HABITS OF WORK
A final and very vital point to consider is this: Why do salesmen meet opposition?
Mr. Huff, in his very practical and interesting book on salesmanship, has classified under six general heads the causes of opposition. These are: First, Prior Dissatisfaction; Second, General Prejudice; Third, Buyer’s Mood; Fourth, Conservatism; Fifth, Bad Business; Sixth, Personal Dislike for Salesman.
It is up to the salesman to analyze the customer and decide just which of these six points of opposition is causing him to lose business.
Just in the degree that he can locate the exact trouble, and then overcome it in the proper way, will he be able to get the business which may seem at first absolutely beyond him.
Any or all of these six causes of opposition will not overwhelm the master salesman, but the mediocre or indifferent salesman is bound to collapse when confronted with any one of them. And if he does not train himself to meet and overcome opposition he is doomed to failure, or at least to a very poor grade of success—not worthy the name.
Remember, Mr. Salesman, it is always up to you. Develop your brain power, and then use that power for all it is worth.
CHAPTER IV
MAKING A FAVORABLE IMPRESSION
Go boldly; go serenely, go augustly;
Who can withstand thee then!—Browning.
The personality of a salesman is his greatest asset.
A Washington government official called on me some time ago, and before he had reached my desk I knew he was a man of importance, on an important mission. He had that assured bearing which indicated that he was backed by authority—in this instance the authority of the United States—and the dignity of his bearing and manner commanded my instant respect and attention.
The impression you make as you enter a prospect’s office will greatly influence the manner of your reception. It is imperative to make a favorable first impression, otherwise you will have to spend much valuable time and energy and suffer a great deal of embarrassment in trying to right yourself in your prospect’s estimation, because he will not do business with you until you have made a favorable impression on him.
Some salesmen approach their prospect with such an apologetic, cringing, “excuse me for taking up your valuable time” air, that they give him the idea they are not on a very important mission, and that they are not sure of themselves, that they have not much confidence in the firm they represent or the merchandise they are trying to sell.
Approach the one with whom you expect to do business like a man, without any doubts, without any earmarks of a cringing, crawling or craven disposition. Enter his office as the Washington official entered mine, like a high-class man meeting a high-class man. You will compel attention and respect instantly, as he did.
Your introduction is an entering wedge, your first chance to score a point. If you present a pleasing picture as you enter you will score a strong point. Here is where you must choose the golden mean between cringing and over-boldness. If you approach a man with your hat on, and a cigar or cigarette in your mouth, or still smoking in your fingers; if your breath smells of liquor; if you show that you are not up to physical standard; if there is any evidence of dissipation in your appearance; if you swagger or show any lack of respect, all these things will count against you. If you present an unpleasing picture, if there is anything about you which your prospect does not like; if you bluster, or if you lack dignity; if you do not look him straight in the eye; if there is any evidence of doubt or fear or lack of confidence in yourself, you will at once arouse a prejudice in his mind that will cause him to doubt the story you tell and to look with suspicion at the goods you are trying to sell.
A salesman once entered a business man’s office holding a tooth-pick in his mouth. You may think it was a little thing, but it so prejudiced the would-be customer against him at the start that it made it much more difficult for him even to get a chance to show his samples. The business man in question was very particular in regard to little points of manners, and was himself a model of deportment.
I know of another salesman who makes a most unfortunate first impression because he has no presence whatever, not a particle of dignity; he is timid and morbidly self-conscious, and it takes him some minutes after he has met a stranger to regain his self-possession. To those who know him he is a kindly and genuinely lovable man, but he does not appear to advantage at a first introduction. He is a college graduate, and was so popular and stood so high in his class that he was proposed to represent it at commencement. He was defeated, however, on the plea that he would make such a bad impression on the public that he would not properly represent the class.
Self-possession is an indispensable quality in a salesman. It is natural to the man who has confidence in himself, and without self-confidence it is hard to make a dignified appearance or to make others believe in you.
What you think of yourself will have a great deal to do with what a prospect will think of you, because you will radiate your estimate of yourself. If you have a little seven-by-nine model of a man in your mind you will etch that picture on the mind of your prospect. In approaching a prospect, walk, talk and act not only like a man who believes in himself, but one who also believes in and thoroughly knows his business. When a physician is called into a home in an emergency, no matter how able a man may be at the head of the house, no matter how well educated the mother and children may be, everybody stands aside when he enters. They feel that the doctor is the master of the situation, that he alone knows what to do, and they all defer to him. Everybody follows his directions implicitly.
You should approach a possible customer with something of this professional air, an air of supreme assurance, of confidence in your ability, in your honesty and integrity, confidence in your knowledge of your business. Your professional dignity alone will help to make a good impression, and will win courtesy. It will insure you at least a respectful hearing, and there is your chance to play your part in a masterful manner.
A publisher who has a large number of book agents in the field, advises his men to act, when the servant answers the door bell, as though they were expected and welcome. He tells them, if it is raining to take off their rubbers, if it is muddy or dusty to wipe off their shoes and act as though they expected to go in.
The idea is to make a favorable impression upon the servant first of all, for if they were to behave as though they were not sure they would be admitted, apologizing for making so much trouble and assuming the attitude of asking a favor, they would communicate their doubt to the servant, and would not be likely to gain admittance, not to speak of an audience with the mistress. In short, the carrying of a positive, victorious mental attitude, the radiating of a vigorous expectation of getting a hearing will get you one.
The agent who rings a door bell with a palpitating heart, with a great big doubt in his mind as to whether he ought to do it, and who, when the door is opened, acts as though he were stealing somebody’s valuable time, and had no right to be there at all, will create a prejudice against him before he opens his mouth. And before he gets a chance to plead his cause he will probably find the door closed in his face.
You should seek admission to a house as though you were the bearer of glad tidings, as though you had good news for the family, as though you were conferring a real favor on them by calling their attention to what you have to sell.
Whatever you are selling, whether books or pianos, hardware or drygoods, your manner will largely determine the amount of your sales. There are salesmen who approach prospective customers just as though they not only did not expect an order, but rather expected, if not to get kicked out, at least a polite invitation to get out.
I was in the office of a business man recently, when a man of this stamp came in and crept up to him with a sort of a sheepish expression on his face, as much as to say, “I know I haven’t any right here, but I have come in to ask for a favor, which I feel sure you won’t grant.”
“I don’t suppose you have an order for me to-day, have you?” he said. Of course, the man, without a moment’s hesitation, said, “No.” And the salesman crept out as though he had almost committed a sin by entering at all.
Now, there is something in every manly man which despises this self-depreciating spirit, this false self-effacement, this creeping, cringing, apologizing attitude, which robs one of all dignity and power. If you approach people as though you expected a kick, you are pretty sure to get it. It may come in the form of a gruff refusal, of a snub, or of a polite invitation to get out, but you are likely to get what you invite—a rebuff of some kind.
If you approach a man at all, do it in a brave, vigorous, manly way. Do not ruin your cause by giving him a contemptible picture of you at the very outset. At least let him see that you are self-respecting, manly, that there is nothing of the coward in you. Even if he declines to give you an order, compel him to respect you, to admire you for your dignified, virile bearing. No one cares to do business with a person he cannot help despising, while a man who creates a favorable impression will at least get a hearing.
We recently asked a representative of a big concern how he managed to do so much business with people whom very few salesmen can approach.
“Well,” he said, “I will tell you. One reason is that I never go to a man as though I had no right to. I do not creep into his office and look as though I expected a kick or a rebuff. I walk right straight up to him in the most manly and commanding way possible, for I am bound to make a good impression on him, so that he will remember me pleasantly, even if I do not get an order. The result is that men who are very difficult to approach often give me business they refuse to others because I am not afraid to approach them and to say what I want to say pleasantly, without mincing or cringing or apologizing.”
This man says he has little difficulty in getting into the private offices of the most exclusive business men, presidents of banks, great financiers, high officials of railroads and other representatives of “big business,” and that they are his best customers.
To sum up, your attitude, the spirit you radiate, your personality, will have everything to do with your salesmanship. The impression you make will be a tremendous factor in your sales. For this reason you should never approach a prospect until you feel that you are master of the situation. Then you will carry the conviction and give the impression of mastership, and that is half the battle.
CHAPTER V
THE SELLING TALK OR “PRESENTATION”
Talk to the point; talk with reason; talk with force; talk with conviction.
Let your selling talk be direct, natural, and as brief as possible.
Much has been written on the question of a selling talk, and there is no little misunderstanding on this all-important subject. Every one who has “a story to tell” has what may be called “a selling talk”; that is to say, a best way of setting forth what he has in his mind. Some prefer to call it the “presentation.” A “presentation” may consist of a few sentences, or it may consist of a half hour’s talk. Salesmen in many lines cannot prepare a fixed story or address, such as would be given by a statesman addressing a legislative body, or by a clergyman in a sermon, or by an actor giving a monologue, and yet, large numbers of salesmen, through failing to have a simple, clear, carefully worded talk, fail to get a customer interested in their merchandise. The question of a selling talk should be left to the judgment of the sales manager. He will be well qualified, ordinarily, to tell just what this should consist of, and, also, when to make exceptions to the use of a selling talk. Inspiration will not come just when the salesman wants it. Many points get lost in the convolutions of the brain. Too much or too little talk may be indulged in, unless a salesman knows just what he is going to say and how to say it. Do not be misled, however; there are many men who speak poor English, and who do not have what would properly be called a “selling talk,” yet they succeed as salesmen. These men do, however, know the merits of their goods, and they have a peculiar way of putting it up to the customer to judge for himself.
I once saw nearly a thousand dollars’ worth of underwear sold, with scarcely a word spoken. The salesman spread out his goods, and the buyer examined them hastily, but carefully, and made the selection, simply asking by what number the goods were known, and the price. I saw not long ago, about five thousand dollars’ worth of furs (muffs and neck-pieces) bought, with very few words spoken. In both these cases it must be remembered that buyers and sellers were well known to each other; there was mutual confidence; the houses were reliable, and unsatisfactory goods would mean loss of future business, as well as a return of the goods.
There are certain main selling points which can be selected and should be selected for every line of goods. Some of these selling points will be more effective with one class of customers than with another. Here is where the salesman’s judgment comes into play. Let us take the single example of the white goods business. In this line, there are five main selling points which I once heard given by Charles A. Sherman, of Sherman & Sons, leading merchants, of New York. These five points are:
1. Artistic merit of goods, beauty of design, etc.;
2. Intrinsic value;
3. Comparison with rival goods;
4. Degree of conformity to prevailing modes or fashions.
5. Adaptability to buyers’ needs, price, etc.
Around these may be woven a brief or a lengthy talk, according to the needs and the disposition of the customer with whom the salesman is talking. Let your selling talk be direct, natural, and as brief as possible.
The presentation of your proposition involves, principally, a clear, simple and suitable description of your goods. The cleverest salesmen arrange the points in a logical order, working up from the least importance to the strongest.
Always put the question of price off just as long as possible, unless the price is so low that this point alone adds much to the other selling points, as for instance, setting forth the prices in a 5 & 10 cent store, or giving the prices of special bargains.
Be willing to answer all questions and objections made by your customer, but forestall, as far as you can, the objections he is likely to make. You can do this by exerting the power of a strong personality, especially by showing much enthusiasm, which tends to burn up the objections a customer is inclined to make. No matter how positive or how graphic you are in your descriptions, always be natural, otherwise your mannerisms will detract from the effectiveness of your talk.
The best authorities consider it a decided handicap if the customer “turned you down” at the start by a negative answer, or a negative attitude. When you foresee that the customer is about to say, “No,” or to turn away, strive to keep his mind in the balance until you can attract his attention to some new features of your goods, or to some old features, in a new way.
The length of time given to a presentation, will vary with the goods and with the customer. Experience with each particular line, and the advice of your sales manager always should be followed.
On the floor of the Stock Exchange there is no such thing as a presentation, or the getting of favorable attention, in the strict interpretation we give to these words. Men are there alert to give favorable attention to certain securities. They know in advance the strong points of these securities, and when the right price is quoted the decision to buy will come quickly. This holds true in many instances where staple goods are offered at current prices.
CHAPTER VI
THE APPROACH AND EXPRESSION
No matter how well posted a man may be in the science and technique of salesmanship, his actual sales will depend very largely upon his personality.
“The man or woman wishing to present to me a business proposition,” said a high class, successful merchant, “must have a good address and an agreeable manner and appearance, or he will not get a hearing. The reason is, it would be impossible for me to see half the people who approach me with schemes; therefore, I reject without a hearing all those that are not presented by people who have an agreeable manner and good address. I take it for granted that a first-class proposition will be presented by a first-class man, and vice versa.”
Whether the customer comes to you, or you go to the customer, there are certain very simple things to keep in mind. The first is the important part personality plays in selling. The appearance and the manner of a salesman, together with the tactful enthusiasm which he manifests, and the concentration which he puts into his work, all tend to inspire confidence. The salesman must consider his customer’s business, and sometimes his social position. The temperament, also, of the customer, as well as the best time and place to see him, must be taken into consideration. One of the things so often neglected by salesmen is to get points of contact from the surroundings, such as pictures on the wall, books and papers on the desk, as well as from the prospect’s attire. Keep in mind these four aids to a right approach:
First: Entertain a feeling of equality with your customer.
Second: Remember that you have a favor to bestow. Assume the rôle of a benefactor.
Third: Show friendliness. There should be the heart-touch in every real approach.
Fourth: Be observing. Look for suggestions in your surroundings, for a point of contact.
We express ourselves not only through the words we utter, but by the tone of the voice, the expression of the face, our gestures, and our bearing. All five of these elements should be carefully considered, because the salesman who would have the greatest success not only must be understood, but he must be felt. It is important to be clear and forceful in our language, and for this purpose a thorough knowledge of English grammar and rhetoric will aid the salesman.
The accompanying chart should prove helpful.