all of them. But practice is llie one thing whicii will eventually enable you to concentrate at will. Try memorizing. Concen- tration is compelled when you commit anything to mem- ory. And rememlx'r — the more you try the easier it is. Concentration puts more working hours in your day, l)ecause the man who concentrates will do in minutes what the random thinker takes hours to accomplish. The Equipment 55 There's one simple rule for coiicentratiori. It's infallible. Here it is: To Concentrate, Dismiss Everything Else from your Mind except the Subject at Uand. (f) SINCERITY Like breeds like. The fellow who goes through the world with a flippant, thoughtless attitude finds that self-same thing in others. As Hugh Chalmers says, ''You can't throw a tea-POT at a man and have it turn to a tea-cup on the way. You can't talk insincerely and convey an impression of sin- cerity. ' ' And that is just about the whole philosophy of sincerity. What is it anyway? Just honesty, and earnesty, and a deep-rooted, unshak- able belief, all rolled into one. And when you've got it in you, the other fellow can't help but feel it. If you expect to be believed, believe yourself — be sincere. Sincerity isn't a tone of voice or a look in the eyes. 56 Sale^ttubHship It goes boyond; from tip to toe you've got to feel it yourself iu order to got it across to the other fellow. And sincerity, lirst of all, lias ,<,'ot to last. Shortcuts from the straight road in Itusiness are always longer than the traveled path. An mifair deal — an insincere attitude — is sure to be dis- covered in the end — and that's the wrong end. Vou simply can't avoid responsibility for your actions and your words. Not as a question of ethics or morals, but as a result of the plain, ordinary, everyday variety (^f horse-sense, make your way the sincere way. It will ■pay. Who was it said, ''To have friends, be one"? I'll transpose that, "To impress people wath your sin- cerity, be sincere." In the preceding pages the six factors of mental impres- sion have been briefly covered : fearlessness SELF-CONFIDENCE AMBITION WILL — CON- CENTRATION — SINCERITY. When you have these things your mind "strikes fire" when it encounters another mind. V8 Salesmanship Say something yon really believe with all the belief that is in you. Then pattern your statements around that model. Concentrate on what you say and tlio result it produces on your listener. When you speak make evei*y word count. The things above are the foundation work. The actual structure-building of effective speech will evolve itself from the four exercises tliat follow. Exercise One In the seclusion of your own room take a good, live, short story — something you are interested in. For a half hour an evening, practice reading it aloud to an imaginary audience. Use every inflection and every tone of your voice to advantage. Try to hold your audience by the in- terest of your story and your delivery of it. Keep this up (changing the storj' from time to time) until you are satisfied that you are capable of reading aloud in such a manner that you can interest and hold your audience. An interesting reader is well on the way to becoming an interesting talker. You are then ready to take up the second exercise. The Equipment 69 Exercise Two Read a new story once. Close the book. Stop a moment and organize your thoughts. Then — out loud — try to convey to an imaginary audi- ence the thread of the story, holding the sequence, the plot, and the incidents therein. Don't trouble about the words or phrasing. Devote your efforts to telUng the story clearly and succinctly and understandingly. Continue this until you find that you can read a story once and recount it aloud without losing any of the important pai'ts. When you feel that you are capable of doing this, you are ready for the third exercise. Exercise Three Read an article once. Close the book. Then — in conveying your story to imaginary lis- teners, try to make it as interesting as possible; try to hold your imaginary auditors by the force and fire behind your ivords as well as the interest of the story. When you feel you can do this, yon are ready for the fourth exercise. 70 Salesmanship Exercise Four Road something once. Then — from memory — tell it to a friend or acquaint- ance in as interesting a manner as possible. Try to hold his interest by your manner — your de- livery — then by the story itself. Watch the effect of your words. These four practices will put you in a position where almost unconsciously you find yourself organizing all your thoughts, presenting your ideas with a beginning, a middle, and an end, and talking in an effective, forceful manner. Kjqow how and practise. That's all. You've the first. The second is up to you. Remember — the man whose words are worth listening to finds no difficulty in securing the right audience and holding it. (c) SUGGESTION Suppose — just suppose — that you could say to another man, **Give me your order," and have Imu hand it to you — Suppose by simply saying, "Promote me," you could win promotion — The Equipment 71 Suppose by saying, "Increase my salary," you could get more money — What would it mean to you? That sounds like the rankest kind of nonsense, doesn't it? And yet in the last analysis, that is just exactly what proper use of the power of suggestion does. It dominates — molds to your will — the people with whom you come in contact. Whether you're selUng merchandise, selling your per- sonality, or directing the work of others, the power of suggestion in your hands constitutes domination in the highest degree. A lot of people associate ''domination" with the loud, blustering man who tries to bluff and bulldoze everyone with whom he comes in contact. As a matter of fact, some of the men who have made the most profitable use of the power of suggestion are well- mannered, quiet individuals who are running things to suit themselves without making any particular noise about it. It is today an accepted fact that the human mind is dual ; in other words, that every human being possesses two minds — the conscious mind and the subconscious mind. Now for lack of a better description, the conscious mind may be termed the "working mind." It transacts and handles the ordinary, everyday, material affairs of life. 72 Salesmanship The subcouseious luind is the one in control when the conscious mind is off .u:iiar«l or dormant, as in sleep, for instance. Both the conscious and subconscious minds are amenable to suggestion. As an illustration of how your subconscious mind works — You meet a man ; he is good-appearing, pleasant, a good conversationalist. Your conscious mind weighs his every point carefully and decides that you should like him. And yet, as a matter of fact, you have a feeling of repug- nance toward the individual. That is the result of an impression made on your sub- conscious mind ; an unfavorable feeling has crept by the guard of your working mind and planted the seed of prejudice, seemingly without reason, in the mind behind. Some people call this type of subconscious impression a "hunch"— others a "feeling"— but irrespective of what you call it, we have all experienced it. Now to go a little further: Let's take as an example of the power of suggestion a common exp(>rienc€. Vou get up in tlic morning feeling fine. Your breakfast tastes good and the air has a tang to it that puts snap in your step. The Equipment 73 As you're walking down the street, you meet a friend. He looks at you in a peculiar manner. ' ' What 's the matter ? Been sick ?' ' he asks. ''No," you answer. ''Why?" "Well, you certainly look terrible," he rejoins. "Your eyes are bloodshot. There are dark circles under them. You're sallow. I certainly thought you had been ill." Right then and there suggestion begins to get in its work. The blue begins to fade out of the sky and a dull gray taJies its place. You begin to feel sick — not because you are ill but because the suggestion has been brought to bear (probably un- consciously) by your acquaintance. This is an example of the negative use of the power. For the positive use in the same connection, turn to the mental healers who purely through intelligent power of suggestion are making the subconscious minds of their patients right the ills of their bodies. Now the big point I want to make is that power of sug- gestion in your hands acts as a die, impressing on the wax of the subconscious mind of your subject just what you want to place there. 74 Salesmanship But a too sudden and too harsh use of tliis die brinp:s the cold water of the working or conscious mind on the molten wax of the subconscious one and defeats your purpose. To make the right impression, the die must implant it by a series of delicate touches, each one making the in- fluence a trifle deeper until it finally becomes a force. And realize that this influence gives an almost absolute control of the individual mind, attitude, thought, and action. You must get the right kind of affirmative suggestion past the conscious mind of your listener without arousing its antagonism. Sometimes the wrong method of using an affirmative sug- gestion will defeat its purpose. "This article is what you want" is a sound, affirmative suggestion. But ''This article is what you want" — in a domineering or dictatorial tone — will almost invariably wake the con- scious mind to a feeling of resentment which is fatal to your purpose — pours cold water on the receptive wax of the subconscious mind. For your purposes the power of suggestion defines itself as the art of introducing what you want there into the mind of another in an indirect and nonargumentative manner. Go back and read that again. The Equipment 75 The first step of suggestion lies through the secondary channels, wliich consist of your personality as treated upon in this section, your appearance, the effectiveness of your speech, and the rest of the factors that control physical, mental, and conscious impressions. It is hardly necessary, since this milestone deals with these factors, to cover them again in this particular section. However, realize that the secondary channels of sugges- tion are the foundation that make possible your successful building through the primary channel. The primaiy channel of suggestion lies through direct oral suggestion to the conscious mind, which in turn in- directly conveys it to the subconscious mind, where it awaits the succeeding affirmative suggestions you use to build it to the receptive or action point. Negative suggestions tear down. Avoid them as you would a pestilence. In retail selling, ' ' You don't want anything else, do you ? ' ' and '* Nothing else today, was there?" are common ex- amples of negative suggestion. They make it easy to say *'No"; in fact they put the answer in the listener's mouth. Positive or affirmative suggestions build up. Those two points should enable you to determine intelli- gently the kind of oral suggestions to use for maximum results. 76 Salesmanship Arguinont is fatal to the successful use of suggestion. It builds up an antagonism in the working mind that completely blocks all effort to get past the barrier and must be overcome before the subconscious mind opens once more to your efforts. Indifference acts as a negative suggestion. Keep inter- ested and interesting. Hesitation and doubt act as negative suggestions. Be certain; don't hesitate. Keep your proposition away from debatable situations as you would steer a launch clear of the rocks. Con- centrate as many of the senses as possible. For example, through the voice you command your listener's sense of hearing. Through an occasional gesture or looking your man in the eye you command his sense of sight. Holding ears with your voice, holding eyes with your gestures and eyes, step by step you lead your listener to your way of thinking. This is along the lines of least resistance. Now your constantly repeated affirmative statementSj de- livered in a voice and manner carefully calculated not to arouse antagonism, gradually break down the powers of resistance of the person you are talking to. In the course of a selling talk, for instance, in prefacing his proposition where he is desirous of gaining his listener's interest, the salesman who is using suggestion \vi\\ say from time to time, "Here's something that I Tin- Equipment 77 kuow will interest you," "This special feature is >sure to appeal to you particularly," and so on until the man he is talking to actually does feel interested. The first impression necessary — that of interest — has been suc- cessfully implanted upon the subconscious mind. He is interested. Then watch the salesman's next move. He now wants to create desire for his product. Right along in his demon- stration, unobtrusively he plants such affirmative sug- gestions as "A^^en you have this in your store," "Your profits \y\\\ be higher when you are selling these," "Your good business judgment is the thing that's going to make you buy," and so implants in the mind of his prospect the feeling of already handling what he is selling. He is getting past the conscious mind and solving the seed of ownership in the subconscious mind. Now the salesman is ready to take the order — feels that the time is ripe. Note how he avoids a negative sug- gestion that might invite a negative decision. He puts it up in such a w^ay that the prospect finds it hard to say "No." He closes his order by some such strong affirmative suggestion as "Shall I send it by freight or express ? ' ' The man, whether he be salesman, employer, or employe, who understands the power and application of suggestion can positively and absolutely mold the other fellow^ 's mind. When this is accomplished, the matter of his action is easily under control. 78 Salesmanship Every single idea, whether in the conscious or subcon- scious mind, must express itself in appropriate action. The only thing that ciui prevent is an opposing thought. The human body is so constituted and so controlled that when given a clear field, the second an idea becomes strong enough, it automatically brings about the action suggested by the idea. Here is the whole science of suggestion summed up. From it, with practice, you can develop the actual practice .to meet your own individual needs. Primary Channel Through direct affirmative oral suggestion which carries your desire past the conscious mind and little by little molds the subconscious mind of your listener to your way of thinking. Secondary Channel Through your appearance, your personality, the effectiveness of your speech, tact; in other words, the things you possess which create favorable physi- cal, mental, and conscious impressions with your listener. The secondary channel is in reality the foundation necessary for the successful use of the primary channel. Before leaving suggestion, suppose we spend a few moments on the vital subject of auto-suggestion. AuTO-suGGESTioN is simply exercising the power of sug- gestion upon one's own subconscious mind. Human beings are so constituted that we are even more amenable to suggestions emanating from our own brain than those coming from the minds of otJiers. The Equipment 79 All the mind qualities, sucli as confidence in oneself and one's power of accomplisliment, can be readily built up by utilizing auto-suggestion. It represents self-mastery and is really the only sound basis for building the powers treated on elsewhere in this milestone. The science of auto-suggestion is this : Implant certain ideas so firmly in your mind that it has no room for conflicting ideas. The basis of auto-suggestion is a firm resolution — made like a pledge or an oath and as religiously adhered to. Be as solitary and as serious in implanting these thoughts and ideas in your mind as you are about your prayers. Just before retiring is a good time to practise. Repeat these inner promises you are making yourself for several minutes day after day after day and you will find that these ideas which you are planting in your mind reduce the chances of opposite ideas more and more. Finally they will inhabit you — be part of you. Here— in a study of suggestion— you will find the key- stone of the arch of man-power. It's in your hands — right now. What are you going to do with it? 80 Salesmanship (d) TACT Tlie man who thinks before he speaks and, when he thinks it best not to speak, keeps silent, is tactful. Argument, in the ordinary acceptance of the term, is positively the most useless thing in the world. No man ever nmde you think his way by arguing with you. Argument arouses your antagonism and even if the other fellow is right that barrier within you prevents you from accepting his views. The other paths to conviction are sure and certain. But argument is a sure and certain road to trouble. Consider, please, what is the commonest rock on which people split! Argument. ^'on have one opinion. Jones has anothci'. You begin to argue. And when you get tli rough, your stock has dropped in his estimation and his in yours. "VVTiat's the use? Avoid ai-gnnu'Tit. It's tlic Irprosy of life The Equipment 81 When a man brings up an5i;hing as a basis for argument, either keep silent, change the subject, or if it is neces- sary to bring him to your way of thinking, do so by agreeing with him first and leading him to your views. The seven fundamentals of tact are : (1) Speak well of everybody or speak not at all. (2) Avoid ar^ment. (3) Don't bring up debatable points or subjects. (4) Make non-committal answers, keep silence, or change the subject when a question is asked that is liable to lead to trouble. (5) Consider the consequences of your taking sides or making statements before so doing. ^ (6) Consider the effect of your words on your auditor before you utter them. (7) Consider the effect of your words, provided your listener tells others what you have said. Taking the above rules literally, they might be construed to mean that a man's attitude toward the world in gen- eral must be "wishy-washy" — "milk and water," Not at all. You can follow these fundamentals and still entertain the most decided kind of opinions, mold others to your way of thinking, and accomplish your ends. Look at Lincoln — a man universally beloved, admired, yea, almost worshipped. Lincoln had native or instinctive tact. No one ever accused him of a "milk-and-water" attitude. Yet he accomplished almost the impossible. 82 Salesmanship It all harks back to the one principle of thinking before you speak. You can be tactful by doing certain things. You can be tactful by not doing others. "\Miat's the use of stringing this out into an essay on tact I You know as well as I what it consists of. The one thing you do need is to realize its Lmportance. Tact is the mortar that cements the bricks of human association firmly together. Without it your structure — business or social — crimibles at a careless touch. With it you build for life. (e) INTEREST There are certain traits of human nature found in 99 per cent of the people on the face of this globe. The wise man knows these traits and takes advantage of them. Flattery — broad, unqualified flattery — is despicable. No self-respecting man will use it. The Equipment 83 But for laclc of a better term, I shall have to class the leverage treated herein as a form of flattery. But it is so subtle, so sure in its results, that it is really a manipulation to your own ends of a universal trait of human nature the world over. Now, first of all, realize that you are more interested in your own affairs than mine. Smith is more interested in Smith's affairs than in those of any one else in the whole world. And so on — round the globe — in every nook and corner, crevice and cranny, be the man of high or low degree, he himself and his affairs is the uppermost, the para- mount, the most interesting subject in the world to him. How can you turn this fact to your advantage? Simply by being interested in other men and their affairs. Not curious — but receptive. There is a big difference ; mark it well. To prove that interest is a subtle and sure factor, take Cramer talking to Way. For one hour straight, Cramer talks about his affairs — what he has done — what he is going to do, etc., etc., etc. 84 Sales>naiH8hip Way listens, occasionally interjects a remark showing that be is interested, but in the main does nothing but listen. They separate. Cramer meet^s another man. ''Just left John Way," he says. ' * Do you know that he is one of the brightest, most agreeable fellows I have ever met?" Do you consider that exaggerated? It isn't. Too mild, if anything. You say, *'But lots of men are reserved about their affairs. They won't discuss personal things with a stranger. ' ' That's true — in a measure. That type of man is like a reservoir. You've got to tap it, but once started the stream will come just as surely as from an open pipe. A well-gauged remark opens the way every time. Get the other fellow's story. Don't cut him short to tell yours. Listen to his tale of woe. Sympathize with him. Listen to his tale of accomplishment. Congratulate him. Show interest in his affairs so that when the time comes he is morally bound to show an interest in yours. And — all the time you're having laid open before you the greatest text-book in the world — the other man's mind. From your study of it you will gain the knowledge The Equipment 85 ^^t_liow_diffei'eut Djeu 's minds work under certain coildi- t^ions. You will acciuire an ability to forecast the outcome of situations whiclLis_ almost uncanny. And as for immediate results — your interest in him will be repaid by his interest in you and your affairs. Be receptive. Be interested. It pays. (f) INITIATIVE I'll take your ability for granted. If you want maximum returns from the exercise of that ability, you'll have to add initiative. Fortune grants her highest favors to the fellow who doesn't have to be told— who finds out for himself what needs to be done and then does it. Here are the steps— if you can so term them— of initia- tive: Step a. — Looking for opportunity Step h. — Finding out how to take advantage of it Step c. — Actually doing it Consider Charlie Chapman, our new office boy. 86 Salesmanship He noticed that our distilled drinkiug water bills ran high. Step a. — Looking for opportunity — how to cut down water bills. The water tank stood in the outer office. Charlie noticed that errand boys, solicitors, outsiders were consuming more of the water than the office force itself. Step b. — Finding how to do it. Charlie decided that if the tank were less accessible to outsiders the water con- sumption would be smaller. Step c. — Actually taking advantage of the opportunity he created for himself. He moved the tank inside the railing — out of reach. Outsiders now get their drinking water elsewhere. Our bills are cut in half. That's initiative. Small thing, yes, but Charlie's initia- tive is proved by the fact that, without being told, he has our desks clean in the morning; without being told, in his spare time, he has gained a working knowledge of type- wTiting and is just about three times as valuable as the last boy wo had. There's sonjcthing in store for him. Let's apply the three steps of initiative in another walk of life and see how they fit. Step a. — William Wrigley in the chewing-gum business. Decided that some one flavor must have a imiversal appeal to the gum-chewing public The Equipment 87 Step b. — Experiments with a nuiiibei- of flavors. Decides from actual test that the Spearmint flavor should hit the taste of nine out of every ten gum-chewers. Step c. — Plunges — backs his judgment with his all — markets Speannint in a way that insures maximum re- sults from his initiative. And if million-dollar advertising contracts and earnings that look like national bank deposits are any criterion, Wrigley's initiative has cashed in big. Now there are certainly other men in the chewing-gum business who had the same degree of ability that Wrigley possessed. But he was the one man with real initiative and dynamic force who looked for opportunity and when he found it, acted. This world is full of things waiting to be done and people who are capable of doing them. But most men wait for the task to be pointed out — wait for the word to go ahead. The fellow who keeps his initiative on the job is his own best boss. And that's the first step toward being boss of other men. (g) EELIABILITY Rawing Su is a Chinaman. 88 Salesmanship He is in the silk trade. Ono unlucky year he took an order for one hundred cases of pongee. The goods were sold with the understanding that they would be up to sample. But that year there was a shortage of raw silk. The mulberry trees suffered from the drought and the worms produced less than one-half the usual number of cocoons. But Rawing Su delivered the goods up to sample and at no advance in price. He delivered goods up to sample as his fathers had before him. They do things that way in China. They've lived long enough to know that reliability counts — that one gain by trickery or hedging cheapens a man or a name more than ten years of honesty can exalt it. Two men are candidates for promotion. In ability — the general manager feels — they are equal. Reliability is the factor that weights down the scale in favor of one or the other. When from acquaintance ^vith a man you feel absolutely certain that his word once passed will be lived up to, his reliHbilitv is worth cash money. llie Equipment SQ Couple ability and reliability and you've the prettiest team that ever pulled a man out of the ranks into an executive chair. Reliability must be based on the little things as well as the big ones. To gain a reputation for being reliable you have simply got to earn it. Lots of men are absolutely trustworthy in the big things and unreliable in the little ones. Then they wonder why people consider them unreliable. Don't promise what you can't perform. But when you do promise, deliver. And whether it's a big business task or an appointment to go to the theatre, if you say Tuesday at eight o'clock, make it Tuesday at eight o'clock — or sooner. It may be a pleasant form of self -flattery to feel that you have the little eccentricities of genius that make you take no account of time, but believe me, brother, thfi_i3ashable quality of promising only what you can perform and being on time in work and play puts old-age security in the bank. And that's what you're after. A Last Word on LIilestone Number Two The source of all human knowledge is a successive build- ing on the findings of others — evolution. 90 Salesmanship From friction sticks to flint and steel — then step by step to the sulphur match — man groped his way upwards to portable pocket fire. Even'thing you wear, live in, use, travel on, is the result of this self-same evolution. For the first time in the history of the ages, business — that stupendous force which governs human progress — has begun to analyze its *' why's" and "wherefore's" — the reasons behind the moves ahead. And business — in the last analysis — is simply a multipli- cation of men. Know men — know how to win men — how to handle them, and you know business. Let your fearlessness, your self-confidence, your ambi- tion, your will, your concentration, and your sincerity so amalgamate and grow that the men you meet will rec- ognize and respect your personality — your mind qual- ities. Let your memory file away for instant reference the worth-while things you see and hear. Let your speech convey forcefully, interestingly, and con- vincingly the thoughts from your mind to that of your auditor. Let your knowledge of suggestion fonn your own life and bend others to your will. The Equipment 91 Let your tact gnide your footsteps safely past the little pitfalls that turn sometimes into big stumbling blocks. Let your interest in other people justify their interest in you. Let your sincerity make your every move, action, and word solid gold. Let your initiative force the action that finds oppor- tunity. Let your reliability blanket the whole with that feeling which makes men willing to trust you with their all — to stake, yes, their very lives on your spoken word. And remember that you may know all these things — know how to use them, and yet not profit thereby. Ajnanjnay spend twenty years studying how to hit a pitched ball; yet, without practice, all of his labor goes for nauglit. But add to his theoretical knowledge a few weeks of prac- tical application in swatting the leather sphere with a hickory stick and he begins to cash hi on his knowledge of principles. First of all, you must have the knowledge. But to profit you must apply it. Li plain English, only action brings reward. 92 Salesmanship TEST QUESTIONS 1. How mauy persons or things do you accept as good or capable simply because they appear good ? 2. Why are first impressions so tremendously important? 3. Through what three channels do we make our impressions upon people? 4. What two big factors determine the physical impression which we make upon people? 5. What six channels govern the mental impression which we make upon people? 6. What seven factors may we use in making our conscious impression upon other people ? 7. How many Darlingtons do you have among your list of acquaintances? To your knowledge, are any of these hampered by their eccentricities? 8. W'hat concrete application can you make of the health charts presented in this milestone? 9. As you make a self-analysis of your o^^^l personality, which of the mind qualities that go into the making of a good mental impression do you need to strengthen in yourself? 10. Do you analyze every phase of your work with the idea of making a better conscious impression through the use of the seven channels outlined m this work? 11. Did you ever find a more simple and yet effective guide for memory training than that given in this milestone ? 12. Have you consciously trained your voice and speech with the idea of assisting you in making a better impression among your associates? 13. What is meant by suggestion? 14. Are you checking your spoken and written matter so as to make everything that goes into it conform to the rules of posi- tive rather than of negative suggestions? It pays to make this analysis. 15. What helpful ideas has this milestone given you concerning the personal e(iuipment which you need for business success? MILESTONE NUMBER THREE SELLING PERSONALITY The largest just reward this world holds in store for any man is the full cash value of his services. Because — while some men get less than they are worth, the most any man wants or hopes for is all he earns. Business mariners who have brought their craft safely through the shoals and breakers of life into that ultimate port called "success," have charted and mapped a course which you can safely and profitably follow. Saihng direc- tions are simple. First, as insurance against under-ipa,jraent, learn to sell your personality and ability at its full market value. Second, keep on building and adding to what you have to sell; day by day make yourself worth a little more and year by year collect for it. Who wants to buy an industrial stock that passes div- idends, stands still, or decreases in value? You'll find your answer in the stock offerings that have no takers. What concern wants a man who stands still or goes back? 93 94 Salesmanship You'll find the answer to that question in the army of unemployed. Big vs. Little Jobs Look at the want ad columns of the Sunday papers. At a glance they'll tell you how many people are seeking and striving and driving for the fifteen and twenty dollar a week positions. Competition is keen for the bare livings — a hundred men fighting for eveiy job. But when it's a five, a ten, or a twenty thousand dollar position — then — as a rule, the job goes hunting for the man. Here's a trite old truism. But — read it and heed it. The high-salaried man who is ivorth the price is harder to find than the proverbial hen's teeth. The big positions find few applicants ; the little jobs have a waiting list. One morning Ira Potter wakes up to find himself out of work. His firm has failed overnight. Ira, not in a position to live on the interest of his money, gets a newspaper and starts answering the ** Bookkeeper Wanted" ads that look best to him. Along witli just exactly one hundred and sixteen other letters, in due course Ira's application reaches one of the advertisers and tJie time is set for an interview in person. Selling Personality 95 Finally — in competition with one hundred and sixteen other human beings, Ira lands the position. Twenty dol- lars a week. A niche carved to fit the man who is sat- isfied with what life chooses to dole out to him — food, clothes, a place to lay his head, and the right to exist. The Belt Smelting Company wants an auditor. It needs the right man and needs him badly. Its cost figures vary materially from its records of actual material, labor, and overhead expense. And correct fignires — better methods — may mean a sav- ing of from fifty to seventy-five thousand dollars per year. The directors of the company are all active executives of the concern. They call an informal meeting and cast about in their own organization for a competent man. But they fail to find him. In all their gigantic office force it seems as if no man has built himself to meet and grasp this exceptional opportunity. At least, if the man is there, he has neg- lected to ''sell" the men above him — failed to make him- self known. So — though the need exists, the man is lacking. They cast about ; they puzzle ; they figure. * ' Where — how — can w^e get a man who will reconcile and cut our costs?" The auditorship pays six thousand a year to start. The right man can double his initial earning if he produces — delivers. 96 Salesmanalup Aud the men at the head of the Belt Smelting Company positively aud absolutely don't know where to turn to get the executive they want. Yet — the day before — one hundred and sixteen humans made application for the twenty dollar a w^eek bookkeep- ing job. In charge of the costs of the Newles Company in Pitts- burg is a thirty-five-year-old djniamo who signs his checks ''Harrison Landon. " His work has been remarkable; it has been noted by outsiders as well as bj^ those above him. So — winding slowly along the grapevine telegraph, word reaches the Belt people of a fellow in Pittsburg who might be the right man. In Landon 's morning mail comes an invitation to call on the Belt Smelting Company. The six thousand dollar job is seeking the man ! One month later, intrenched behind a mahogany desk in a private office, Harrison Landon is on his road to a five- figure salary. The job lias foiuid the man. The directors are congrat- ulating themselves on having secured his services and are doing everything in their power to help him get a fair, square start. In the big general office a new bookkeeper, Ira Potter by name, is figuratively sweating blood in a vain effort to Selling Persunality 97 conform to the new system he is working under. At a battered desk the chief clerk turns a dubious eye upon him and his labor. ''Wonder if that fellow is any good after all. Guess I'd better let him go Saturday. No trouble getting a new bookkeeper. ' ' Think it over. Both Ira Potter and Harrison Landon had the same starting point. Landon didn't start at six thousand a year; six dollars a week hits nearer the contents of his first pay envelopes. But he built his ability, trained himself, developed ; and as his worth grew, his income grew. He sold himself all the way up. The only kind of building Ira Potter did was the unavoid- able brand that comes from constant repetition of a stated task. And the chances are that right in the Belt Smelting Com- pany's own organization there was a man who had built himself for the job that opened opportunity but failed to get even a look at it, simply because he had overlooked the necessity of selling himself and his possibilities to his employers. Now don't misunderstand me. No clerk out of the ranks could have made good on the auditorship. But some- body should have been in line for that ]6b. A man out of their own organization who had delivered every stej) 98 Salesmanship of the way would have been far preferable in the eyes of his employers. There you have the three classes of men: ( 1 ) The fellow who doesn 't try ; (2) The man who builds his ability but fails to adver- tise it — to make his possibilities known j (3) The success — the combination of ever-increasing ability and constant personality selling — who wins in spite of the barriers. And — after all — you can be what yoti make yourself. Somehow or other, up to the time we draw down fifty dollars or so per week those stepping-stones of salary raises are far, far apart. Each one seems like the last and a tendency to lay down and be satisfied grows upon us. But — that first pay check for fifty dollars as recom- pense for six days' service seems to act like a mental douche of ice-cold water — an awakener — an eye-opener — and the hundred dollar a week mark — yes, the two hun- dred dollar a week mark — heaves right in sight and seems almost within reach. Then just a little longer pull and a little stronger one and the sky is the only limit so far as earning is con- cerned. But the fellow who lies down and rests — who is satisfied — at any point — is lost ; he 's through. He becomes one of the vast army by the wayside which acts as background and scenery for the man who really goes through. Selling Personality 99 Bear this in mind : The fellow above you today compar- atively but yesterday found less in his pay check than 5'ou do now. And the future to him wore a cloak of mystery thickly studded with question marks. But he pulled back that curtain and traveled the iden- tical road that you are following to do it. There is no reason under the blue sky above why you can't do as much. Now I 'm going to repeat : Step by step — constantly add- ing to your store of knowledge — constantly fitting your- self for the step ahead — study and work; use every faculty within you ; develop the latents ; create new ones ; build yourself, your ability, and your possibilities day by day ; and sell yourself all the way. When you stop to analyze it, the salesman selling goods on the road has just exactly three things to do: He first has to find a customer; he then has to make the sale; and last, but not least, he has to cultivate his cus- tomers — make them buy more. Let's see just how these three steps check up with what you have to do in selling personality — in selling your- self. They are identically the same. You are your own wares. The man who employs you is your customer. 100 Salesmanship First of all, you've got to find your customer — locate a concern where there is an opportunity for you and which either needs what you have to offer or can be put in the market for it. So far your efforts parallel those of the salesman. Next you We got to make the first sale — actually land the position. And then — where the salesman's work is to make his customers buy more of his wares, your task is to build the value of your services and get a just cash return therefrom — win promotion. Position and Promotion Consequently this milestone automatically divides itself into two sections or divisions : (1) Locating and securing the right position (2) Winning promotion Feeling that the majority of the men who read this book are more interested in the second step — winning promo- tion — than in the first, I was sorely tempted to reverse the order and put the last step first. But— Here is one reason why you will find the two steps in their proper order. A man whom we will call Redding, principally because tiiat is about as far from his real name as we can get, Selling Personality 101 started to work nine years ago as Sales Correspondent for a large manufacturing concern. His salary was fifteen dollars per week. Never mind the steps in between. To make it short and sweet, he progressed to the Sales Manager's chair and a salary of six thousand dollars per annum. No question about his ability to sell his personality as well as to direct his salesmen how to market the wares of his firm. His quick promotion and steady progress bore witness to that. The President of the concern was a progressive ; he was the man who had recognized Bedding's ability — fostered and encouraged his growth. In the fall of 1913 the President died suddenly. The other officers — all extreme conservatives — old-school bus- iness men — took one look at Bedding's six thousand dol- lar salary — and — cut it square in half. Redding knew he was worth the six, refused to stand the cut, and resigned almost overnight. Upon my word of honor, that man — a success in everj- sense of the word — was at as much of a loss to know how to go about finding another position as a boy just out of school. He possessed ability and the knowledge of how to win promotion in a superlative degree, but he just didn't 102 Salesmanship have the faintest conception of how to go about looking for another position. Yet there were fully ten six thousand dollar a year open- ings in the Middle West alone for a man of his training and qualifications — Which is proved by the fact that within thirty days of the time that he was shown the way, he landed. Redding 's case is one of the big reasons why I've decided to start at the begimiing and in logical sequence give you both steps of selling personality. Certain things — accidents are about the only term we can apply — enter into this life of ours which upset the best-laid plans and create absolutely unforeseen situa- tions. It might pay you — yes, even you — to give the subjects of how to locate a position and how to land it a little consideration. For — who knows? No matter who you are — no matter what you are — ask yourself this one question: If I were out of a position tomorrow morning, where would I — where could I — go? If you can honestly answer that question to your own Batisfaction, you 'dm fortunate indeed. Selling Personality 103 If you can 't — read on. Ninety-nine out of every hundred at present employed don't have to look one foot beyond the confines of their own business for opportunity. If they do, they run the risk of finding that some other fellow struck oil where they tried to raise rye and claimed that opportunity didn't exist on the land because of their failure. But the fellow who, through the force of fate or unfore- seen emergencies, is forced to seek a new location should act as carefully as the man about to invest one hundred thousand cash in a new venture. For — your services — your time — is your capital — your all; when you accept a position, you invest it. When a concern hires you they risk a weekly wage. When you go to work for a corporation you invest your future — a part of your life. So — act accordingly. See that the house is live — pro- gressive ; make certain they 've the capital ; see how your present training and ability fit in with their organiza- tion; look ahead a little. Forecast your future develop- ment and the market for it. The farmer looks at the soil before he buys the farm. See that the soil of your prospective employer is suited to the seed from which you plan to grow your dollar crop. 104 Slnlesmnnsliip Forget the ''bread and butter" part of it. You want the right concern — first of all. Yon'rp looking ahead for the "cake." You are old enough to know your own mind — to estimate your own ability and past training — the possibilities and lines of your future development. Appraise it as you would the qualifications of another man; then set about finding a concern where conditions are propitious to your ultimate success. Deliberate calculation beforehand saves many a sigh of regret for wasted time later. Your first work is to locate the position and secure a personal interview. Steps in Getting a Position Broadly speaking, there are six channels through which you can do this: (1) answering advertisements; (2) in- serting advertisements; (3) personal acquaintance; (4) circular letters; (5) personal calls; (6) employment agencies. The last two have been inserted simply to make the list complete. Personal calls, or canvassing for a job, depreciate the value of your services in the eyes of your prospective employer — cheapens you. Employment agencies are like a valet — you pay someone else to perform a service which you are better able to and should do yourself. Selling Personality 105 Eliminatmg these two methods, we have left four sound, well-defined methods of finding the job and securing a personal interview. Here they are : (1) Answering advertisements (2) Inserting advertisements (3) Personal acquaintance (4) Circular letters These I will treat in the order named above. This book is destined to find its way into the hands of many men — men of varied occupations, positions, and requirements. Consequently it has been deemed best in the pages fol- lowing to deal with fundamentals rather than specifics. A sound fundamental once grasped and understood is universally applicable and can be used by anyone, any- where. Specifics are woefully limited in their scope. And — the man who is not capable of taking the funda- mentals offered herein and building upon them a struc- ture which fits his locality, conditions, and situation is not the man I'm talking to anyway. Answering Ads Look in the shop window. Pick out the positions displayed that look good to you. Open the door; enter and inspect 'em. 106 Salesmanship That's just what it amounts to. The want ad columns of the city newspaper are great show windows; they display positions — openings — thou- sands and thousands of them — for everyone from office boy to general manager and in between — small jobs offer- ing men a chance to compete — big jobs seeking the man. If you want to ''open the door" — to get a closer view — write a letter saying so. The man who feels that it 's beneath his dignity to answer a want ad is an unqualified ass. Some of the best concerns I know — Dun and Bradstreet recommend 'em with the double A 1 mark — recruit and fill practically all their vacancies that can't be supplied from their own organization through the want ad columns of daily newspapers. And some of these vacancies have paid big salaries to the men who filled them. Look here! On one side of the fence we have the corporations who need the men. On the other side we have the men who are capable and want tlie positions the corporations offer. A newspaper want ad bridges the gap — places the posi- tion in the show window where the right man can see it. Selling Personality 107 Where your grandfather drove a horse, you take a train and cover a distance in an hour that took him a day. Use all the conveniences the Twentieth Century offers you. The advertising show window is one of the biggest. The fellow who is in a highly specialized field and feels that his training makes his services of a higher value therein than elsewhere, can fall back on the trade jour- nals, ranging from such publications as Eardivare Age in the hardware field to Printer's Ink in the advertising business — Music Trades or Presto in the musical instru- ment industry and so on right through the varied lines. The big fact in this connection is that thousands and thousands of concerns daily advertise through these mediums for men of every grade and salary. The positions are in the shop window seeking you if you '11 only look for them. The question ''What ads shall I answer?" is answered best by a fair appraisal of your experience and qualifi- cations. Pick out the ones that seem to fit you and that you '11 fit. Many a big concern, not caring to have their offices flooded by a miscellaneous crowd of applicants, insert blind ads — with a box number instead of a name. Don't fail to consider the blind ads right along with the others. 108 Salesmanship As a quick, con\dncing answer to any question in your mind regarding the jobs behind the ads, here follow six representative ads. PRESSED STEEL company employing about 100 men enlarging organization due to considerable increase of business, requires bright, active, experienced shop executive, thoroughly posted in the theory and practice of meriium sized press work, as ASSISTANT SUPERINTENDENT. Excel- lent prospects for right man. State age, full experience, married or single, salary expected, etc. All replies absolutely confidential. Ad- dresss Box R 374, care The Iron Age, New York. CUSTOMS BROKER SEEKS TOUNG MTAN familiar with Custom House routine; state ex- perlertce, salary, references. Address "CUS- TOMS, 496," tills oillc©. Purchasing Agent A. large eoncral morchandlBlng and pub- lishing establishment requires a trained and experienced man to taKe charge of its Supply Department. In addition to being able to purchase economically whatever may be required, he must know materials and their uses sulTlclently well to recom- mend the adoption of certain standards and to establish deflnitely the need for everything requlsltionad. Ability to or- ganize an efficient staff and secure proper care and economical use of supplios throughout a large establishment an essen- tial rcqulrite. Applicant must show that he has suc- ceeded else u here and application must set forth past experience In detail. Replies held In strict confidence and no references consulted until after first Interview. Address "il. M., 85," chls office. l^dliny Personality 109 ADVERTISING MANAGER. l-'^T«t-clas» man ai wide experience in Depflrtment Store advertising. One who h«s a con-.plete grasp of merchandising and its nrinciples, and can originate and personally work otit business-getting copy and lay-outs. Should be familiar with tlie New York ticld. Apply by letter or in person at Pri- vate Office, any morning between S:30 and 12. WANTED As instructor, writer and office execu- tive, a capable young C. P. A. (or C. A.). Salary $3000 to $4000. Give full statement as to training, experience and references. S-264, 0/0 Journal of Accountancy. WANTED— Branch Manager WANTED — A branch manager, familiar with modem business methods, the handHng of traveHng representatives and retail dealers, granting of credits, making of collections, and pref- erably experienced in the hardware or agricultural implement lines particularly. Please state qualifications fully, as well as age and salary expectations. All applications will be heldstrictly cortfiden tiaL F. J. AREND, President THE DE LAVAL SEPARATOR COMPANY 165 Broadway, NEW YORK 110 Salesmanship Wlion you've selected the ads that seem to offer the posi- tions you are capable of filling, the next problem is how to answer them in a manner that insures an inter^dew. Here's the thought in letter-writing to secure an inter- view: First, put yourself in the position of the man who is going to read your letter. AVhat does he want to know about you? Then make your letter tell him. Cut down— trim— make it brief without omitting any vital details. Give yourself full face value but avoid overstatement. Promising the earth and delivering the moon may land an interview but it won't secure the job. If possible, avoid the question of salary until you are face to face with your prospective employer. Primarily he is interested in seeing the man who may fill the bill. The salary question comes later. He has a figure in mind he is willing to pay. It may be more than you expect to get. And if it's less, what you have to offer in a personal interview may make him raise his figure a little for the sake of getting the right man. The question of immediate compensation is minor any- way. Buyers must be interested in the man before they Selling Personality . Ill are interested in the price. And you are eventually going to get what you are worth. Unless you are applying for a position where handwrit- ing is one of the necessary qualifications, such as that of bookkeeper, have your letters typewritten. The man of affairs — through habit — reads typewriting more easily and gets a better business impression from a typed letter than from a handwritten one. Your letter is the vehicle that brings you first to his attention. You would hardly expect to get a reputation as an up-to-date man by driving an ox-cart up to his door when the street car ran there, would you? Don't use the ox-cart of handwriting when the electric car of typewriting is at your command. Put a little extra attention-insurance on your letter by sending it special delivery. Summed up, answering advertisements is following the lines of least resistance — selecting from the show ^vin- dows the positions you desire and trjdng for them. iNSERTnTG Ads Here is the step ahead. Instead of going to market, you bring the market home. In lieu of applying for a position, you make prospective employers apply to you for your services. llll Salesvianskifp Substantially, that's what it amounts to. The same advertising mediums that carry the employer 's message of "Man Wanted" mil carry your message of ** Employers Apply.'' Select the ajdvertising mediums which reach the men who may be in the market for your services. Then sit downi and prepare your advertisement. There's no mystery — no "hanky-panky" — about ad- writing. No man on earth by a magic touch of verbiage can make your services worth more than they are. You are your own best ad-writer because you know your- self best. Inserting an advertisement for the position you want won't and can't turn incompetency into success. But putting in a notice for the position you can fill will land it. Before you start to write, know what you 've got to write about; classify it; jot down your training, your ability, the character of your services. P^orget your morals and your habits. They'll be looked into later. Good morals and habits don't have to be advertised. They speak for themselves. Selling Personality 113 When you have on paper the things you have to sell, start constructing your advertisement. Buying space at so much a line, words become the most valuable things in the world and brevity is the spirit of economy as well as the soul of wit. You are trying to sell yourself just as you would a com- modity. Describe yourself in the same manner. State your case plainly so that the reader may know just exactly what you are good for, what you want, and why he should want you. Put yourself in your prospective employer 's place ; antici- pate his requirements ; talk straight from the shoulder in a brief, business-like manner. Then — as Wm. Handy used to say when the cub reporter brought in a three-column story, "Cut it to twenty-four words, and don't leave anything out." Here follow five representative advertisements from people who wanted positions and who found them through putting their goods in the advertising show -svindow. SITUATION WANTED— GIRLS WHO ARE quick and accurate at figures a^ well as shorthand and typowriling are just what some Chicago employ- ers need. I am an IS-year-oId girl, fully qualified and experienced In these lines of work. I have a good position now but my mother would feel a lot happier if I Were employed in some hich chias office in the loop district. I'd like very much to hear from such firms, aud the better the future you have to offer, the lia|)- piei I'll be in the work. BETTY BELDEN. 37UO Michujan-sv ll-i Salesmanship Tncre.'.sinR output without sacnficinR quality tends to increnso rrofit in ilic mnnufacturc of pitf iron. The advertiser hn? hail twenty years' exnericnce as SUPF.RI NTENDEXT and GEN- ER VL MANAGER— at merchant and steel works furnaces — and has a good record for pr«- duction and cost. Up to date, encrsetic, re- sourceful and good oreanizer. References from present employers and others. Present position of uncertain duration. Desires engagement in operalin;; or e.\ecutive position with prospect of permanence. Address Box R 363, care The Iron Aac, New York. Welfare Manager f^ENTLEMAN with broad practical ex- ^^ perience offers his services in a consul- tative capacity to executives who wish to start wflfare work in factories in New Yorli. Has thorough knowled^^e of Labor and Workmen's Compensation Laws and in organization of lalwr. Medical and Safety Departments. Address Box 11, care of American Lvdcsibles. 30 Cburch Street, New York City. Hustling Advertising Manager-Solici- tor showing increase five hundred to one thousand dollars each month over previous year, desires position Adver- tising or Business Manager on _ live paper. Ten years newspaper experience all its branches. Excellent copy writer — designer. 2& — married. If opportunity good $4000.00 available as investment. A-1 references. Box 725, c/o P. I. ADVEBTISING DIRECTOR of wide experience and d«nnonBtrat«d ability, sJx years In present position, v/anta to connect wtth sound mercantile or manufacturing concern, effocUve January 1, or 6uch time as Is fair to all parties. Retail mall order proposition preferred, but any business having the pos- sibilities of BIG SUCCESS "Will be considered. Selling Personality 115 Probably the flr^ (jtwwtloTj yen w^U a«1l ^o, " Why doijfl tht« man Wiint to chan,3»T" Owh renson is tliat 1 war.l to goi into u bual- fiesB susceptible to develotinient on a large ecala, where my woU founded, conservative, and pnoVEN Ideas or; advertlfilng can b« workfnj out unhampered by reetrlctlons that provonl continuity. Another la thai partial reorgAnizatloii of tha concern I am now tvith his Injected policies with which I aia not In accord. " Hitching up " with a salary le not th« vital point— am npw advsrtlfcing oaanagrsr of. one of the large ijiall order concf^m* of the country and drawing a very comfortabl© remuneration I must be convinced of the POSSIBILITIES of your propofiUion or I do not A'aot It at any prlca. pvom a 0ift<*s tur* T Jntierltcd e. talent for ptittlna word* to«fetfc»r, awl thld v/as fully developed by general news^apsr work My copy Ig forceful, logical, and convincing. I learned the printing trade ajid was, recos- nlzed as a master or tyr'ographlcal display. This enables me to •' lay out " attractlv« catalogue pages or advertisements and pre- pare the copy In a way to economize time in typesetting, keeping ajpense down, to the lowest point. Also to plan my work for all mechanical processed so aa to avoid tb» *• tricks of the trade." JffiLfKRIENCE— That I am not limited to any one Btyle of edvertlBlng or to tlie m«tbods of any on» line of bu.slness is shown by my experience, which includes Stnto-st. dt?partment store. Installment furniture, wholesale general merchandise, and mall order. In addition was for two years chief of the copy depart- ment of a prominent advertising agency, handling various proiiosltions. I lHADB GOOD WITH EVERY ONE OP THEM. OTTALIFICAtlONS— lHy broad experience enables me to ana- ly&ea business, discover Ub possibilities and llmltatione, and form accurate jadgmenta as to what adverilsingr plans will bring the rreatest volume of returns. Then I can formulate tlieso plans and execute them In a strong, forceful manner, gettiog the best possible results from paper. Ink. and lllua- tratlons, I know the theory and practice of advertising— what medium to use and what language to speak to win tha confidence of the people I want to reach. I know what kind of paper an* niustra.- tlons to use. how to buy them economically and am familiar with every mechanical rtep In the production of largo mall order cata- logues, broadsidea or publication advertlfe- '^^^^^•^J^ '^"'t a matter of GUBSSVi'ORK -it's CERTAIN KNOWT.EDGE gained by actually "going through Ui« mUl " tlm* and time again. l^^^ Salesmanship OAPACTTT- Have the knack of WAfllnjr tirnTORn R ril» of work Quickly— and having I] right when 1 cet through. Can *y8tematlzo a dcpert- ment In a way to ellnilntU© lort motion. EXECX-TIVE ABILITY- Can buT.d up an orKanlr.atloB asd fet th» mo«it out of It. Not a elave driver, but liRvo the qun!Uy of gettiiig people to work be- cauF^ they WANT to work. Enthusiastic e^san-iple Is the only whip needed. I am proud of the loyalty and enlhuiiasm i>f my prc6*nt corpgoJ^ '^'^f "*-*- CHARACTER— My IdoalB are hlgh-T beUeT« tbat «i« T»eat a man can be In thia wort* Is a MAN. I. will rot permit associations, habits, orbur- roundlncs to provent rr.o from remaining one. Am temperate, momi. b^althy. M»d encrgotlc. and will be found on Iba Joto ftll tbe time ^ IXMPERA MB>~r- EircD and well bal&nced. Cnn wortt hand In hand wuh other members of the orgao- ization. give them the best that U In mft and cot the bent In return. REM f^ ER ATTON— You will realize that a main of th« cairbet Indicated cannot b« secured at a low prlc*. But reiueniber that the V/VLLE of an »m- r>if>vB 19 not cRueed by the amount you daj R m but by thi QUA UTY OF SlfRvfcE YOU GET TKOM HIM The salary 1 re- quire Is strictly in lino with p}y,^f'^\l\^««, •xDtrlence. and abilHy acd 1 WiUL. luAlLN E\^Ky CEMT OF IT . FINALLY— 1 have tried to my MOOBSTLT that •which must be paid to command vour atl«n« tlon The Impfe»5l«n you will form on meeting ino le iliai lb<;re ts about me noUx- Ine of the bruKgart or " lour flusher." I am absolutely SURE of MYSELF-I know my busi- ness THOROUGHLY, and If I UNDERTAKE to dlrocl your adverilslng I vvlll make It SUCCESSFUU XKTERVIE'WS— Wher* poiudblo wottW prefer tompottn- ■ulrers pareonally. and will bo pleaee* to {rrange lutervlew to i>ult your oonvenjence. f too far away, win etibmU ftll eeontlAliac tonnatlon by letter. This last ad appeared in the Chicago Sunday Tribune. It contains about 173 Unes and cost $43 for one insertion. "Pretty lon^ and pretty expensive ad," you say. Selling Personality 117 But look at the results. It brought iu sixteen replies, making the cost per reply about $2.69 each. Consider for a moment the quality of these replies. This number included three of the largest mail-order con- cerns in the country, one in Chicago and two in New York. There were two from good, live manufacturing concerns, one from parties contemplating a chain of about one hun- dred drug stores throughout the country, and other promising offers. This is a remarkable testimonial to the effectiveness of a "Position Wanted" ad. Naturally you cannot expect a flood of inquiries in re sponse to your advertisements. But every answer you get will be from a corporation which really wants the tjnpe of man you have described in your ad. You will be dealing with men who mean business. And that is the only kind you can do business with. Personal Acquaintance Friendship is an interchange of values. It cannot be otherwise. Consequently one of the biggest assets a fellow can have is a wide acquaintance among worth-wliile men. 118 Salesmanship Building on the premise that you have such an acquain- tance, the question is how to put it to work to best advan- tage in this connection. Whether or not you can use your personal acquaintances successfully in locating a position is largely a matter of whether you broach the subject in a negative or a pos- itive mamier. Here 's what I mean. Nothing succeeds like success. By the same token, nothing fails faster than failure. WTien you say, ''John, I've lost my job. Wish you'd help me get another," or ''I'm going to quit. Do you know of anything?" you are employing negative sug- gestion of the most destructive sort. You are putting yourself in a position where you are almost certain not to get help. For it's human nature instinctively to draw away from the man who needs help. Do you remember Tom Sawyer and the job of white- washing the fence — how he made the other boys pay him for the pnvilege (?) of doing his work? That's sound psychology; it's good business. That is the method to use in making your acquaintances find a new position for you. Selling Personality 119 Edwards, Traffic Manager for a large company, had been released very suddenly through no fault of his own. Two of his acquaintances were men of decided influence among New York corporations. His relations with them had been close and he felt cer- tain that they could, if they would, immediately place him. He called upon the first man; without preliminaries, he started talking: "Bankes, the Oil Products Company let me go yes- terday. I've got to get a position pretty soon. Don't want to stay idle." At this point the atmosphere of the room began to get very, very chilly. His listener was getting the negative suggestion of failure and it was having its destructive effect. To get rid of Edwards he promised to be on the lookout for something but the promise was obviously in- sincere. Edwards was a thinker. He realized that he had made a mistake and decided not to double on his tracks. After twenty-four hours of careful calculation and plan- ning he dropped in on his second influential friend. He was in very much of a hurry; enthusiasm shone out of his eyes and his words were crisp and curt : "Just dropped in for a second, Heatley. I knew you'd be glad to hear that I've left the Oil Prod- ucts Company and I wanted to tell you personally. " 120 Salesmanship His listener warmed right up. As he pretended to rise to leave, Heatley pulled him back in his chair. ''But, Edwards, what are you going to do?" Edwards smiled mysteriously: ' ' You ask me what I 'm going to do 1 Do you realize that in the last year I handled the traffic problems of the OU Products Company in such a manner that their directors estimated the cash saving on ship- ments at $65,000? And — against that saving, I drew a salary of exactly $4,000. Gave 'em back way over $15 cash for every hundred cents they paid me. ' * And along he talks in this strain, building up through inference the positive suggestion lq Heatley 's mind that here is, indeed, a valuable man. Edwards' abiUty as Traffic Exx>ert connects up in Heat- ley's brain with the many industries he is in touch with where the handling of freight is a big item. He would be doing any corporation a favor by securing this man's services for it. He speaks: "Edwards, wiU you make me a promise?" Possibly he will. What is it? "Don't make any arrangements to take a position ttutil you hear from me. ' ' "But," Edwards expostulates, *'I have some matters I must ae to become an (»xecntive and qualify to pass on and direct the work of others. You may say, "But the president of our company has never kept books or worked in the factory." True, but his executives are men who have been throu<::h the mill. And these men stand between him and the actual performance of the tasks. His auditors and factory superintendents bring him facts and supplementary in- formation which make an intelligent decision on his part possible. The higher the executive and the larger the business, the more his work consists of decisions and responsibility. Witness the fact that in any well-organized business of size, the cleanest desk is that of the man at its head. His work may consist of deciding upon oidy three or four questions a year, but the right or wrong answei- to these problems may make or lose a hundred thousand dollars. The smaller questions must be decided at the source or in between. The more important the (juestion and its bearing upon the general welfare of tlie business, the bigger the man with whom the final decision rests. Selling Personality 155 The relation of one division to another is important and proof that only the small man limits himself to a work- ing knowledge of his own department. The fellow at the head of the business knows the rela- tions and general problems of all departments. The broad department head first brings his own depart- ment to a high point of efficiency and then makes it fit in with the other branches of the business. Take, for example, the Winner Soap Company, a big con- cern but a poorly organized one. Broadly, the divisions of the business of the Winner Soap Company come under three heads: the Financial, the Factory, and tlie Sales. Each department is highly efficient as an individual de- partment. In this respect it represents the exception rather than the rule. But as an entirety, the whole structure is discounted by the fact that the three divisions don't hitch — don't pull together. Thery, head of the factory, feels that the manufacturing of the soap is responsible for the success of the business. Sage, the financial head, would tell you that his clever handling of money matters is the all-important thing. Jackson, the Sales Manager, absolutely knows that with- out his sales force and methods the whole business would go smash. 156 Salesma)isliip But they are wrong— all of them. If they'd wake up and start to co-operate — work together for the good of the whole, the business would take on new life. Jackson, the Sales Manager, knows what the public wants. If Thery, head of the factory, would accept suggestions from him, the product could be made more salable. On the other hand. Sage, the financial kead, could give Jackson some tips about picking dealers of better stand- ing that would cut down the credit loss thousands of dollars per ye^ir. The Financial Department must so govern the extension of credits that risks are minimized— that enough capital is on hand at all times to meet emergencies and carry on the business. The Sales Department must market the product. But if the factory makes bad goods— merchandise that fails to satisfy the ultimate consumer, all the efforts of the Sales Department in marketing and of the Financial in handling credits and providing capital go for naught. It is self-evident that all departments of a business are so interwoven that they must run together. Any busi- ness where dilTerent divisions and departments are play- ing for their individual selfish benefit is like a three- wheeled wagon. Tlie fourth wheel of organization and understanding is essential to make it run smoothly and make maximum progress. I make the flat statement that as the head of any in- dividual (l«'i.;nlni<'Tit you must understand not only your Selling Personality 157 own immediate duties but the relation of your work to other parts of the business and you must see that things are done in such a way as to aid instead of hamper other divisions. Cobb, Purchasing Agent for a southern Illinois manu- facturing concern, on the strength of a remarkable record received an offer from a competitor and made the change. Now a purchasing agent has fundamentally just one duty, and that is to buy satisfactoiy material at the lowest possible prices. For a while Cobb made a brilliant record with the new connection. Then — suddenly his prices went sky-high ; he seemed unable to get any favors from producers and to have lost all power in this direction. Prices went back up to where they were before he took the position. On the face of it, Cobb, the Purchasing Agent, was to blame. But as a matter of fact it was simply a glaring example of lack of co-operation and understanding between de- partments. The Financial Department was at the bottom of the matter. One of the bases and agreements on which low prices had been made was prompt pajnnent of bills — immediate payment in fact. 158 Salesmanship Naturally on close prices the manufacturers allowed no cash discounts. The Auditor of this company considered it good business to hold up net bills from thirty to sixty days — use the money just as long as he could and still retain a good credit standing. In spite of Cobb's instructions, he refused to co-operate, held up Cobb's purchase bills just as he had before the new Purchasing Agent took hold. AVhat was the result? The producers from whom Cobb bought simply refused to make low prices and wait for their money. And as a result of this lack of understanding and co- operation, the few dollars' interest which the Auditor made by holding the money was offset by many thousands of dollars in higher prices paid for purchased material. The unusual executive is the department head who fully and thoroughly realizes that his department is just one cog in the wheel and devotes time, thought, and attention to its relation to the other parts and in trying to make it fit, in addition to doing his own work efficiently. True, a business can jjrogress in spite of l)adly related departments and narrow-minded executives, but the cor- poration where they all interlock and run smoothly out- strips the rest. That is the secret of organization. Selling Personality 159 Who was it said — The price of the ^n never hits the bull's-eye And the hang seldom rattles the bells. It 's the hand on the trigger that cuts the real figger. The aim's what amounts — that's what makes record counts. Are you hitting or just wasting shells? Business is a combination of gun, shells, aim, and target. And one of them isn't worth a ten-cent piece without all of them together. The better they work together and the closer their rela- tion, the bigger the results. What your employers are purchasing from you is your individual contribution toward the success of the business as an entirety. The more your brain contributes to their success, the more their cash box will contribute to yours. TEST QUESTIONS 1. In your business, are the men in the ranks preparing them- selves for the higher positions or must the heads of departments be brought in from outside sources ? What is the situatian ? 2. Do you know of any Reddiugs who have held big jobs but were apparently helpless when they lost them? AVhat success qualities did they lack? 3. What is j'our answer to this question : " If I were out of a position tomorrow morning, where would I — where could I— go?" 4. Why is it important to select the right kind of a conceni to connect with in a business capacity ? What factors are to be considered ? 160 SalesmansJtip 5. What are the six channels through which positions may be secured? 6. "Why may these six channels be reduced to four for prac- tical purposes? 7. Now be serious: How would you use your friends and acquaintances to help you find a new position ? 8. What are the vital points to be considered in writing a letter of application? 9. How do the principles of salesmanship apply in the per- sonal interview? 10. WTiat are the ten rules for business conduct given in this milestone ? 11. What principles are laid down for seeking promotion by asking for it? ] 2. Is there any dependable road to promotion other than that which lies along the line of merit? 13. What increasing ajdvantages does a man possess from the standpoint of promotion as he advances in the scale of business ? 14. What does business demand of a man besides faithful execution of the routine work of his job ? MILESTONE NUMBER FOUR personal selling Opportunities in Selling Consider the following, which was in a letter from the active head of one of the largest milling concerns in America : Results are the only things that count. We are perfectly willing to pay a salesman $10,000 a year if he delivers the goods; we are willing to pay $75,000 a year if he delivers, and a man's salary from $75 a month up to almost anything is in his own hands. That sentiment is reflected by the heads of ninety-nine out of every hmidred concerns employing salesmen. The only limit to the salesman 's earning power is a self- imposed one — for — results depend upon the man — and — the man is what he makes himself. In this one branch of commercial endeavor we find results bringing their own reward without 'Svhy's" or "where- fore 's ' ' entering into the matter. Tliis you know. 161 162 Salesmanship The question in the mind of the fellow starting out with a grip in one hand and an expense check in the other is: ''How can I sell?" The question in the mind of the man who is producing now is: **How can I increase my sales?" And this milestone answers both questions. Understand in advance, please, that we offer no theories. The source of the methods offered herein lies in the operation of thousands of successful salesmen in varied lines the country over. These men are working more than the average salesman because they are better than the average. And here is what they have found produce real results. The Order-Taker vs. the Salesman Let's take a look at the order- taker — not as a horrible example — not as an object of pity — but to make a point. Mr. "Order-Taker" calls on Smith, Brown, .Jones, James, ami liobinson. Tlicy are not in the market. !!<• ()p(ii> Ills grip ill lianison's store — and — Harrison buys. Personal Selling 163 Mind you, lio didji't sell anytliiiif^. Harrison was ready; tlie order-tidvor iiad the goods — showed them — and — took the order. Why? Simply because his prospect was in the market — ready to buy. He encountered a favorable situation; he was standing directly under the apple with a bushel basket when it dropped from the tree. That is what makes it possible for the order-taker to exist. If he calls on enough people he is bound to find a certain percentage of them needing what he sells and ready to order. Let's leave the subject of order-taking. Let's deal with the problem of the man who really sells. What is it? Simply this : The salesman must create a specialized situation. He has got to put men in the market who didn't feel that way when he walked in the store. Old Abraham Cohen said, ''Ike is a good boy. When a man wants an overcoat he gets the order. But Jake is a salesman; he sells overcoats to men who don't want them. ' ' 164 Siilr.^niinisliip If Abraham had been dealiiic: in causes rather than erfocts, he would have amended his remark; he would have said, "Jake makes men realize that they want over- coats." Now — let this sink in deep. The order-taler canvasses ]ookin<]: for people who want to buy. The salesman tries to makr* every man he calls on want to buy. The order-taker accepts advanta,2:e of the situation he finds. The salesman creates specialized situations to suit his purpose. Standard Practices If Henry Ford pennittod his workmen to do practically as they pleased — to work fifteen minutes setting an en- gine, then leave the job uncompleted and start assembling a rear axle, then g'rab a paint brush and give the body a few licks — if he permitted this kind of work in his factory, what would it cost to make the Ford car? The big trouble in the fi^'ld of selling today is that elToi't is largely unorganized; a man makes one talk to one customer and another to the next; he is moved by the whim of the moment and the way lie feels. Conserjuontly, through unorgani/<'d, hit-or-miss methods, his cost of selling is high simply because his methods are not as efficient as they should be. Personal Sellmg 165 '! liere are standard operations in making a sale just as there are in maldng an automobile. And the difference between recognizing and intelligently apphdng these methods and not doing so is the difference between getting a high per cent of efficiency out of your working hours or running on first speed for the rest of your life, with an occasional shift to the reverse gear. Just as surely as Harrington Emerson has standardized factory efficiency methods to the tune of thousands of dollars in labor-saving, the following methods will standardize your sales practice and, if persistently and intelligently used, will inevitably result in time and sales saving and money-making. There are three steps to the taking of an order. These three steps have been covered in every sale ever made. In the first step — the appeoach — the prospective customer is met. In the second step the product or proposition is demon- strated. In the third step the order is secured. The object of each one of these three steps is to bring about a specialized situation for a certain purpose. Thev will be dealt with in turn. l(i(i Salesmanship Here then is the standard practice of making a sale, just as carefully analyzed and clearly defined as standard practice in automobile-making. The Successful Approach Practically every sale made to a new buyer may be prop- erly classified as easy, difficult, or impossible. You'll readily agree to that. P>ut iciH you agree to thisf Sales are not easy, difficult, or impossible according to the character or mood of the man you're talking to. What i/ou say or do during the first few minutes of your interview is the one thing which largely controls the later course of the sale. It doesn't take brains to make a sale difficult or im- possible. ^'<.li^ task is to ])ave the path — make it easy. And it's just as easy to make a sale easy as it is to spoil it altogether. The whole object of your appioacli is to arouse fully your prospect's interest — to bring liini to the point where he Hants U) see your product and bear your proposition. Get it? Personal Selling 167 That is the first specialized situation — to make the man you're talking to really want particulars — arouse his in- terest and put him in a buying frame of mind. How are you going to go about it to create this situation ? In the first place, there is a factor in selling which but very few men seem to have recognized ; yet it is a block over which we stumble time and time again, when by Imowing that it was there we could just as easily walk around it. This stumbling block is the average ivlan's instinctive ANTAGONISM TO BEING SOLD. It exists and is a force with which we have to contend just as surely as the wind blows, the rain falls, and the sun shines. The minute a man realizes that you have something to sell, he instinctively — without realizing it — throws up the mental barrier. Though he will hardly put it in words even to himself, his feeling is something like this: "This fellow has something to sell. He thinks he is going to make me take it. I'll show him he is wrong. I will not buy. " You see the idea? The mere fact that you are a sales- man intluences your prospect partly to make up his mind that he is not going to buy. This feeling is based on the fact that every man in- stinctively hates to admit that another man can ynake him do anything. ^^ 168 Salesmanship And remomber, all tliis happens before either of you say one word. ^o your iirst tiiak is to ^et past this barrier of instinctive antagonism to being sold. How are you going to do it? Force! Nonsense. That's like trying to lift a two hundred pound barrel by brawn alone when you've a block and tackle at hand. Here's the way to overcome that instinctive antagonism to being sold — the quick way — the sure way. Forget forever that there is such a thing as forcing youT business on the other fellow; put yourself in his pb.ce and start riglit, working with him to find out hov his business wUl be benefitted by your proposition. In tliis way you can overcome this instinctive ar .agonism to being sold in much less time than it takes to tell about it. Nip it in the bud before it blossoms in ilie weaker sisters. I've seen lots of nn-n—so have you — who the minute they encounter opposition put themselves on the defensive — Personal Selling 177 take the attitude of tr}dng to prove that they are not liars. Pity them; they're predestined to failure. You are master of your interview. You know what you are going to say. You know how you are going to say it. You know that what you are going to say and the way you say it are going to direct your prospect's mind in the channels you indicate to the final point of desire for what you sell. So — let your facts come as gospel. State them as undeniable, irrefutable truths. Let your deep sincerity and positive statements head off objec- tions and overcome arg-uments before they are raised. Assume that your listener believes you; give him facts he can believe — and — in the majority of cases he will. Simply make it easier for him to believe than not to. Avoid the pitfalls of long words and small superfluous arguments. Remember that the man who bears a mes- sage, to be effective, must get it across in the quickest, most convincing sort of way. Long words and so-called ''clever talking" defeat their very object; they are offensive instead of impressive. And those little, good- for-nothing arguments don't get the orders. Stick to the big points of your proposition — the points that count — 178 Salesmanship the tried and true order-getters. You know them. Use them. TTlienever you open 3'our mouth to make a demonstration forget that you ever made one before — that you're ever going to make one again. There is just one man in the world to be sold, and that is the fellow you are talking to. You can't sell him by tliinking of the chap you sold yesterday or the one you are going to sell this afternoon. The man is before you ; concentrate on him. Remember, no matter how old your arguments are to you, they ring fresli in his ears. And the same points that sold your proposition last year — the same ones that will sell it next year — will sell it this very minute to the man you're talking to. Leave no possible questions unanswered in your pros- pect's mind. Some men have a tendency verbally to say '* Yes," with- out really being convinced, just to l)e agreeable or avoid argument. Instea*! of fryiiiLc to irct a mere verbal assent, bend your endeavors toward rnakinLC a man's mind completely aiid absolutely convinced of the truth of what you are saying. Personal Selling 179 In this way — step by step — as you go through your demonstration you will get a general approval on every point you make. Then — when you get to the net result — getting the order, your prospect cannot raise a point — go back and disagree with you. Coolly, deliberately, and forcefully bringing into play all your powers of mind and voice, you must lead your listener — lead him by successive stages of conviction — to the final goal of desire. MEETING OBJECTIONS Certain objections exist to every proposition in the world. And what your proposition is determines what the objec- tions are. Call on a thousand average men to whom your proposi- tion is salable. You'll find the self-same objections on the Ups of t-he majority of them. And these objections — boiled down and standardized — resolve themselves into a very small number. For instance, in the paint business the standard objec- tions are : (a) ''Too much money tied up in present stock to con- sider chauging." (b) " No call for your goods. " 18() Salesmanship And really tliesc two objoctions represent the big buffing points of the paint salesman today. lie finds them in the mouths of the great majority of his prospective pur- chasers. Now considering the fact that the majority of the men a salesman calls on entertain the same objections, it is only reasonable to suppose that the same rebuttals or answers should overcome them. That is more than just reasonable ; it is absolutely so. When I say objections, I mean what I say — bona fide. Objections — Not merely excuses for not buying. That kind of objec- tion is a reflection on the salesmiin. He hasn't sold his man. A real objection can be defined as a valid, existing reason for not taking the goods or proposition. "Wlion overcome the sale is made. The efifective rebuttal or answer to aji objection is one that gets past; it settles it forever. Every salesman should study jmd classify the objections he meets with. Tlicn when he has these objections fairly well established in his (jwn mind, he should start formulating his re- buttals. Personal Selling 181 Where will ho get them? Simply from common sense, experience, and experiments. Whenever an answer overcomes one of these standard objections and makes the sale, put that answer down as a standard rebuttal to that particular objection. And the first thing you know your equipment includes a standard, effective rebuttal that will clear the path of every common objection you meet. It is positively a shame to see salesmen stumble and stanmier and *'hem and haw" in answering an objection they have been up against forty times before. It is in- excusable. Closing the Sale In the demonstration you lead your prospect step by step through the successive stages of conviction to the point of desire. Right tJiere is where the order is yours for the taking. But to get it you 've got to take it. There's no secret about being able to tell when your prospect feels kindly towards your proposition. Watch him closely. And the minute he begins to sway your way you can tell it just as surely as you can feel heat and cold upon your body. 18:2 Salesmanship And that minute is tlic right time to try to take tlu' order. Stop selling and start closing. Right here I want to make a distinction — a big one. There's a distinct difference between asking for the order and trying to take it. The salesman who asks for orders says, "Do you want this?" And he does two things he shouldn't. First of all, he invites a negative answer — makes it easy for his prospect to say "No." Second, a definite "No" to a question of this kind comes pretty nearly ending the interview. A decision has been passed; you'll have a real job trying to get your listener to reverse it. ller<' IS the ri.uht way to tiy for the order. When you feel that the time is rijie, act just as if your prospect had verbally said "Yes"; start discussing terms, details of delivery, or something that comes after flic order is placed. As an illustration, you're sellinir flour to a grocer. You've made your talk; you feel that he is ready to buy. Personal Selling 183 Instead of asking him to purchase, you take it for grauk'*! IJiat lie is going to and swing right into the details of Uikiug the order just as if he had verbally said "Yes." You're making it hard for him to say "No." In the full realization that a fifty-ban'el order would be a large one for the man you're talking to, you say, "You'll want at least a hundred barrels, won't you?" Now if he is ready to buy, he'll come right back with "No, I only use forty barrels at a tune." If he's undecided — half for and half against — your sug- gestion as to the quantity — the hundred-barrel order — turns his mind from the question of whether he will buy or not to the amount he will purclm.se. Do you see what that method of procedure does? It gracefully and easily passes the decision point — gets you right down to actually taking the order. On the other hand, suppose your judgment was wrong; suppose he is not ready to purchase. If you had come right out and asked for a definite de- cision you would have received a "No" and that would have pretty near ended the matter. But a "No" to the quantity question does not mean an adverse decision to the entire proposition. It leaves you free to pick up your selling argument again and reinforce your statements until he is ready to buy. 184 SaleaituiHship More salesmen make the mistake of overselling their prospects t-lian underselling. lu plain English, thoy talk their man to the point where he is ready to buy and then talk him ovt of that mood — lose his interest and his order after it was there foi- the taking. You might account for that by saying that this type of salesman does not "feel" when his prospect is ready. But that is not a fact. They do feel it, but they figure something like this, "I've got him coming now, but if I try to g^t an order he may say *No.' I'll just keep on selling and make the thing a little surer." And in making it a little surer they lose out altogether. Most of us hesitate to face a crisis. We are afraid of an adverse decision. That is largely why some men oversell their prospects. But no matter how diffident you feel about it — no matter how great your hesitation, the secret of success lies in driving in and bearing down for the order just the second you feel the time is ripe. And — if you follow the rules, you'll get the order. Here they are: (1) Bring your man to the buying point. (2) The minute you feel he is ready try to take his order. personal ISelliny 180 (3) Don't directly ask him to buy. Without giving offense, take it for granted he is purchasing and start settling up the details just as if ho had verbally said "Yes." (4) If he is not ready to buy, drop your order book and start selling him again. And remember, no matter how yon interest your pros- pect in your approacii — no matter how convincing your demonstration — no matter how strong his desire for your proposition, all the work that has gone before is wasted — absolutely lost — if you fail actually to get the order. KEEPING HIM SOLD One of the earlier students of what we might call * ' stand- ardized salesmanship" used to define it as *'the selling of goods at a profit." That shut out the fellow who cut prices or paid no attention to profit. He wasn't a sales- man at all. And for years that definition held good. But along with modem thoughts on business lines comes a new definition which expresses the whole philosophy of commerce : ''Salesmanship consists of selling goods that don't come back to people who do come back." Stop and think it over. The salesman of today is more than a mere seller of goods at a profit. If he is a real man, he creates re-order insurance every time he makes a trip. 186 Salesmanship Stop and ask yourself one question. The answer con- stitutes the secret of bringing success to the "rtth power" in salesmanship. Here's the question: "How can I make every new sale mto a satisBed customer — one who never stops buying and recom- mending my goods ? ' ' Let's consider a few phases of the answer. In the j&rst place, the primary step toward building a big business in any line is to pick proper representatives. There's neither honor nor profit in selling a merchant whose credit is bad — who won't pay his bills or is slow in meeting his obligations. And by the same token, that kind of merchant won't sell enough of your goods to wad a fair-sized gun. He isn't the man you want. To make a success in selling, first pick successes to sell to. For — the fellow who makes money for himself can and will make money for you and your house. DEALER HELP Then — when you've got the right merchants, educate them. Personal Selling 187 Show 'em how to sell your goods to the consumer. Talk with the clerks. After all, they are the fellows who wait on 80 per cent of the trade in the retail stores of America. No matter how kindly the proprietor may feel toward you and your products, if the clerks are uninterested or don't know how to sell it, you don't get the re-orders. It takes salesmanship to open a new account. But it only takes common-sense and intelligent work to hold it. You can't get an honest order from a merchant who still has on his shelves a full quota of the goods you sold him last trip around. So — let your customer calls serve a dual purpose: keep the merchants enthusiastic and show the clerks how to sell the customer. And — in educating retail clerks and dealers, just remem- ber that the same points that sold the merchant won't sell the consumer. Here's what I mean. The merchant buys to re-sell at a profit. He is interested in quality only as trade insurance. Salability and profit are what appeal to him. The consumer is the man who is interested in the product itself ; the consumer is the man your merchandise is made 188 Salesmanship for. So — in educating the clerks show them the points which appeal to the consumer and how to talk them in- telhgently. Just a little effort every day multiplied by the three hundred odd working days of the year will put an army of salesmen in your territory who will carry on your work whether you are there or not. You can leave a little of yourself in eveiy store that buys your goods and be a stronger man for it. When you've a clientele that knows how to sell your product and wants to sell it, you won't have to argue for re-orders. Empty shelves will do that for you. The Rewabd American-plan hotels, small cpuntry to\vns, dirty day- coaches, and hard beds are not the most conducive things in the world to helping a man gain and retain the in- spiration and mental attitude that win success. But remember, brother, many a big man has traveled the same road before you. And under the magic touch of his determination and in- spiration, the dingy leather seat in the lobby of the Codds House turned to the luxurious tapestry of the Ritz Carlton; the rattly bus, like Cinderella's pumpkin, gav« Personal Selling 189 way to a limousine ; aud all because he held true to what he knew — that he could make a success if he tried. You cau; you will. Let your work be your education ; the men you meet, your school books ; your territory, your classroom. Use them as the university of experience to graduate you into the big field of business. Don't let a gray day and a seven-week trip throw you into the rut of letting well enough alone. Only small men land in ruts. Ruts are too small to hold the big man. That kind of a fellow carves a niche for himself in the hall of fame. Rigid adherence to a fixed determination wins the heights. And you're in a profession where the will finds the way every time. You're studying the fundamentals of business— the men who make it up; you're equipping yourself for the things ahead — equipping with knowledge, with power over other men, with all the things that the captain must have to win his rank. TEST QUESTIONS 1. What are the salary limits to a good salesman ? 2. How do you distinguish the order- taker from the salesman? 3. What are three good arguments for the use of a stand- ardized sales canvass in the selling of goods? 190 Salesmanship 4. Wliat are the throe st^^'ps in the making of a sale? 5. IIow does a salesman overcome the average man's instinc- tive ant Salesman sJdp wliore under proper management it ^ould have paid gold dollars — yes, and more — SuppLYiN(; THK Demand Which brings us to another big point, namely, that even the best product in the world will not sell itself. The minute you improve your product, the minute you market a new article, the eyes of competition liegin to cast about for something to make their product equally good. To cash in, you've got to strike while the iron is hot — gain a lead that competition can't overcome, and to do this your sales work and your sales force must be so organ- ized that you can market overnight what it takes other people six months to merchandise. It is no longer a problem solely of manufacture with an eager public waiting to pui-chase and consume. Distribu- tion and selling must now be brought to the point where you can reach quickly and effectively the great masses of distributors and customers. TIh' carburetor salesman, if yon talk to him long enough, will advance fads and figures practically to prove that your whole car hinges on its carburetor. Yet your com- mon sense tells you that there are other parts equally, if not more, important. The adxcrtising man will tdl you: "When people know your goods they will ask for them." IHsirlhution of Prodiuf 197 That statement is truthful enough but incomplete. On the face of it, it makes advertising the ''whole car," whereas in reality it is just one part. An auto can't run without a carburetor, but a business man can succeed without advertising. There's more to an automobile than a carburetor; there's more to an industrial success than just good advertising. What goes before the advertising is just as important — yes, more so — than the publicity itself. Here's about the way sound instructions on how to advertise would run: Make a reliable product that appeals to the con- sumer. Secure a representative distribution among dealers who understand your product and are will- ing to push it. Then — advertise so people will know your goods and try them. For — at best — advertising, direct mail order work ex- cepted, is but one link in the merchandising and selling chain and all the other factors must be present before resultful publicity is possible. Gi\4ng the consumer what he wants does not by any means entail any decided changes in the character of a product. The addition of one little feature may make a product of which there are literally hundreds of makes, appeal just a little more to the consumer, and that little more swings the scales its way. One tooth-brush manufacturer put a hole in the end of his brush and enclosed in his package a screw to hang it on. 198 Salesmanship The first fellow wlio covered tlio working parts of an clc trie washing machine reaped a harvest of incr(»as('(l orders. Fundamentally his machine was no different from ten or more others. But he cashed in on the fact that the buyer wanted a machine which had no exposed working parts to catch and maim unwary fingers. In the straight specialty line, where selling expense some- times exceeds the cost of making the article, some manu- facturer may feel that this line of reasoning does not apply to his product — that a demand has to be created in each case before the sale is made. His salesmen may say, "No man wants what I oJffer when I enter his door. I have to make him want it." Nonsense. The article where demand doesn't exist, whether it be active or latent, simply doesn't sell. There may be no active demand for the blank check per- forator. But — there are thousands of concerns issuing checks who want their paper protected against raising. And tlio bhmk check perforator supplies this demand. The salesmen don't create demand; they awaken it and connect it vp with what they sell. The self-shavers of America felt no need for shaving sticks. But shaving sticks, as a quicker, handier method of hitlicring than the old-fashioned soap and cup and brush, found a market and a big one. Distribution of Product 199 Selling Factors Your product, whatever it may be, can correctly be divided into four component parts, namely: (1) Demand (2) Quality (3) Features (4) Price DEMAND The basic fundamental of any product is demand. If you are making work shoes, you know that there is an established market, a regular, steady consumption of this class of merchandise. So — your question of demand resolves itself into a question of turning trade to your particular brand of shoes. One man spent twenty years perfecting a machine that was so near human as to be almost uncanny in its work. For the convenience of their customers and salesmen, paint manufacturers issue what they call ''color cards." These cards carry small oblong pieces of painted paper showing all the different shades of paint. Owing to limi- tations of printing, to do the shades justice, large sheets of paper are painted by hand, dried, cut to the size, and then pasted by hand on each color card. The machine this fellow spent twenty years on did the work of ten girls ; it affixed the oblong shade papers auto- matically to the color cards. 200 Salesmanship But the entire United States offered a market, all told, for only about twenty of these machines. Demand was practically nothing. On the other hand, another man invented a metal cap for closing bottles to repUice corks. Consider tlie demand for this article and you will realize the enormous fortune this invention paid. If the demand for your product is large and active, your problem is to center as much of it as possible on what you make. Demand for soda crackers was great when '*Uneeda" entered the field. They have been so successful in center- ing soda cracker demand around their product that there have been over four hundred imitations and infringe- ments of their trade-mark and the **Uneeda" name alone is valued today at $6,000,000. If the demand for what you make is latent or partly so, your big problem is a selling one, namely, how to awaken this demand and supply it with your product. QUALITY The next consideration comes in the form of that much abused word "quality-." In this connection, I use the word ** quality" as iiidioating a degree of worth high enough to satisfy thoroughly the man who ultimately uses the article. The day of "Caveat Emptor" has long passed. Instead of letting the buyer beware lest he get poor goods, let the Distribution of Product 201 seller heivare lest he give goods not good enough to bring the man back again. For these days business is built on repeat trade. Like the merry-go-round, we must come round again and the biggest assets of any stable business are its oldest cus- tomers: FEATUEES Put your own construction on the division I have entitled * * FEATURES. ' ' Your interpretation depends upon your business. In wrapping paper, the feature of a product might be its low price, due to economy in manufacture. On the other hand, the feature of another wrappjjig paper might be its light weight and strength. Then, again, the feature of still another paper might be its appearance. If you were making overalls for workingmen, the first consideration — the big feature — would probably be dura- bility — wear-qualities. The features of your particular product represent that about it which in the last analysis appeals most to the man or woman who ultimately uses it. PRICE The last division is "price." Considering first the qual- ity of what you make, your price must be reasonable ; it 202 Salesmanship must be in accord with other similar articles of equal value or merit. Your price to the consumer must be what he wants to pay for an article of the grade and convenience you offer. And \\'ith this price to the consumer you must include : (a) Cost of manufacture plus general overhead (b) Soiling cost (c) A proHt for yourself (d) A pr(^t for the distributor or retailer But the man who goes out to market an article on price alone — on a low price — is making a bad business move. He is handicapping himself and stamping his product "cheap." He is making as big a mistake as the fellow who asks more than his goods are worth. All these things combine to make the ideal product — the easily marketable product — which brings repeat orders and steady business. Demaih) plus quality plus featuees plus price. I wonder if you haven't sometimes compared the discrep- ancies between cost to make and selling prices in various businesses and wondered how the other fellow "got away with it." For instance, the shoe manufacturer whose selling cost averages about 7 per cent looks fighast at the computing scale manufacturer who pays his salesmen a 40 per cent commission. Distnhution of Product 203 Both these selling costs are included in the price the con- sumer pays. And yet in both cases the price to the consumer is equi- table. The consumer buys shoes because he needs them. The butcher needs a scale but doesn't realize it. The shoe purchaser buys. The scale buyer is sold. And because in the natural course of things it takes more salesmanship to make a butcher or grocer buy something which he at first doesn't feel the need for, the scale sales- man gets 40 per cent as against the shoe salesman's 7. Let's see how both articles work out in the hands of the men who use them. The man who buys shoes unknowingly pays a 7 per cent selling cost because a good salesman has placed a par- ticularly meritorious brand in the store where he bought. He gets full value out of his shoes. The butcher up to the time he put in the computing scale lost money by errors in computing weights and prices of meats. The scale saves him money; it pays for itself year after year and surely it was Avorth the 40 per cent selling cost which he unknowingly paid to have this continual money-saver brought into his store. 204 Salesmanship The law of averages governs the per cent cost of sales. The harder an article is to sell, the more it costs to markei it; the easier the sales come, the lower the expense. And — as a final proof that in spite of these widely variant selling costs trade is just and equitable, at the end of the year the computing scale company declares the same div- idend on its grods sales as the shoe manufacturers. Factors in Distribution "Working inclusive from manufacturer to consumer in general lines of trade, we find twelve big steps or factors in distribution. These factors are as follows : (1) Manufacturer (7) The Jobber (2) Sales Policy (8) Jobber 's Salesmen (3) Sales Direction (9) New Dealers (4) Employing New Men (10) Old Dealers (5) Training Old Men (11) Retail Clerks (6) The Salesman (12) Consumers All these factors play their part before your product reaches the ultimate consumer through the ordinary chan- nels of trade. For instance, a manufacturer of heavy machinery selling direct to bottlers, whose salesmen are calling on the ulti- mate consumer, may trutlifuJly say, **It doesn't exactly apply to my business." But — his business is in the minorit}'- and he will find enough material of value to him in this work easily to counter-balance what doesn't directly apply. Distribution of Product i06 Thtt above as an explanation — not ao apology. The well-balanced business must be governed by certain clear, definite, strictly adhered to sales policies, embrac- ing prices, discounts, methods of distribution, etc. Sales direction is as important in business as the work of a general in directing his army. The difference be- tween efiScient and hit-or-miss sales direction spells the difference between profits that can easily be lost and maximum returns from the efforts of all concerned. Emplojdng new salesmen? Where are you going to get them? How are you going to pay them? How can you insure maximum successes from new men put in the field! All these questions must be answered. Then the problem of training of new salesmen so that they will be fit and productive representatives. What is the best way to do this ? Again, the salesmen as a class — the men you now have in the field. How are you going to keep them working? How are you going to direct their work — keep in touch vnilOi them and ttieir territories? If you are distributing through the jobber, how are you going to sell him in the first place ? What can you do to help his men in turn re-dispose of your product to the trade? Then back to the direct problem of yonr own saJesmen. How can they best go about getting new customers ? What can they do to develop the business of old trade and help 206 Salcsuwnship Progres- \ Reputation / \ sjveness ^ A '"^<='°T' 1/ \ y(Organization) PRODUCT JDemand Quality Features Pnce 1 >/Sale3 \. y^ Policy \^ \ Sale, D.- ^ FlQ. 4. — The Distribution Proceis Distribution of Product 207 retailers dispose of an increased quantity of your product? What can you do to enlist the retail clerk on your side and get him back of your goods? And — how are you going to enlist all of these forces to- gether to influence, by that strongest of all advertising- word of mouth publicity of the one man or woman who really counts, the ultimate consumer? The balance of this book is designed to answer these questions. TEST QUESTIONS 1. Wliat is meant by the expression "consumer demand"? 2. What factor in consumer demand did Kellogg recognize when he sealed his corn flakes in waxed paper packages? 3. What made possible the success of the oil map ? 4. Why is mere publicity or advertising in itself not sufficient to insure the successful distribution of goods? 5. What are the four selhng factors by which the selling qualities of any product may be judged? 6. Make a list of at least six different products which have built a demand ai'ound themselves similar to that of the "Uneeda Biscuits." 7. What does the author say in regard to the new business interpretation of the old principle of "Caveat Emptor"? 8. Do you train your observational power for detecting the "feature" quality in goods by analyzing everj^thing that you have to sell and everything that you buy from that point of view ". 9. What factors are included in the price to the consumer ? 10. What are some of the elements that enter into the selling cost ? 11. Explain why certain specialties have an unusually high selling cost. 12. What are the twelve factors in distribution ? DIVISION II sound selling policies Value of Sound Policies The great bulk of merchandise manufactured in Amer- ica reaches the ultimate consumer through retail chan- nels. Consequently we will deal with selling policies from that angle. At the same time the manufacturer whose salesmen call directly upon the final users of his product will find much of the material in this division applicable to his partic- ular situation. Just as the community in which you live has fixed laws to govern current, often recurring conditions, certain laws should be evolved to govern the general selling pol- icies of your business. And once decided upon, these policies should be adhered to as strictly as a well-operated railioad keeps its trains limning per time table. Definite sales policies do away with the annoyance of being continually called upon to decide petty, minor ques- 208 Sellmg Policies 209 tions; they prevent complicated situations and keep the road clear for rapid progress. No one man should decide the question of what these pol- icies are to be. They must, to be sound, represent the consensus of opinion of the executives of the institution as a body. Pkice The first policy to be decided upon is price. Get out your cost sheets; call a conference; decide on what the prices shall be all the way up and down the line of distribution ; get your quantity discounts fixed. Put the whole thing dowTi on paper. And — let your price list be your price policy; stick to it. More especially in lines distributed through the retailer, prices must be as firmly fixed as the pyramids. It is absolute commercial dishonesty to have one price for one man and another figure for another fellow on the same goods in the same quantity under the same sell- ins: conditions. -& And in these days of close retail associations, it is only a question of time before somebody starts comparing notes, and that's fatal to the manufacturer with rubber in his price list. 210 Salesmanship And evorj' manufacturer \vlio has liivon his salesmen lee- way on the price question knows that if given an inch tliey'll take a mile every time. For the salesman who knows that his company will cut prices under pressure almost invariably brings that pres- sure to bear. The result is slashed profits. Apart from comparing notes with each other, retailers soon grow to know the manufacturers whose prices are elastic. You yourself can have but little confidence in the clothing store whose price tags are only a basis for dickering. And on the same principle exactly, the retailer has but very little confidence in the manufacturer whose prices can be forced down by shrewd buying and trading. Set your prices at a fair figure. Put them where both you and the retailer can make an honest profit. Offer quantity discounts if it is advisable, but don't give tlie discounts except where the (juantity is purchased. A fixed price basis constitutes a basic sales policy that furnishes the right kind of a foundation for big business. About six years ago the writer was called into consulta- tion with a large manufacturer whose product was dis- tributed through hardware stores and lumbermen. There were 6,200 customers on their ledgers. Selling Policies 211 And in a big card index file they had one card for each customer showing the prices he bought at. 6,200 price cards! Think of it! To all intents and purposes this concern's prices were whatever the salesman sold at and whatever the retailer would pay for the goods. Unfair? Decidedly so! Smith, in Bloomington, bought a carload per year for $1.75 per unit. Jones, in Springfield, purchasing about half as much as Smith, was buying identically the same stuff for $1.00 per unit. Competitors, beginning to realize this situation, were using it as a leverage in displacing our client's product. Merchants were comparing notes at conventions and the result was lost customers. The price situation was the result of a phenomenal growth in a comparatively short space of time. And the larger the business grew, the more complicated and unhealthy the price situation became. At the time when we were called in, those 6,200 price cards were fast becoming a menace to the future of the institution. In the course of our investigation we found that net profits were lower in this particular concern than in 212 Salesmanship others in the same industry. This was largely due to the fact that the majority of their salesmen took advan- tage of the situation and sold at the low rather than the high prices. After three weeks of careful assembling of information, wo found that at a price scale about equal to other man- ufacturers in similar lines, our client could net the same profit on three-fourths of his current volume. In other words, they could lose 25 per cent of their trade and still make as much money, provided the remainder of the business were put on a fixed price basis. A few minor changes wore made in the product to justify the use of the word "Improved," which we added to their label. And on March 14, 1908, their first fixed price scale went into effect. No notices were sent out to the trade. All work was done through the salesmen, who covered their territories once every sixty days. Each salesman was called in, individually instructed on the new price scale, and shown how the product had been improved. Naturally the customers who had been paying more than the new price scale gladly accepted the decrease. The rub came with the retailers who had been purchasing at less than the new price scale called for. SeUing Puiicies 213 But with the aid of the word ''Improved" on the label and the slightly bettered quality of the article, our sales- men won over a high percentage of this class of trade. True, we lost a large number of customers who refused to pay the increased prices. But in most towns where we had a dealer for any length of time, the brand was well enough known to enable our men to open a new distributor on the established prices. As the result of four months of hard work, one printed price list replaced the file with its 6,200 cards. The business was moved from the shifting sand base of elastic prices to the bed-rock foundation of a fixed policy in this direction. And later developments in this particular industry proved that a continuance along the original course would have meant inevitable ruin. About the only business in which there is any excuse for different prices to different people is one where every job is a "special" and prices based on cost to manufacture are submitted in competition. Selling the Jobber The next big question to be settled in most businesses dis- tributing through the retailer is, ''Shall we or shall we not sell the jobber?" 214 Salesmaiis]iip Somehow or other, I have met but few men who took a sane, rational view of the jobber question. Most of them were either strongly for or against. The jobber worth selHng today — the big fellow — as a rule prefers to market your product under his own private brand. For instance, in the hardware trade the brand "Revenoc" belongs to Hibbard, Spencer, Bartlett & Company, the ''Keen Cutter" mark to Simmons, and the ''Diamond Edge" to Norwall, Shapleigh Hardware Company. In the grocery trade Sprag-ue, Warner own the "Richelieu" brand, etc., etc., etc. In this connection, it is hardly necessary even to discuss the question of whether or not you want to supply the goods to be resold under his mark. Manufacturers supplying these goods are simply taking advantage of an outlet for a considerable ([nantity of mer- chandise at a short margin — using the outlet to help keep their overhead down. But tlie ultimate good-will effect of building uj) the trade- marks go to the concerns owning them. A change in source of supply, so long as the goods are uj) to grade, does not afTcct the sale. The r<'al jH'oblem of jobbing distriltulion comes when your salesmen arc in the field selling your product under your own brand. Selling Policies 215 No jobber will long refuse to sell what the retailer con- tinually asks for on account of a consumer demand. And if your field work has been intelligent enough and your product has the appeal, first thing you know the job- ber's salesmen report in to the house and you have an opportunity to sell a considerable quantity to jobbers as against small lots to individual dealers. Here is where the need arises for a definite policy in this respect. First, let us analyze the jobber and the conditions sur- rounding his business. Jobbers in the majority of lines are with a few exceptions largely local institutions — confined to the general terri- tory in which their offices and warehouses are located. It is easy to understand why this is so. In the United States there are 56,000 grocery stores, 27,000 furniture stores, 42,000 druggists, 20,000 jewelers, 30,000 hardware stores, to say nothing of the other classes of dealers who bring the total close to three-fourths of a million. There are 148,000 general stores alone. In your grocery line, for instance, the retailer is only occasionally in the market for the line of an individual manufacturer and then buys only a small quantity. Con- sequently the manufacturer's salesman is at best justified in caUing only at long intervals. On the other hand, the grocery jobber's man will call every thirty days or even oftener. The jobber can afford 21 fi S'-advised distribution through both jobber and retailer. On the other hand, if the Robinson outfit hadn't tried to use tlie exclusive agency as a talking point, their jobbing business would have been fairly well worth w*hile. It is a matter for consideration — for the exercise of judg- ment based not only on present conditions but on future possibilities. THE PLACE FOR THE JOBBER Don't imagine for one moment that I am decrying the Jobber ajid his position in the field of distribution. Not a bit of it. No factor in commerce is more valuable in its pr()j)er phu-e than the jobbing house. F^or instanre, lirrc is I'urkc manufacturing one small articJe — a patented pair of pliers. It wholesales to the dealer for 30 cents and retails to the customer at 50 cents. The average (haicr buys a dozm at a time — total, $3.(30. Never in the world would I>urke's pliers justify his employing traveling salesman to call on the trade with his (»n«' HPuill artif'h'. Their total sales, let alone profits, wouldn't pay traveling expenses. Selling Policies 221 To market his goods, Burke has got to do one uf two tilings: Either put it out through side-line commisBion salesmen or give it to the jobber. Side-line men arc unsatisfactory. So right here the jobber plays a big part. His men, closely covering the territory, show the Burke pliers and get a number of small orders — representative distribu- tion. Instead of being obliged to handle one thousand individual dealers and wait for his money, the jobber car- ries over the account and gives Burke an immediate check for the total amount. In practically every staple situation the jobbel' is a val- uable factor of distribution. Where close working of territory, small dealer stocks, and frequent calls are necessary, the jobber is more capable than the manu- facturer himself. But — get this right. Wliere missionary work and intro- ductory sales efforts are required, with very rare excep- tions, the jobber is impossible. However, in cases where the demand exists and the man- ufacturer wants added volume, the jobber gets orders which in the ordinary course of events would be diverted elsewhere. We have had many experiences where the manufacturer phu?ed one of his own men on the jobber's staff and secured excellent results. This special man not only addressed meetings of the jobber's sales force, but went out in the field, made sales, worked with and educated 222 Salesmanship the individual men until they were capable of putting the proposition over. First take a careful note of every pliase of your situation —past, present, and future ; weigh the advantages of job- ber distribution against its disadvantages; and then let the question be decided by the facts. Dealer Policy The matter of dealer policy nowadays resolves itself largely into the class of dealers you distribute through, whether or not you will grant exclusive agencies on your product, and what assistance your men are going to ren- der the dealers handling your goods. The class of dealers you distribute through is largely fixed by precedent. In this connection, however, I might call your attention to one case where a corporation mak- ing a corrugated iron roofing, whose product had been distributed exclusively by hardware stores and tinsmiths for a number of years, added 25 per cent to its yearly sales by starting an aggressive selling campaign on the lumber dealer. They had been bound hand and foot by preeodoiit. Except in a few isolated cases, the lumber dealer had not been considered as a distributor, but once the ice was broken it spread like wildfire and today you'll find Imt few lum- ber dealers who are not handling corrugated iron and all that goes with it. From a distribution standpoint, the Ciillette Safety Razor was cutlery and should have been distributed through Selling Policies 223 hardware stores exclusively, but as a matter of fact you '11 find it everyAvhere, from the corner drug store to the cigar store in the next block. And this ahnost universal distribution has played a large part in its success. The Exclusive Agency Next, as a question of policy, comes the exclusive agency problem. Shall it or shall it not be? Judge for yourself. For many years, *'We give you exclusive agency" has been regarded as a strong talking point. Yet, in the paint field, where exclusive agencies are probably more uni- versally offered than in any other industry, '' Jap-a-Lac" walked in with a general distribution and no protection and swept the market. The manufacturer who offers the retailer an exclusive agency purely with the idea that it is an additional talk- ing point makes a grave mistake. The real reasons for an exclusive agency should be (1) because one retailer can sell a big enough proportion of the goods per year to justify it and (2) because the mer- chant in return for the agency will get back of the prod- uct and co-operate. A large manufacturer we number as a client offers exclu- sive agencies on his principal product. In a small Wisconsin town he has one dealer doing a business of ten thousand dollars a year. That dealer '2'24: Salesmanship would be wurtJiy of protection against comi^etition even if it were the exception instead of the rule. In a neighboring town where opportunities are even greater, this manufacturer has another dealer whose yearly business averages only two hundred dollars. This in spite of the fact that to our positive knowledge over eighteen thousand dollars in this line are sold every year in that particular community. The extreme cases of those two dealers — one good and one very poor — should serve to illustrate the danger of the exclusive agency, simply because the majority of your dealers are bound to be in the average or poor class. We have in several cases made the recommendation and seen it put into successful operation that the exclusive agency be given, contingent upon the dealer's producing a certain volume of business the first year. In the event of his failing to do so, the town automatically becomes an open market. Wherever the exclusive agency proposition arises, the choice of dealers is vital. The representation of your product in a town under these conditions pictty nearly determines what your volume from that section is going to be. More and more every day we grow away from the exclu- sive agency proposition as a fixed, definite policy and make our law in this connection flexible enough to pro- tect the deal<'rs whose business justifies it and throw towns wide open where the opposite liolds true. Selling Policies 225 Dealer Help Then arises the question as to the amount of co-operation you are going to extend to the dealer. As advertising is being treated separately in this series, I am going to eliminate it from my book and deal entirely with the function of the salesmen. Your salesmen have two classes of retailers to deal with : (1) The new buyer (2) The customer — established trade I would make it a standard practice for every salesman who opens a new account to spend five minutes Avith the merchant after the deal is closed, giving him and, if possible, his clerks a crisp, clear talk on the selling possi- bilities of the product and getting them in a receptive frame of mind, and then return after the goods are delivered and get them started right. In all calls on established trade, we have found it of great value to have a standard practice for salesmen to work from. Instead of going in aimlessl}^ with the idea of making themselves agreeable, under our plan men enter the store with the fixed purpose of showing the merchant and his clerks the best way actually to sell the products of our client. They substitute information for hand- shaking and leave behind them enthusiasm and knowl- edge. The average man has no idea how much can be produced in cash returns by a sales force where the return call on 226 Salesmanship a dealer is made with a specific object in view and a defi- nite method of producing the desired end with the dealer and his clerks. By all means, wherever it is possible, force your salesmen to call on consumers. This keeps the salesman's per- spective intact, gets him mentally back of the counter ivith his customers, and forces him to work with instead of against the retailer. Consumer Policy Last of all but not least — with due apologies to the long dead and gone gentleman who first used the phrase — comes the matter of consumer policy. When I start talking about this, a lot of you are going to stop listening. Simply because it's a subject wliich most of us prate glibly of in pul)lic but fail to practice in private. What I'm getting at is this: Are you honest? £f you aro, your consumer policy is *' Money's worth or money back." And you'll live up to it. In tlie strife and tnrnioil of the problems and the questions riglit iiiidcr our own eyes, we sometimes lose our perspective — lose sight of what hap- pens when the fellow who finally buys what we make finds something wrong. Selling Policies 227 You pay good money for the printer's ink kind of pub- licity. But the best advertising in the world is that of the fellow who likes you, your product, or your proposition, and by word of mouth conveys his opinion to another who may 3ome day buy. And oftentimes the complaint that is made right cheer- fully and with a good grace makes a better friend than the product that was satisfactory in the first place. Gain the good-'\\'ill of the ultimate consumer — the man whose favorable opinion of your business is built by an iron-clad policy of giving him what he pays for. TEST QUESTIONS 1. G-ive at least half a dozen advantages that result from a definite sellmg policy. 2. "What are the advantages of the fixed price ? 3. Have you had any disappointing experiences, either in buying or selling, on account of the absence of a fixed price policy? Could they have been avoided or remedied by a fixed price policy ? 4. "What advantages does a manufacturer derive from selling the jobber? "W'hat disadvantages? 5. How does the general average of the jobber's salesman compare with the general average of the specialty salesman ? 6. "What confusion is likely to result from a combined "selling the jobber" and "exclusive agency agreement" gelling policy ? 7. Is the jobber likely to continue as a factor in the distribu- tion of goods ? "What arguments for your answer ? 2-8 Salesmanship 8. What are some of the advantages and some of the dangers of the exclusive agency ? 9. How can dealer help bo used effectively hy salesmen? 10. Why should the manufacturer and distributor have a definite consumer policy ? 11. What is meant by word of mouth advertising? What is its value? 12. What objections exist against introducing a new line of goods to the public through the jol)ber' 13. Account for the fact that in the majority of cases jobbers cover but a limited territory. 14. Make a list of at least a dozen lines of trade-marked goods which bear a jobber's brand. DIVISION ni the successful sales manager His Problem Jackman was by far the best salesman on old Silas Gregg's force. One fine spring morning, Gregg, without any "if's," **and's," *^ why's," or "wherefore's," picked Jackman up bodily and planted him in a private office behind a glass door inscribed "Sales Manager." In desperation, Jackman stopped Gregg and asked him, "What do you expect of a sales manager anyway?" Over his glasses, grizzled, gray Silas Gregg looked at his new executive. "More sales and a lower selling ex- pense," he answered. "How?" Jackman 's voice bore the semblance of a ti'emble. "That's the one question my sales manager has to answer for himself," answered Gregg as he left the room. And the showing of the result records of any business indicates the degree of success the sales manager has met 229 230 Salesmanship with ill answering tiiat vital question ot" how to increase sales and decrease expense. Types oi" Sales Managers For our purpose there are two broad classes of sales managers: first and by far in the majority, the detail type, and second, the creative type. THE DETAIL TYPE In speaking of the detail type of sales managers, I refer to the fellow whose main burden seems to be to keep the clerical work of his department in shape — who spends more time auditing expense accounts than in opening new territory — in short, the man who overlooks the oppor- tunity which is placed in his hands and grinds away day by day at a petty task that never ends. Enough of this type of sales manager. If he wasn't in the majority, the creative type couldn't by any possibility command the salary he does. THE CREATIVE TYPE Tlio creative type of sales manager is the fellow who will take raw material and turn out a finished salesman — the man who holds tiif reins on his force so that high speed is the daily rule and maximum results the monthly record. lie is the type to model after; he is the man who com- mands as large a salary as the president of the company he works for. Jle is the fellow big jobs seek year after yoar — the fellow who has a future because be has made his past. Sales Manager 231 Full Authority Absolute authority over his men is the first tool that should be placed in the sales manager's hands. If a salesman knows that he can go over his sales man- ager's head to the man above, that sales manager's authority is nil. And without full and absolute authority notliing can be accomplished. Taking it for granted that the executive is free to fire, hire, reprimand or praise, cut salaries or raise them, he is ready to mould the men under him to his ideas of what the efiScient sales force should be. Just as surely as distrust breeds distrust and confidence begets confidence, the attitude of your sales force toward you is a reflection of your attitude toward them. Attitude Towaed Salesmen Too many sales managers have the tendency toward fraternizing — toward being "good fellows" with their men. When a sales manager makes the statement, "Why, the boys come out to my house to dinner; they'd do any- thing in the world for me," beware — look out. Unless it is an exceptional case, that man's sales force feel that he is easy and take advantage of him in a hundred little ways, which, multiplied by the number of men in the field and the working days of the year, total into an appalling deficiency. After all, a sales force is rather more than less like a class of school children. They are temperamental, nerv- 16 23'2 Sales rncHi ship oue, have more whims than an old maid vrith an independ- ent income and a pet oat, and if you let them thftv '11 run away ivith you and over you in the bargain. There is just one really successful attitude to gain ami maintain toward your salesmen. Here, briefly, is the backbone of it : Be just; at all times be "on the square." A reputation for year-round justice is worth more with the men than being known as kind and considerate. Strictly business at all times keeps out that personal note which sometimes makes men take advantage t)l' you. REBUKE AND PRAISE Be slow to rebuke and slow to commend, but when you find it necessary to do either, bear down hard. Forget the petty little things that hamper and annoy, but when a big fault arises stamp it out like you would an incipient prairie fire. Don't commend men for their little suc- cesses ; constant praise takes off the edge when a fellow accomplifiheB something big and really worthy of special notice. Make your men work to avoid your criticism and gain your commendation. Don't misunderstand me; by no means do I reconuiK-nd that the sales manager act like a machine, but 1 do say that if you want to gain the full benefits of the authority that's vested in you, you've simply got to live up to your position. Be business — all business; make your eoinmunications short and to the point Sales Manager 233 Know to the dot where the weaknesses and strength of your individual salesmen lie. Bolster up their weak- nesses; foster their strength. Bear down where it's nec- essary and lift up where the situation requires it. The most capable salesman on your force should be you yourself — yes, you, the sales manager. Unless you can personally sell, how can you show others how? Supervision of Sauesmen The selection of new salesmen is a problem which you must solve to the tune of the highest possible number of successes from the total men put out. Upon the training of these new men, pro^dded the selec- tion has been advisedly made, depends to a great extent their success and the kind of representation they give your house. Your general daily duties — the supervision of your men — involve two things: (1) handling each salesman's problem as an individual situation and (2) getting max- imum results from the sales force as a whole. Some sales managers attempt to bolster up the weaker sisters on their forces by letters showing them how they ought to sell. This is all very well, but it's like giving a man a dose of plain water when he needs a shot of some strong med- icine. 234 Salesmanship Your successful sales manager goes out in the field with the fellow who is falling down, spends several days with him collecting his weakness, showing him how to over- come it, and then jumps back to the oflice to supervise liis force as an entirely until the next call comes from the lirld. In this way, through int4?lligent, well-thought-out, per- sonal work with his men in the field, the good sales man- ager eventually gets his force to the point where they are all above the average and things begin to run smoothly. He keeps a bright edge on his own selling ability and a close grasp of conditions at all times. As business jus- tifies it and his office work increases in volume, one of these days he takes one of his best men off the territorj" and makes him a special representative, doing nothing but traveling with the other fellows, whipping them in line, helping them solve their individual problems, and keeping the house in touch with the field. Shed Details Non-productive detail work is the enemy to efliciency in any executive position, most especially in the sjiles man- ager's position. If you keep your eyes too close to the ground, you lose perspcotive altogether; that is fatal. In many cases where, after conferences with the heads of l)usinesHeB, wo have decided upon a certain plan of procedure, tlie sales manager when called in will say, "Can't be done," and will (|Uote some single salesman's or individual dealer's situation to prove his case. Sales Manager 235 As a matter of fact, almost invariably the case he quotes is the exception; the majority — the ones that prove the rule — are never even heard from ; but he takes this indi- vidual case as a key to the whole situation. That is wrong. The sales manager must look over the proposition as an entirety ; he must have and should have a bird's-eye view. He should see through the eyes of every man on his force and then filter their views through his own understanding before putting them in the melting- pot which yields his working standpoint. Every letter, every report, every sign emanating from a salesman or a customer should be perused and digested by the sales manager, no matter w^ho files the report or answ^ers the letter. The daily reports from the salesmen are the glasses through which the sales manager looks into his selling field. His personal work on the firing line with the men verifies his impressions and keeps him, as well as the men he works with, in top-notch condition. His maps and card records chart progress and indicate possibilities. His correspondence carries forth ideas, strength, and enthusiasm. His attitude encourages strict business, fair play, and honest effort. 236 Salesmanship His department is molded to fit m watti other depart- ments. The rough spots are ironed out — the smooth ones polished. And the combination of his work, plus perspective, plus creative efforts, brings what old man Gregg and the head of every other business in this world want, namely : More sales at less expense. TEST QUESTIONS 1. What are the two chief types of sales managers? By what characteristics are they distinguished? 2. How much authority should the sales manager of a con- cern possess? 3. What should be the attitude of a sales manager toward the salesmen ? 4. What are the two big problems involved in the supervision of salesmen ? 5. What is the real money problem with which the sales manager is confronted ? DIVISION IV bases of compensation for salesmen The Problem Here is a real problem. And the right answer is worth far more than the time and thought you'll spend in getting it. "What basis of recompense can I establish which will keep my good men satisfied, prevent over-pay- ment of mediocre salesmen, and minimize losses on the fellow who falls down?" The solution to that problem will forever relieve your mind of the worries and perplexities arising from the recompense situation as it affects your salesmen. Classes of Salesmen to Consider In the last analysis you have three classes of men to deal with. First, the man who is making good — big — the fellow you have simply got to retain. You can't afford to have him dissatisfied on the recompense end. It cuts down his working efficiency and lays you open to the danger of losing him. 287 238 Salesmanship Then, you have to consider the average salesman — the mediocre producer — whose sales do not increase froMi year to year in proi)ortioii to what he tliiuks is fair in the way of recompense. And last of all, you have the man who doesn't make good — who falls short of the mark that spells profit. And the money lost on him raises the sales expense and lowers the returns to the men who do produce when the basis of recompense is a salary. The ideal situation for you to work for is one which auto- matically gives each man exactly what he earns, yet is of such a nature that you still retain complete control of his movements and time. The Three Bases of Compensation To arrive at this, let us first consider the three bases of recompense which, broadly speaking, constitute the methods in use today. Here they are: ( 1) Straight Salary (2) Straight Commission (S) Salary and Commission STRAIGHT SALABY The morfhant who does a credit business has to charge more for his goods tliaii tlie fellow who gets spot cash for his merchandise. nie customer pays for the lost accounts and the interest on outstanding money. Compensation 239 Just so, tbo good salesman oti a salary always gets less tlian he actually earns. It cannot be otherwise. In return for the assured steady income of a straight salaiy, his employer is forced to protect against the loss caused by the fellow who doesn't make good and the occasional over-payment of a mediocre producer. In the great majority of the staple businesses of today a straight salary is the basis of recompense for the sales force. Employers feel that it gives them absolute control over the men. They feel that it is the sound, legitimate basis of recompense and they are affected by the precedent set in every other department of their business where employes are paid so much per week, per hour, or per mouth. Yet, in the long run, the straight salary basis is the riskiest and the least satisfactoiy of all methods. It works an injustice either on the good man or the house. Somebody is bound to suffer. In employing new men the house pays them a salary to start on and assumes all the risk. The salesman takes no chances whatever. I will agree that in some highly stable businesses where the house itself plays so large a part in the sales that the man is simply a living follow-up on the dealer, the straight salary basis is all right. But these instances are few and far between and even there a re-adjustment can be made that benefits both parties to the transaction, 240 Salesm a ii sh i p STBMOHT COMMIS8ION Now in many ])nsinosses wlioro tho porciontaa:*^ of success among new men put out is very low — where the selling ia extremely diflficult, the straight commission basis is in use. Some of the specialty concerns pay as high as 40 or no ))er cent on the sale; some concerns marketing more staple articles ])ay as low as 3 per cent on the possible volume of yearly business. The rate of commission is worked out according to what the man with the caliber it takes to sell theii- j)roduct must earn per year to be satisfied. The salesman who goes out on a straight commission basis really stands on his own feet. In spite of the fact that new men are usually advanced expense money, they invariably feel that they arc working for themselves. And riglit tlicre comes the rub. In very few cases do you find the employer with his sales force on a commission basis holding absolute control over }iis men. This condition Jias its origin in the cinployiiicnt of new recruits. The salesman assum-CA.^3'-\^ fyLiK< ^, /9/S- Explain Why You Did Not Make Town Per Route :z£^j^ Date. ^M^. %- Salesman. ^/r^ /^llxL^ Fig. 6. — Change Boute Card Fio. 7.— Map and Tack Diagram Controlling Salesmen 255 In the course of our service to one large corporation sell- ing grocers, we found the credit loss to be about iy2 per cent on sales. It developed that this was due almost entirely to the fact that the salesmen, left to themselves, called on the dealers they felt were easiest to sell — incidentally the worst credit risks. Something had to be done. We recommended that in addition to routing the men according to the towns to be made, they be given at the same time the names of the dealers to be seen in each town. The dealers selected by the office were, of course, care- fully *' hand-picked" according to Dun and Bradstreet. The combination town and dealer route sheet looked something like that shown in Figure 8. Inside of one year, with the calls laid out beforehand for the men, the percentage of credit loss was reduced from the one and a half figure to five-eighths of one per cent. It has been our experience, too, that salesmen work better when their work is carefully specified in advance. We have found that simply listing in advance the names of prospects or merchants for salesmen to call on is an excellent way to increase their volume of business. It makes them work harder by giving them a specific duty to perform. 256 Salesmanship Salesman ROUTE AND CALL SHEET _^.0^_^:;1^^::^ See Dialers in Order Lifted Per Dataa Date De Town State Mail Jlf:it.l tM-ti-^yV. v_^« gy^ i^xxyr-c-^^ a^^Zt^. ^JO"^ gjL^d^. d^. (gu^ l^-7~iX>. ( X.>^-T-£-<-t»<^-- '''^yi c^^'iA.aJijt^Ztc-^^ V ^/? ^/, ^Vn-it.-^l/t-t*-/ ^. (y^ iriA'>-«--^t<-*'»'v-«- '^T-*-*. <=^ y^ ~i4/. 0\_-u« — '^%-**-^«-w»^-<_-d^ ■<3^ V-V.5 (^ p>>>^. g^. -^^^^o^ Ca/u^^r s^^o yj6ur^.(^. v^^ Flo. 8,— Bouto and Call Sheet It is simply the application of Emerson's efficiency prin- ciple of the specified task versus haphazard working. The less detail you leave to your salesmen, the more time they will have to put in actually selling: and the fewer valid excuses they will linvc to offer for wasted tmie. A bi^ specialty concern whoso |)rospects were, to all intenta and purposes, everybody and anybody who had Controlling Salesmen 257 the money to pay for tlieir goods made an interesting experiment in this connection. They had been in the habit of turning their men loose in a territoiy without leads or definite call instructions. The result was that even their best men worked in a hap- hazard way. The old rule, ''What is ever5ijody's busi- ness is nobody's business," worked out here to the tune of "When every man is a prospect for my proposition I don't know -who to call on first," and the salesmen spent a lot of time deciding. So — as an experiment, the sales manager of this com- pany, before he sent a man into a town, made out a list of the people he thought could be sold and turned it over to the salesman on indi\ddual cards with instructions to call upon and report on each one. The results were wonderful. The minute the salesman landed in a to^vn he knew right where to go. The second he finished with one man he was ready for the next and knew where to find him. And in spite of the fact that these cards represented only people whom the sales manager felt were possible buyers, the psychological effect upon the salesman was excellent; it injected just a little more stiffness in his spine and put a little more tenacity in his selling attitude. The importance of routing your men and of creating specified tasks or standard calls for them can hardly be overestimated if you expect to get maximum results out of the force. 258 Salesmanship The portion of the sales direction treated on above corre- sponds to the instruction, "Go do it." Now comes the question of how to make the men obey these instructions. There is only one way to accomplish that. DAILY REPORTS And that lies through comprehensive daily reports which keep the sales manager in complete touch with every move the man makes on the territory. As a complete fundamental daily report system, we have found the following a good working outline : (1) Daily Time Reports (2) Customer Reports (a) New Customers (b) Old Customers (3) Prospective Purchaser Reports (]) Time Reports Under the workings of this method, the salesman at the close of each day reports to his house the general dis- position of his time from eiglit-thirty a. m. to five-thirty p. m. Figure 9 is a specimen daily time report. It is simple and easily understandable. The thought back of the time report is this : The average salesman has a natural tendency to waste time each day Controlling Salesmen 259- DAILY TIME REPORT Date Salesman , Time State Briefly DispKjsition of Time Result 8:30 Started Work f. ^. "^ 9:30 A. M. «0 10:30 A. M. X:LW / O o-'cZc-c4r O ^o ^;:z—z loll:30 A.M // ^^iA^^UK ^'V^C ^e^''-yv<.ayi,^ixy /,^->-»>-^. C/l <>-j..c^v<--^Le^u-»v^ o-<^^ '^ to 12:30 P.M. ,^o.txs..-v-*_ C^Cxy 10 1:30 P.M. oV 10 2:30 P.M. V J^. to 3:30 P.M. ^J^J-^U^uJ-Tv-C^ 3-^^ to 4:30 P.M. -^C^->- ^^~i^^^^<~S^^^3[IZ7 G^'^-cCc.x^ to 5:30 P.M. Remarka Stopped Work 6 p.m Fig. 9. — Daily Time Eeport 260 Salesmanship that totals into an apijalling number of hours in the course of a year. 'J'his is due primarily to the fact that the house as a rule docs not check his expenditure of time. His day, say from eight-thirty a. m. to five-thirty p. m., is paid for by, and belongs to, his employer. All other employes have to account for their time. Why not the salesman? This time report is simple and easily filled out. It has a strong moral influence on the fellow making it — a ten- dency to drive home to him the value of his time. It is an influence toward making him start a little earlier in the morning and a preventive of ** knocking off" too early in the afternoon. So far as I know, this daily tume report is original with ns and wherever we have installed it in combination with the other sales controls it has invariably worked out in a highly satisfactory manner. The time report gives us the general disposition of the man's time. (2) Cvstovier Rr ports "We next have to consider tlie results of his work as shown by the two classes of reports: new customer and old customer. Tn the hands of the earcfnl sales manager, these reports <]o two things: (1) They give him a graphic view of the results of the salesman's work day by day and (2) they Controlling Salesmen 261 make possible a follow-up from the house which greatly enhances the personal ell'orts of the men in the field. For the sake of convenience in handling and graphic com- parison, we recommend different colors and individual reports on each class of buyer. Name Town . NEW CUSTOMER REPORT JzyL-jt^^ ^Co--*-^ State. .^^T'^'g-r-t^-^t^ Salesman . ^""^AA-rx^^i^ Pate , ?/ ^ ///J- v_^--->-?v^-iwC- .--;^3^-g-tf->^<-^^a^ ^-0-^^-<-^^^'>->7-e'>X^<^ . yj-ji.^ ^^—(X—c^ JXA-^^-uyC'C^' <^ JiA'iyi.y^yf.^ g;>c^-t^-g^-<3 'gjL-cx.-og/cl,^^. Fig. 10. — New Customer Report 'New Customers. — Figure 10 is an example of the general character of these reports and the co-operation work from the oflSce they make possible. The sales manager, upon recei^^ng this report and accept- ing the order, issues a letter somewhat along the follow- ing lines : -()12 Salesmanship DSiLB Mu. MlLLLR: Our Mr. Ward pent in your order for a. dozen TT.irvMter Hay Carriers. This really roj>roscnt8 more than face value to us, an it ia a first order from a new cuBtomer. I not only want to thank you for the business, but I want to assure you that we are going to do everything in our power to keep your account active on our books and give you the kind of service that makes you a friend as well as a customer. The Carriers are being shipped today. Very truly yours, S.VLES Manaoeb. Now a lottor of that general character going out to every new account which is opened tends to cement the rela- tions establislied by the salesmen and to make the cus- tomer feel that his business is appreciated, and we all like appreciation. Old Customers. — Next the sali'S manager takes up his reports on old customers. The chances are that 90 per cent of them require only a formal acknowledgment of the order and a "tliank you." Hut the otlier 10 per cent reveal some sfx-cial situation which is wortliy of indi- vidual attention. For instance, see Figure 11. That is handled something like this. Study the report before you read the letter. Controlling Salesmen 263 CUSTOMER CALL REPORT Town . Dealer J^^l2^£^rt£2^-«-J^ /^t-«vaZ*'-M dp . /C<-c^»t/ StAte .9^. ButinQu. /hj"^-'^. Sold $_ /7 3. 76 Satisfied P. T-^? Retails at $. ..^i; . per gal. Other Paints Sold Here CAA/ z- per gal._ .per gal._ ^/^y-cUJ^ _®-V fO fl._ -(5). / -^ per gal. Date Salesman. Sold Items Checked House Paint Varnish White Lead Br '^ .^fl^cX y^^£^^ l^ 1^ "J-'I-^'/k '^ ^iL-^i^^ '^^ /3U^ -^a.t^ (iC:^ CP. ' <»-c-^l-^ty^Oc-^- 'C^^<^ t—t-^^Cc^ — 6^w<_-b ,.'V*-»'>-T>'. Fi(i. 11. — Old Customer Eeport Dear Mr. SeTEchrist: Mr. Kerr wrote ue this morning enclosing your order for House Paint, White Lead, and Brushes, for which we thank you. But the most important part of his letter was the state- ment that the last shipment you received was broken open in transit and you had to sacrifice some of the goods. You know, without my saying so, that we deeply regret this occurrence and, as actions speak louder than words, if you will let me know what you estimate you lost on thi» account, we will gladly credit you for the amount. I have personally instructed our shipping department to pack all your orders in wooden crates in the future; so you will not have the same trouble again. Very truly yours, 18 Sales Manages. 264 Salesmanship On tlic faro of it, tliat letter mii^lit soom to invite a kick. As a matter of fact, it heads off one; it is the little touch of personal interest that in tlie long run totals up as cus- tomer insurance. It may seem peculiar but it is a fact that the average busi- ness house seems inclined to spend more time and money in getting new customers than in holding old ones. The lost-account list of an institution that has been in business for ten or more years as a rule holds a greater number of names than the current ledgers of open accounts. Careful watching of individual cases is sound insurance of minimum lost accounts. ^ PROSPECT REPORT Denier Q j H^^ Q^^-^-^uc^ (2^. Bufii Slate J^tU^ c^^c/: Brand Mixed Paint Sold Brand White Lead Sold Brand Vamiili Slain Sold ^^^ ^^' V— '^t/W-<>'^4p Qa^-<*^--^^f-<^ What Chance to Sell ? 'r. When in Market > /j Z^ -ey^. / Buyer Yearly Purchaic»_ Handled Preaenl Line o Ye Point Retail* Here at $ OO per gal. Dnte _^^M^ f_/^/l Remark*. ^''t^-^y^.CZ^ S^^UAut^ iA>^\,*^ c:CA.-a< _^<SU.v Fio. 12. — I'roHpect Hcport Controlling Salesmen -05 (3) Prospects Next comes the report on the fellow whom the salesman considers a good prospect — the man who is going to buy next trip around. A specimen of that report is shown in Figure 12. And the sales department gets busy with something like this: Deak Mr. Joxes: We thank you for the time you spent vnth and the courtesy extended our Mr. Kerr. Under separate cover we are sending our complete cata- logue and coufiilcntial discount list as requested. "We will see that Mr. Hart calls on you about December 1, at which time we hope to have the pleasure of booking your first order for our line. Accept, please, the writer 's personal assurance that we are going to do everjihing in our power not only to secure your business but to hold it. Truly yours, Sales Manager. And on top of that letter to the prospective purchaser, a record goes in the sales department tickler which insures the salesman's being routed back there at the appointed time. Incidentally, the tickler system of follow-up on promised orders cuts down the glowing prospective business prom- ises of the salesman to something like the truth. 266 Salcsynanship After a man lias been routed hack over a lot of merchants whom be reported as good jH'ospects when they were nothing of the kind, he gets a little chary of promising things that he cannot make good on. "ginger" letters A while ago we spoke of starting a man out in the morn- ing with a good taste in his mouth and a disposition to be up and at it. One writer on this subject takes more space severely to rap and reprimand the "ginger talk" idea than he does to suggest a satisfactory substitute for it. Let's look this thing fairly in the face. You can't got out each morning and grasp your salesmen by the hand, give them a slap on tlie back, and get them started off on the right foot. But you can reach them through the mail. Irrespective of what anybody may think of "ginger'^ lett<'rH, I am for them — strong. And the only reason I feel this way is simply because I Inioir they produce results. Here is a specimen of tiie kind of lettfr that starts a man off with just a little more speed than he would have had if he hadn't received it. And that little more speed is well worth the two cent,s it costs to carrv it. Controlling Salesmen 2G7 Deab Emebt : Do you suppose that while the Wright brothers were inventing the heavier- than -air flying machine, their thoughts ran along the line of "It can 't be done ' ' f No I They believed — and they won. If you leave the hotel this morning without the absolute certainty in your mind that you are going to seU, you 're going to do yourself an injustice. Figure it out before you go out. You know you've sold before; the goods have made enthusiastic users. Go over the talking points in your mind. Get steam up before you start. Convince yourself that you 're going to sell and you will. Ill look for orders today. Yours truly, I don't advance that as a model letter. Far from it 1 But — it feeds the salesman just one little thought; it's a long-distance hand-shake that might help overcome the depressing effects of a bad night's sleep and a poor breakfast. And the multiplications of little things make the big ones. I've known of salesmen who, when they weren't reached often enough by the house, wired in, "Write me a letter." They w^anted this moral support and they were entitled to it. 268 Salesmanship Enoucrli. Tlioro is tlio ,c:onoral outline to go by. Its specific ai)i)lic4ilioii to your own business is up to you. Review Now^ lot's re\new the situation. Under the field control which we have just outlined, your routing system directs the men where to go — whom to see; it insures minimum mileage and maximmn time in the fielut for that matter, a tyro at tlic race track may pick more winners than the bookmaker with years of experience. Jufit BO long as salesmen nre selected and hired on the hit or miss luck basis, the percentage of successes will continue to be deplorably low. Hiring Salesmen 279 Hiring on an Organized Basis But the minute the sales manager organizes his hiring just as he has organized his force and the handling of it, he will greatly reduce his percentage of failures. I have always cJaimed that I can tell, after an interview, whether or not a man can sell. But whether or not he drinks, runs after women, loafs, or lacks persistency — all things which discount his ability — that is not so self- evident. And these things count just as strongly against a man as his other qualifications do for him. A rather striking example of the difference between employing salesmen on an organized basis and along hit-or-miss lines is exemplified in the experience of one of our clients, a large manufacturer. Their sales force number twenty-one men, and to blanket the territory as we all agreed that it should be covered would take at least thirty-five salesmen. Now the twenty-one men on their sales force represented the survival of the fittest from something over five hun- dred men who had been started out as salesmen during the preceding ten-year period. Think of it! Out of five hundred men only twenty -one proved themselves worthy or capable of earning a living on the road and making a profit for their employers. One man out of twenty-three I 280 Sales7nanship And in spite of what any outsider might think, this aver- age was not a reflection upon the sales manager or his ability. The business was particularly difficult and men of proper qualifications were few and far between. You will remember that we wanted to add fourteen men to our forc« as soon as possible. Under the old ratio, to find fourteen new men meant that we must employ, train, and trj- out about three himdred and twenty or more men to find enough to qualify. Entirely apart from the expense question, the time element entered so strongly into the situation that this could not be considered for one moment. So an operating plan was carefully worked out. The first thing we did was to analyze the men who had failed to make good — the reasons why they didn't produce. Wlien this analysis was completed and recapitulated, we had a complete, concise list of the specific things that in general would tend to make men fail on that particular proposition. Then we went over the successful men, listed their quali- fications and put them doAvn on paper. At this point, we had the actual facts — the things we must havp in a man and the things the man must not have — factfl derived from actual experience — costly experience — not theory. Hiring Salesmen 281 As a result of these specifications plus thorough investi- gation of the men we considered and a careful training iDefore they wont out, we recruited our fourteen men in four months' time and they represented the pick of just exactly thirty men sent out on trial. As against the old average of one man out of twenty- three making good, under the new plan we achieved a record of almost one man out of every two sent out mak- ing a success for us and himself. I should certainly hate to set that percentage up as a mark to be duplicated. Nevertheless, it has been done and an application of saner, sounder methods to the emplojTnent of salesmen and their preparation before being sent out will inevitably raise the average of suc- cesses. Hiring Stars The trouble wdth most of us in hiring salesmen is that we're looking for the star — the fellow who is going to turn the world upside dowTi in a minute — the born sales- man. That is wrong — absolutely wrong. In the first place the born salesman, sheerly through knowledge of his own ability, stands on his own feet and is his own boss ; he refuses to get in line ; he is, as a class, insubordinate and a trouble-maker. Give me a sales force made up of average salesmen who are better than the average on my particular line, simply because I have added to their own ability, through care- 282 Salesmanship fill training, a knowledge of my product and proposition that gets the business. That's the kind of force you can handle and get results with. The plodder— the plugger — in the long run gets more for his concern, stays longer, and causes fewer sleepless nights than the ready-made star. One of the most brilliant business men I know, through sheer force of circumstances, has demonstrated the economics of making men rather than buying them ready- made. He is a working miracle himself — a business phenome- non; he knows all ends of his business and knows them well. Owing to a money handicap bade in the early days when he was his own bookkeeper, plant superintendent, and sales manager, he was forced to hire mediocre — yes, very mediocre — salesmen. But before he sent a man on the road, he poured into that man what ho himself knew about selling his own goods. As a result, his salesmen sold and his business grew. Then for lack of time, he was forced to let go of the book- keeping. He hired a cheap clerk and instructed him. Next he educated a factory superintendent, and as a ro«ult of this educational work of his he has today a ten thousand dollar auditor, wliom he pays five, an eight thou- sand dollar factory superintendent, who receives four, and a fifteen thousand dollar sales manager, receiving eight. Hiring Salesmen 283 This man has made out of the material at hand the forces he needed in his business. The moral is obvious. In employing men, let's look for possibilities rather than stars; let's hire the fellow who will take what we give him rather than the man who already feels he knows it alL Records and References When a man who wants to go to work for you as a sales- man steps in, make him sell you his services. Remember, when he is selling your goods the merchants are not going to make it easy for him. Act accordingly. Judge of how he will sell your merchandise to others by the way he tries to sell you his wares. Right here w^e arrive at the fact that there are thousands of men who have all the qualifications of selling success but have a screw loose back where it doesn 't show. These fellows can and do sell themselves to the queen's taste, but when it comes to selling their employer's goods they either won't or can't. Their ambition seems to be meas- ured by the length of time they can stay on a pay-roll without producing. There is just one way to head off this class of men before they get in. That way lies through a careful investigation of the previous records of all applicants and a checking up of their statements with what their former employers have to say about them. 284 Salestnanship The average man writes a letter recommending an emj)Ioye whieh is so general in character that the appli- cant could make almost any kind of a wild statement with- out the fear of being checked up. "When YOU are talking with an applicant ask him definitely what his sales were for a certain period for his last employer. "Write down the figures and when you're look- ing up his references ask his former boss definite ques- tions that will give you a chance to check up the truth of his statements. Take your time about hiring; weigh your own judgment in the balance with the verdict of others. When in doubt, don't. But when you are finally sold and to employ a man, give him a training, before putting him on the road, which will afford him maximum chances for making good in the field. This matter of training is definitely treated in the next division. TEST QUESTIONS 1. How rruK'h drn's it cost to hire a new salesman! How is this expense to he charged ? 2. What per cent of men hind make good in the field? How may this p<'r cent he increased? 3. Is it safe to hire salesmen simply on tluir looks? 4. What are the o!)jection8 to hiring on u "hunch"? 5. What factors are taken into consideration when hirinp: on an organized basis? Hiring Salesmen * 285 6. What dangers arc there to hiring "stars" from other coocems? 7. "What limitations are there to the use of "references" in deciding upon the qualifications of a man? 8. If you were hiring a salesman, how would you make him prove his record? 9. Name at least three big sources from which losses follow as the result of employing salesmen that fail to make good. 10. Using the four milestones of this treatise as well as your own experience for a guide, how would you proceed to find the right kind of salesman for your position ? 11. Analyze the secret of the success or failure of at least six sales managers with whose work you are acquainted. DmSION VIII training saluesmen Training Brings Results D. K. Cass, dean of the manufacturers in his line, leaned back in a walnut oflSce chair and brought the tips of his lingers together. "Young man, you can't increase the sales of my men through training them," and his statement sounded as if he believed it. Thirty days later we had, from a careful expenditure of time in the field, gathered and correlated all the methods of his most successful men, the common objections they met with, and their rebuttals to the same. The whole thing was shortened and put in talking English with a beginning, a middle, and an end. One of his mediocre salesmen was called in, coached in the standardized sales talk for three days, and then sent back on the road. lie increased his business 50 per cent. A knowledge of what to sny and how to say it raised his sales average phenomenally. 286 Training Salesmen 287 We had shown that man how; we had placed in his mouth the best arguments — the best presentations — of the most successful men selling the same line — the right way to meet objections. And the result was inevitable. Unskilled Salesmanship A man studies three years to become a lawyer, spends six years in training for medicine, but the embryo salesman goes out on the road to sell goods with no basis, no train- ing. His equipment consists of a sample case, a smatter- ing of information about his proposition, and a chance to make good. In other words, the great majority of salesmen today are untrained, unskilled labor. Actual experience is their only school. Training Methods Certain men in your sales force are better than others. Why? Entirely apart from the personality end of it, simply because their presentations, their methods, are better. All right. Put these best methods in the hands of your other men and if they use them honestly they are simply bound to increase their business. And the new salesman — the fellow you've just hired. 288 Salesmanship Don't let him go out on the road to practice on the dealers with only an equipment of samples, prices, business cards, and miscellaneous facts. Keep him in the oflBce until you are satisfied that he is fit to go out. Train him first in the details of your line or product or proposition. Give him that foundation of knowledge and belief which must be there before he can sell. Then train him in the actual methods used by your most successful men. Put the words in his mouth to be used until he is capable of supplanting them with words of his own. Some very good concerns have one man in their oflBce to train now salesmen and another man to judge of the effects of the training. A, for instance, trains the new salesman. Then when he feels that the man is eflicient, he sends liim in to canvass B on tJie line just as he would a prospective purchaser in the field. Wlien B, from his perspective, feds that the new sales- nuui talks tlie proposition well and knows what he is talk- ing about, out he goes, and not before. And lliat is as it sliould 1)0. If more sales managers would stop to consider that every raw, inifitted salesman sent on a territory is a detriment Training Salesmen 289 to the house, they would devote more time to preparation before the men go out and they would profit thereby. A business concern is mirrored to the merchants it sells in the representatives it sends to them. If only as a matter of policy, before any new salesman leaves the house, satisfy yourself that he is going to be a good advertisement for you to every man he calls on, whether he makes an ultimate success or not. And the very process of preparing and training him to be a good advertisement for the house increases his chances for success tenfold. The Case of Specialty Companies The specialty companies of America have had about the hardest sales row to hoe of any class of business. Take the National Cash Register Company, for instance. In the days gone by cash registers were about as much in general demand as solid gold nails. The merchants did not realize their need. The salesmen had to awaken demand for the article before they could secure an order. You will grant that this certainly took a higher order of salesmanship than to sell an article for which the market was created, such as a staple hne of canned goods, for instance. 290 Salesmanship On the face of it, a snap judirmont might decide that tlie National Cash Register Company were exceptionally for- tunate in finding the right men. This was not the case. The Register people made their salesmen ; they took men of ordinary ability and gave them a course of training which made them Register salesmen of more than average productiveness. And the fact that their sales force is and has been for years recognized as the most capable sales organization of its size in the world, speaks volumes for the effective- ness of their work in this direction. In one of their earlier sales manuals there were two hun- dred and forty-one pages. This manual answered abso- lutely every sensible question a salesman could ask about the registers and how to sell them. It supplied him with a dozen or more definite, tangible methods of approaching a prospect and arousing interest. It gave a practical, tlme-tested-and-found-true demon- stration of the product. It clearly outlined the various methods of securing an order. It contained dozens and dozens of convincing, effective rebuttals to every common objection found in a mercliant's mind and mouth. And the manual was and is, not writing, not theory, but a book built out of experience with a big "E." To insure that the men are thoroughly posted and coached beforo tliey go (»ut, a school is conducted down Training Salesmen 291 at Dayton — a school of cash register salesmanship. Mark the last three words well. And before the salesman loads bis trunks on an outgoing train for his territory, he has to convince his instructors that he is capable of giving the National Cash Register Company effective representation in the field. Incidentally it is my honest belief that about 95 per cent of the printed material I have read and encountered on salesmanship can be traced back to the N. C. R. Primer. But the big point is that the National Cash Register Com- pany does not find its wonderful salesmen. It makes them — educates them. And through continual co-operation, contests, and con- ventions the men are kept up to a white heat of efficiency all the time. In this connection, Mr. J. H. Patterson, President of the National Cash Register Company, states that he spends 75 per cent of his time on the selling end of his business and only 25 per cent on the manufacturing end. This is due to the realization that he can make cash registers much faster than he can sell them ; that the manufactur- ing is comparatively simple. The real problem lies in the sales. And this condition exists in practically every manufacturing business in America, although most con- cerns do not seem to realize it. And this matter of training men is one of the things that help to bring sales nearer the mark of factor\^ capacity. 292 Salesmanship Train Salesmen in Yoi'r Line Many a manufacturer with whom we have discussed this subject has raised the objection that all this work on his part was wasted when a salesman made a change — that he would be educating men for his competitors. It is a peculiar fact that some of the biggest cash register producers have gone into other fields and made rank failures. This is accounted for by the fact that their education was not in the fundamental principles of selling, but in the direct application of those principles to selling cash registers. Do you get my meaning? The National Cash Register Company educates ca^h register salesmen 100 per cent for the requirements of its own business. And that is the key to successful training work in any sales organization. Standardize the talking points and presentation of your proposition. Classify the common objections and get the rebuttals down on paper. Feed all of your present force tlic ideas of the best men on it. Year in and year out, keep giving them new ideas and improved versions of old ones. Training Salesmen 293* And don't let a sini^le now man go on the road until lio has enough knowh'dge of the proposition to induce belief and make intelligent handling possible. Then supply him with the actual words — the outline to use in selling. It's a sound move toward more successes and more sales. And if you're afraid of a parrot-like repetition of the standard canvass which you give your men to use, dismiss that thought from your mind once and for all. Whether you like it or not, each man is going to alter what you give him to suit his personality and the individual situ- ation. Any move in this direction is a big step ahead. TEST QUESTIONS 1. What is meant by unskilled salesmanship? 2. Give an actual illustration from your own experience where training brought results. 3. What are some of the things that training attempts to accomplish ? 4. What concerns have developed salesmen's training schools to the highest degree of efficiency ? 5. How is the objection, "In training salesmen one is pre- paring them for other work," met in actual practice? 6. Cite the methods of the National Cash Register Company. DIVISION IX high-speed helps Hard-Luck Experiences Montgomery covered the Coast for the Unity Plow Com- pany. For two years he hadn't been in to the home office at Racine. And for one year and six montlis his sales had been on the toboggan. Gregory, the Sales Manager, wired him to come in at once. On his way back, Montgomery stopped at Pierre in the Dakotas and took an order (?) for one of the new Unity Spreaders to be shipped on approval, subject to return. As he entered the door of Gregory's private office, the outstretched liand of welcome held out tlie order taken at Pierre. Gregor>' looked at him with a half-smile. "Montgomery," said he, "when this order came in the morning's mail I started to tear it in two, but on second thought, knowing that yoii were coming in, I decided to hold it ajid let you do the 294 High-Speed Helps 29& tearing yourself. That isn't the kind of order a full-grown man takes. I can write a letter to a hundred — yes, a thousand — towns and get the local dealer's permission to send him one Unity Spreader on approval at our expense. We don't need sales- men to do that." Montgomery seated himself and nervously folded and re- folded the refused order. Gregory leaned forward a little ; the light of battle was in his eyes as he spoke. "Now, Montgomery, you've been representing us on the Coast for ten years. Up to one year and a half ago, your business was eminently satisfactory. Since then you've been sliding downward so fast that it's simply terrible. I've brought you in over all these miles to ask you one question — 'Why?' " This was familiar ground. The words rolled glibly off Montgomery's tongue as he replied: "You see, Mr. Gregory, times have been bad. The dealers have not been buying as much as usual. I can't hold my sales up, let alone make an increase, because the merchants aren't stocking — aren't sell- ing as much as they do in normal times. ' ' Gregory leaned forward. *'Is that your only reason?" **Yes." "How do you know that times are bad? What is the source of your information?" 296 Salesmanship •'Well, I get it from the dealers themselves — and you don 't have to take my word for it. Ask any traveling man in my territory." There was a long pause before Gregory spoke again. Finally he resumed : "One of two things is going to be lost \\'ithin the next thirty days. ** Either you're going to lose your job or you're going to lose that mental attitude which is making you lose sales. **Mind, I don't put all the blame on you. But — you've got to stand your share. ' ' In the first place, I '11 admit freely and unqualifiedly that times are hard — that the merchants are not buying as freely as they do under normal conditions. *'And the result is that nearly every traveling man in your section is scared to death. He walks into a mer- cliant's store not expecting to get an order, and, as a rule, doesn't. "That very condition spells opportunity for you. "There may lie a sniallor volume of business today in your territory than there has been for years past, but the very fact that everybody feels blue makes it possible for yon to increase — yes, increase — your business by get- ting more than your share. High-Speed Helps 297 "Your actual orders from established trade are going to be smaller; I'll admit that. Then — your salvation lies in opening new accounts — a lot of them. "And you're not going to do it by going in with lugu- brious blue all over your face. "The whole trouble with you is the fact that you've been listening to hard-times talk from merchants and other salesmen until you're affected in much the same way that you would be at a funeral with a lot of weeping, wailing mourners around. You're feeling dubious about things yourself. You're just like all the rest of them and that is putting ciphers on your sales sheet where orders ought to go. "There's just one thing for you to do. Just remember that the corpse these fellows are burying is no kith nor kin of yours and that while they're doing the mourning is just the right time for you to get out after business. You've less competition today than you go up against in good times. "Now don't misunderstand me. Business is bad and these merchants are not looking for entertainment. The fool hand-shaker who would pass out a business card and a stale joke to the man whose wife had run away with the chauffeur isn't welcome. "And extending your sympathy to the retailer who is up against conditions isn't going to help you any. Get that out of 5^our mind. Every other fellow with a pocket loaded ^dth empty order blanks is just chuck-full of s}Tn- pathy. 298 Salesmanship "But — mark this well — if you're a big enough man to be boss of yourself and not let tJie other fellow's attitude affect you, you can take orders after a three years' drouth in Kansas — orders that will stick — orders that will make repeats. "Look here. Put yourself in the retailer's place. *' Salesman after salesman comes in and talks — all along the same line. **That dealer knows that business is bad in the first place. "After two hundred and forty-three presumably intelli- gent salesmen have agreed with him and made it a little worse, tliat dark gray cloud that originally hung over his business horizon begins to turn so black that India ink is a pale blue in comparison. "Then you come along. "Right hero, you're going to do one of two things. You're either going to join in with the other two hundred and forty-three and go forth orderless or else you're going to create and stand in a class by yourself. "You are not only prepared not to admit that business is bad, but amply equipped to prove that it is good with you — good on your line — good with the retailers who sell your product. "And when you point out to the retailer that now, while his competitor is retrenching and getting under cover, is the time to reach out and get more than his share of High-Speed Helps 299 the volume, you look like a bona-fide ray of God's sun- shine breaking through that inky cloud of business despair. **And we all welcome sunshine. *'It's all up to you, Montgomery. You are either your own master or the creature of circumstances and if you are a man, you are man enough to beat the game when fate and circumstances have put the right cards in your hand." For two days Gregory talked along this line to Mont- gomery and on the third morning, '* washed, starched, and ironed," back he went to his territory. He stopped at Pierre on the way back and the mail car- ried a bona-fide, uncancellable, full list price order for fourteen spreaders from the merchant who on his in-trip had consented to let him ship one on approval. High-Speed Devices There isn't a progressive sales manager in the country who hasn't had this sort of experience with individuals — bringing them in, keying them up to high speed, send- ing them back on their territories, and seeing immediate results accrue. But the big problem is how to get this high-speed germ working with all the sales force simultaneously. To secure big results, anything of this character has got to hit the force as an entirety instead of merely affecting individuals. 300 Salesmanship In all work along tlie line of getting men in the high-speed gear, the careful sales manager will remember that stim- ulus in tJiis direction is like a stiff h\'i)odermic injection; the results axe immediate but the effect fades away unless additional doses are administered to keep it up. Moreover, you cannot consistently work a force at high speed the year around. It wears them down and wears them out even if you are successful in securing the results. Our experience with specialty companies who aim at 100 per cent high speed the year around shows that their men have to be continually replaced, like the burnt-out bearings of a racing car. The safe and sane way of doing it is to determine the season when top speed w^U bring the biggest results — the buying season, to be exact; then put on the steam when the road is clear. SALES CONVENTIONS The two bigy broad, well-defined channels of high-speed helps lie through conventions and contests or both in con- junction. The sales convention as a means of inspiring and build- ing men is absolutely governed by the conditions sur- rounding the business. A jobber, for instance, whose men are prjictically all traveling in one state may hold a convention every Sat- urday. On the otJier liand, a nianufacturor whose men cover the continent from Maine to California plans to hold one Highr-Speed Helps 301 convention at the beginning of each of his two big yearly selling seasons. His men get the '* ginger" for a flying start and the sales manager maintains it by means of strong, well-calculated weekly letters while the boys are on the road. In the wholesale clothing business, where the entire year's selling is done in two months in the fall and two months in the spring, leaving eight months that the salesmen are not selling, one fall and one spring convention plus the letters that follow suffices to carry the men through their season with all sails up. It is hardly necessary to call your attention to the advis- ability of holding these meetings at week-ends or on Sat- urday, so that the men can be in their territories Monday morning ready to use the tools you've placed in their hands. It has been our experience that the majority of conven- tions are too long drawn out. There are but few situations that justify conventions of over one day. Starting in the morning, keeping it up all day, and getting the men on outgoing trains in the evening is the ideal way. In the first place, it condenses things — tends to make everything short, sweet, and to the point. In the second place, it keeps the men from comparing notes, fraternizing, and sowing the seeds of dissension. 302 Salesmanship Yes, I mean just what I say. Let the home office be tl>e clearing house that passes on, sorts, and gives out the findings of individual salesmen to the force as an entirety. We have had so many cases where one salesman dis- satisfies another that we strongly feel that it is good business practice to keep salesmen from personal confer- ences as much as possible. Plan your convention from two angles : the inspirational and the practical. Let the inspirational side be designed to arouse enthu- siasm through uplift work and sheer force of mass feel- ing. Plan your practical side so that the finished convention leaves in each man's mind some point or points that he can carry back with him and put to practical, everyday use in his work in the field. Follow up your convention by a brief letter covering the useful points that were brought up therein, so that each man has it on paper as well as verbally presented. The results of several months' woik with a large manu- facturing concern which wo numbered as a client were extremely satisfactory. Yet we felt that there was room for a big step forward llirough increasing the size of initial orders and closing business while it was there to close. We mapped out a program carefully and called a con- vention of the men with just one purpose in mind, namely, High-Speed Helps 303 to convey to them and show them how to use the three things we felt were needed to make a further increase. The convention was a success — a big one. In addition to thoroughly explaining and illustrating the points, we catechized each man carefully to see that he had it well grounded in his own mind. The first week after the convention sales increased mate- rially, solely as a result of what the men remembered. The second week we prepared a letter embodying the points and sent it out, feeling that having it on paper would be an additional help. Here is an edited version of the letter. My dear Smith : I want you to do me a favor. Keep this letter. Each morning before you leave your hotel, read the fol- lowing paragraphs; make yourself this promise: Today I am going to do three things with every merchant I call upon: First, I am going to make up my mind before I enter his store that he can be sold and that I can sell him. Second, when I feel the time is ripe, I am going to start to take his order — settle up the detaUs just a« if he had said "Yes" verbally. Third, instead of asking him how much he wants, I am going to tell him how much he should have and take his order for that amount. And every day keep this promise. Yours truly. 304 Salesmanship The tilings outlined in that letter were the points we had covered at the convention. Smile, if you will, but it pro- duced big results. In this connection, the southern salesman for a big motor truck company attended a convention at the home oflSce. He was on a straight commission basis and his earnings had been about fifty dollars per week. Almost immediately after the convention his commission checks began to go up. He practically doubled his sales. The sales manager, curiosity aroused, called him in off his territory to find out what points had been responsible for this wonderful increase in earnings. McCormick, the salesman, told his story in a very few words. Here it is : ' ' I used to go in and call on a man as a matter of duty, explain the proposition to him, and feel that I had done my part whether he purchased or not. "The convention woke me up. It made me realize that other fellows no better than I were earning three and four times as much. I asked myself 'Why?' and decided that they were really selling goods where I was just taking orders. "So when I went hack on my territory, I made up my mind to sell. When I called on a man, I went in with the finn determination to secure his order instead of just making a friendly call. "That's why my sales have increased." High-Speed Helps 305 Think it over. Conventions, unquestionably, are a big aid to high speed. CONTESTS Now on the matter of contests. In the first place, to make a contest effective and keep ten- sion at the maximum producing point, it must be short. By short, I mean over a period of from one to four months, not longer. You must hold the prize within easy reach; the yearly bonus is not half as much temptation as the monthly prize. In the second place, your contest, to be effective, must get all the men working, not just one or two or three of them. To do this, the prizes must, first of all, be worth working for and the results necessary to gain the prizes must be gauged according to the individual salesman's ability and the possibilities of his territory. If you offer a first and second prize for first highest and next highest volume of sales, for instance, it is distinctly unfair to the bulk of tlie force. You can't expect the new man to sell as much as the old. Some men feel they have no chance and consequently refuse to compete. You are simply making presents to the two best men on your force. That is what it amounts to. 306 Salesmanship In deWsing your contest, try to put it on a basis where each man is competing with himself. We have found that plan the ideal method or basis for a resultful contest. Establish a quota for each man. A quota is nothing more or less than a basis of expecta- tion regarding the volume of sales each individual should produce. This establishes a handicap system that arranges every- thing on a fair and equitable basis. The principle employed is exactly the same as that used in a foot race or billiard game where contestants of unequal ability participate. Once the basis of a contest is decided, the prizes are the next question. Personally, I am absolutely averse to large cash prizes. The real results of a contest are obtained by the men entering into the spirit of the game rather than through a desire for gain. If desire for gain was the only element, contests would be absolutely unnecessary. In the selection of prizes you have your choice of either cash or merchandise. As a matter of fact a twenty-five dollar grip or a fifty dollar watch looks bigger to the average man than the cash. High-Speed Helps 307 Of course, where the prizes run up into hundreds of dol- lars, cash is the thing. The prime requisites of the successful contest are (1) a fair basis for all the men; (2) attractive prizes; and (3) something which we have not as yet considered, namely, effective follow-up. Effective Follow-up in the Contest Announce your contest. Then continually keep your men advised for the sake of gaining and maintaining the competitive spirit which is necessary for ultimate results. Here follow, merely as a matter of information, the first, second, and third letters on the most primary form of prize contest — where a man is competing directly with his own records. LETTER 1 Dear Mb. Davis : I have three traveling bags. i Extra fine ones! All three are waiting for owners. Do you want one? Here's the proposition. For the sake of creating a little friendly rivalry on "apex," I'm going to hang up these three bags as prizes. Here's the way they'll be distrib- uted : On July 1— 308 Salesmanship The first bag goes to the fellow who opens the largest number of veiv accounts on "apex" as compared to his own record during the same period last year. The second bag goes to the fellow who stands second on the same proposition. And the third best record gets the third bag. The minimum new account sales will be $50. Ee-opening an old account which has not bought for two years or more will count as one-half of a new account in this contest. Now everybody's got a fair chance to get a new travel- ing bag. It isn't the actual intrinsic value of the bag — not a bit of it. It's the spirit of the thing — what the bags stand for — that counts. I warn you in advance that if you bag one of these bags, I'm going to pat you on the back until your shoulder goes lame. There's going to be real competition for them and the man who wins deserves high praise. If I can count you in on the contest, sign the enclosed postal and fire it back — right quick. Truly yours. Sales Manaoeb. LETTER 2 Mailed thirty days after contest opened. Deab Mr. Davis: Look out for storms I He is under the wire with just enough new accounts to make you strain and stretch a little to catch up. There are enough prizes to go 'round. And there are certainly enough men after these prizes. High-Speed Helps 309 But high honors go to the fellow who gets the first bag. So — speed up. You 're not far away. Here at the office we recognize the fact that this is an unusually difficult year. But we absolutely and positively refuse to believe that there is a single man on our sales force who isn 't so much better than the other fellow that he can turn any kind of time into prosperity. Good luck to you. Keep going. Truly yours, Sales Manager. LETTEE 3 Mailed sixty days from opening of contest. Dear Mr. Davis: Two weeks after we started this bag contest I thought I knew who they were going to be awarded to. A month later I wasn't quite so sure; my opinions were a little shaky. Right now I 'm frank to confess that I haven 't the remot- est idea which way they're going to go although the contest only runs thirty days more. Several of the ' ' dark horses ' ' have sped up considerably. And imless some of our former pace makers open the throttle a little wider, they'll find themselves following instead of leading. It's up to you. With best regards, I am Truly yours, Sales Manager. 310 Salesmanship The letters in between showed the comparative standing of contestants. The sales manager wrote each man indi- vidually once every week telling him where he stood and urging him to a little greater effort. The above brief outline gives, I believe, enough of the convention and contest ideas to serve as a practical work- ing basis from which you can evolve what you need. A Sales Clearing-House In looking back over this material, I am forcibly struck wdth the need for a sales clearing-house. If this clearing-house were established and placed in charge of a competent man and if for a period of, say, five years one hundred star sales managers in diversified lines were to mail in their best ideas, plans, and methods, to be re-distributed among the members and be put out in printed form for manufacturers at large, it would result in a revision of sales and distribution methods among the industries of this countrj^ that would be little short of revolutionary. That's a dream. But — I sincerely hope it comes true. TEST QUESTIONS 1. What effect does the feelijig tliat times are bad have upon the salesman ? 2. How does the question of auto-suggestion enter into this factor? High-Speed Helps 311 3. So far as the customer is concerned, what difference does it make whether an optimistic or pessimistic salesman calls? 4. What is meant by high-speed devices? 5. In what sense may sales conventions be high-speed devices? 6. What two matters should receive recognition on the program of a sales convention ? 7. What are the objections to long sales conventions V 8. How can the sales manager make the effects of a sales convention last over a considerable period of time ? 9. What are the three prime requisites of a successful sales contest? Explain each. 10. WTiat follow-up devices should be used in conducting a sales contest ? Make specific suggestions. INDEX Ability to do vs. ability to sell, 7. 20-22. Ads for positions, answering, 105 ff., 111-17. Advertising: methods of, 16, 17; not alone sufficient, 19 ; otiier factors necessary In distribution, 187; prin- ciple of, 16 ; word-of-mouth. 227. See alao Demand ; Sales administra- tion ; Salesman ; Salesmansliip ; Sell- ing policies. Ambition, 32, 47; application of, 50; illustrated. 48, 49 ; value of, 50. Appearance, 32, 34 ff. Appearances, 28. Approach, rules for, 172. Argument, futility of, 80. Auto-suggestion, 78, 295 ; affirmative, 75, 76 ; argument fatal in, 76 ; "feel- ing" a result of, 72 ; "hunch" a re- sult of, 72 ; illustrated, TO ; nega- tive, 75, 76 ; power of, 77 ; power of, illustrated, 72-73, 77 ; subcon- scious impression in, 72 ; suggestion, 32, 70 ; use of, 71. ISee also Im- pressions. Business, defined, 90. Business conduct, rules for, 134-35. Capitalizing mind of others, 6. Circular letters, 122 ff. Clearing-house, sales, 310. See also High-speed helps. Concentration, 32, 53 ; defined, 53 ; how capitalized, 53 ; illustrated, 54 ; rules for, 55. Confidence: capitalization of, 16; gain- ing of, automatic, 33 ; of public to be won. 15 ; personal worth neces- sary, 33-34. Consumer, gee Selling policies. Dealer. See Sales administration ; Sell- ing policies. Dealer help, 186-88. Demand : a basic fundamental in sell- ing, 199; advertising not alone suf- ficient to create. 197 ; creating a, 193, 198 ; examples of, created, 191 ff. ; quality, features, price, Im- portant ingredients of, 202 ff. ; sup- plying a, 196. .Sep also Advertising; Sales administration. Demonstration. 177-81. Distribution, factors In, 204 ; process of, 206. See also Sales administra- tion. Eating : how to eat, 40 ; what to eat, 39. Equipment for salesmanship, 28 ff. Etiiics and salesmanship, 10. Involution, 89. Exclusive agency. See Selling policies. Expense accounts. See Sales adminis- tration. Fearles.sness, 32, 41 ; how achieved, 44 ; illustrated, 42-43. Feature, an ingredient in succe.ssful selling, 201. See also Sales admin- istration. Feeling, the result of suggestion, 72. First impressions, 30. Food types, 39. Health, 32, 30 ; food types necessary in. 39 ; how to eat, 40 ; requisites for, 38. High-speed helps : auto-suggestion. 205 (see also Suggestion) ; "bad times." 295 ; contests, 305 : follow-up let- ters, 307 ff. ; hints, 294 ff., 209 ; hints to salesmen, 303 ; optimistic sales- man, the, 296-99 ; sales clearing- house, 310 ; sales conventions, 300. "Hunch," 72. Ideas, ability to seize and apply, 24. Impressions : analysis of, 32 ; con- scious, 32, 33 ; how made, 30, 31 ; mental, 31, 33 ; physical, 31 ; sub- conscious, 72 ; suggestion In, 70-80. Sec also Auto-suggestion. Initiative, 32, 85 : iHustratlons of, 85- x" ; steps in, 85. Interest, 32. 82, 91 ; differentiated. 83 ; illustrated, 83-84 ; rules for, 85. follow-up. 307 ff. ; "ginger." hints to salesmen, 303. See manager ; 313 Letters 260; ., _ also Salesman ; Sales High-speed helps. Memory, 32, 58, 90; capitalization of. 58 ; defined, 58-59 ; how acquired, 59-60 ; what it should contain, 90. Mind, capitalizing, 6. Personal appearance, 34 ff. Personality : an asset. 191 : classes of individuals, 98 : illustrated. 94 ff. ; promotion, winning. 100; repetition of stated tasks, 97 : rules for selling of, 93 : securing right position, Im- portance of, lOO ; selling of, 93, 101 ff. Personality — plus, 57. Positions : an investment, 103 ; an- swering ads for. 107 ff. : asking for promotion, 138-59 ; circular letter. 314 Index 122: Inserting ads for. Ill ft. : let- ters applying for, 124-26 ; personal Interviews In seeiclnjr. l".^' ; promo- tion bntk'd on merit. li!6-37 ; securing the right. 100; steps In secur- ing 104; systematic effort In seek- ing' 126 ; use of personal acquain- tance In seeking. 117 ff.; winning promotion In, 129 ff. Pilce. Its bearing on sales, 201, 209. gee also Sales administration. Professions, the, and salesmanship. I'romotlon. how won, 100. 129-59. Quality, defined. 200. See also Sales administration. Reliability, 32. 87; illustrated. 88; value of. 89. Sales administration : average sales- man's method, 247; change route cards, 254 ; compensation of sales- men ''37 ff. ; consumer demand, U.: ", demand, a basic fundamental of suc- cessful product. l'.»9: demand for fresh goods, 193; demand, how to create 199-200 ; expense accounts, '>50 251 ; factors included in distribu- tion 204 ; factors included in price. 202 '; feature, an important Ingrocli- ent 201 ; first principle of distribu- tion 191 ; minimum risk in question of compensation of salesmen L44 ; policies In handling salesmen. -'48/1. price, what it includes, 202 ; quality. Seflned. 200 ; reports to be required. 2.58 ff. ; route and call sheets, 25b , route sheets, '-i-'^^ : '•outing salesmen. 251 ff. ; salesmen in the field, 24«} . selling factors, 199. See a/so De- mand ; Salesman ; Salesmanship ; Selling policies. Sales conventions. Bee High-speed Sab^s'^ manager, the: attitude of, to- ward salesmen, 231; authority he should possess, 231 ; change route cards, 2.^.4 ; classes of records 272 ^ comp<-nsatlon of Rnl''«™en 2.^H-4. . controlling salesmen in the field. "46 ff • d'>tail8 hf should cover, 2.5i. . expense account, 250 ; factors to con- sider In hiring salesmen. 279-80. •vlnger" mttprs, 266 ; hiring sales- m.-n on a "hunch," 278; hiring "star" salpsmen from competitors, 081 • his problem. 229 ; map and tack system. 254. 274; records for the, 271 • rr-fcrences In hiring snli'smi-n. 2«3 : reports to lx> required. 2.">K ff. ; results to aim for, •^:i6 ; route and call sheets, 256; route sheets. ....J. routing salesmen, '■^•'''l :""',''«"'"" « record. 272. 275; should shed de- tails 2.'!4 ; specialty companies, 2HV , supervision of salesmen. 232 ff. ; training methods. 2H7 ; training of lalesmen. 276. 292; types of. 2.J0 ; . onsklUed salesmen, 287 ; waste In hiring salesmen, 277. See also Sales- man ; Sales administration. Salesmanship : ability without quali- ties of. 1-5 ; affirmative suggestions In 75-78 ; application of. to orofes- sions or to business. 10. 12, 13 ; ap- proach, the, 165, 166; awakens not creates, demand, 198 ; capitalizing mind of others a form of, 6 ; consists In making others want what we have, 9; cutting prices. 185; demon- stration, the, 165. 177 ; direct use of, 13 ; equipment for, 18 ff. ; ethics and. 10; holding a job one of the quali- ties of. 8; holding customers 186- 88 ; illustrated. 1-5. 14-17. ;^0--22; In business, 19-22 ; Income affected by qualities of. 5-6; Indirect use of. 13 19 25 ; in medicine, 10 ff. . in practice of law, 1-5; negative sug- gestions In. 75; of personality. 93, iOl ff. ; personal Interview, the. 127. personality in, 93 ff. ; re-orders 18o , rewards of, 188-89; securing the or- der. 165. 181-86; seizing and apply- ing ideas in. 24 ; selling factors. 199 . specialty companies. 289; success a matter of, 8; winning confidence, a fundamental. 15. 16. Sec aluo Ad- vertising ; Salesman ; Sales manager. Salesman, the: approach the. 16;>. 166; awakens, not creates, demand. 198 classes of. 237; closing the sale, 181-86 ; commission, 240 ; com- pensation for. 237. ^S8; demonstra- tion, the. 165, 172; distinguished from the order-taker. 162 : his re- wards. 188-89; holding customers 186-88; minimum risk in ouestlon of compensation. 244 ; re-orders, 18.1 . salary, 238 ; salary plus commission, 042 ; salesman's record. 2i2, stana- ard practices for 164 ff. :^s"P^rv « '^n of "32 • the optimistic, 296-99 , un- akiired'287; what constitutes a, 160 ff ' Kcc also Advprtlslng; Sales manager; Salesmanship; Selling pol- Salesmen. hiring of. Bee Sales man- SaSen. training of. 8ce Sales man Sef&fldence, 32, 45; described 45 ; how gained. 46; how manifested, 47. Selling ability. 7. 8. . <, , „^ Selling cost. 202. Bee also Sales ad- ministration. Selling knowledge. Selling one's self. Selling policies: nlte. 208 ff. ; consumer policy, exclusive agency agreements, exclusive agency. tli.\ 22.'« ; will of consumer. 227 ; i>rlce. •_'09; selling the dealer. 222; selling the Jobber, 213; the Jobber as a fac- tor. 220 ; value of sound policies, ">08 • word-of-mouth advertising, 227. Nrc 'alHO Sales administration ; Sales manager. Sincerity. 32. 65, 91 ; application of. 56 ; defined. 55. value of. 26. 1-26. advantages of defl- 226 ; 217 ; good- 201, Index 315 Speech, effective, 32, 61, 90; exercises Tact. 32. 80. 91 ; argument to »>« In. 68-70; how to be utilized. 90; avoided. 80; fundamentals of. 81; Ingredients of. 61-66; practice nee- value of. 8.:. essary. 60 ; training in. 67. Will-power, 32, .jO ; application of. 52 ; Study, value of, 99. defined. 50-52. Success a matter of salesmanship, 8. Work, value of, 99. THE LIBRARY UNIVERSITY OF CALIFORNIA Santa Barbara THIS BOOK IS DUE ON THE LAST DATE STAMPED BELOW. MID .ti MisB^ m ftbj5 I!fcf3fl983 2 7 SEPT 1984 1 'im- 1 -J, "67 ( HO«MOnH) i»JH2 !|ll|ll||ll||lll|lll||ll|ii|i||!i|l|!|ii|||| 3 1205 00543 8849 CtO UC SOU'THERN REGIONAL LIBRARY FACILITY AA 000 756 172 3