There is a premium everywhere upon courtesy and good manners. They are taken into consideration in hiring employees just as much as general ability. Great business firms find it is impossible to carry on extensive trade without the practice of courtesy, and they vie with one another in securing the most affable, and most obliging employees possible in all departments. They look upon their employees as ambassadors representing them in their business. They know that they cannot afford to have their interests jeopardized by objectionable, indifferent clerks. They know that it will not pay to build attractive stores, to advertise and display their goods, to do everything possible to bring customers to them, and then have them turned away by disagreeable, repellent clerks.
Many young men going into business seem to think that price and quality are the only elements that enter into competition. There may be a score of other reasons why customers flock to one store and pass by a dozen half-empty stores on their way. Many people never learn to depend upon themselves in their buying. They do not trust their own judgment, but depend upon the clerk who waits on them. A clerk who knows his business can assist a customer wonderfully in a very delicate way, by suggestion, by his knowledge of goods, of qualities, of fabrics, of durability.
The courtesy and affability of clerks in one store pull thousands of customers right past the doors of rival establishments where the clerks are not so agreeable or accommodating. Everybody appreciates courtesy and an obliging disposition, and a personal interest goes a great way in attracting and holding customers. Most of us are willing to put ourselves to some trouble to patronize those who show a disposition to help us, to render us real service.
What is true in regard to the man or woman who sells in a store applies with equal or even greater force to the man who goes on the road to sell.
The motto of a well-known salesman, “Help your customer to buy, don’t merely sell to him,” is one that it would pay every salesman to adopt. Put yourself in your customer’s place, help him with your knowledge of what he really needs; mix sympathy, kindliness, helpfulness with your sales; you can give him a lot of valuable points. You are traveling all the time and constantly coming in contact with new ideas; give him suggestions from other merchants in his line.
A wide-awake, progressive salesman, without violating confidences, can help his customers wonderfully by keeping them posted on what his competitors are doing, on the latest ideas in his line, the new and original methods. You may know of some novel and striking methods of reaching the public, of displaying merchandise and arranging store windows, or of reaching customers through unique local advertising. Give your customer every suggestion you can. You may see that he is a good business man in many respects, but seriously lacks something which you could help him to supply. If he finds you are always trying to help him, that every time you come round you give him some good suggestions, it will be pretty hard for your competitor to get his order. He will prize a man who gives him helpful suggestions.
For instance, a salesman I know, who travels for a cutlery and hardware concern, makes a specialty of keeping his customers posted as to the arrangement of goods to the best advantage in window display. He keeps track of the latest ideas, new wrinkles in his line, and gives his customers the benefit of them. If he sees that any of them are getting into ruts, or that they do not have good business systems, very tactfully, without offending them, he suggests certain new devices, say, for saving expense, little short-cuts in business methods, new ideas in filing cabinets, or some other labor or time-saving device which it will be to their advantage to adopt. In his kindly, unobtrusive way the man binds his customers to him by bands of steel so that no other salesman would have any show whatever in getting them away from him. He has built up such a large patronage for his house that rival houses have made him most tempting offers for his services.
The extra service for which he is not paid does more in helping this man to get and hold customers than the actual routine for which he receives his salary. Business men who are at a distance from the big centers of trade fully realize what this extra service means to them, and are glad to keep in touch with a helpful, up-to-date salesman.
I know a successful merchant who is so afraid that his business will get into a rut, that his standards will deteriorate through familiarity with his surroundings, that every little while he invites friends to go all through his establishment in order to get the advantage of their fresh impressions, their criticisms and suggestions.