FRESHEN-UP THE SELLING TALK

The purpose of the selling talk is to assist the customer along in the sale from the start up to the point of his decision to buy. To exercise a helpful influence requires of the salesman life, spirit and freshness. Everyone, in order to make a living for himself, is required to have and to use a certain amount of selling ability, and in proportion to his skill in using it will depend the value of his services. The best newsboy is the one who puts the most life and spirit into his efforts, the one who lets you know, even though you may be across the street, or around the corner, that he is on the job and that he has papers to sell. In short, the most successful newsboy is the one who is the best salesman.

The president of any business organization, no matter how large his salary nor how great his importance, must be a salesman. He does not have a free hand to do as he pleases, but must get his authority on important matters from the directors, who represent the interests of the stockholders. Unless the president is salesman enough to convince the directors that his plans are sound and that they will prove profitable to the business he cannot expect to receive authority to proceed with them, and therefore he cannot succeed in his work. In other words, his problem is exactly the same as that of the shoe salesman except that he must sell an idea or his opinion, whereas the retail salesman sells merchandise.

If in presenting a plan to his directors the president of the company should attempt to do so in some half-hearted, dull and uninterested manner he could expect to receive in return no greater interest or enthusiasm than he himself showed. On the other hand, if his selling talk is stimulating, if his manner indicates confidence, if he is actually “on fire” in the interest of his proposed plan he can be assured of having it received and considered favorably. The salesman is dealing with a live subject. He is called upon to present facts concerning his goods in such a way that the customer will recognize them as being facts rather than mere opinions. This means that the selling talk must be made to live—it must be freshened-up. The salesman must continually guard against becoming mechanical or stereotyped either in his manner or his sales talk. He must realize that it is just as important for him to “launder” his selling talk as it is to launder his linen.

One shoe salesman who has recently moved up to the position of branch manager, says, in speaking of the need to keep customer service up to par, and of his method of doing it, that his first duty each morning is to look over the appearance of his store, his windows and his stock from the viewpoint of an outsider—to consider his services as a salesman as they would appeal to the customer who had never before made a purchase of him. He realizes that there is the tendency for him to grow “stale” in his efforts and to fall into the habit of considering the next sale as another mechanical operation. He says that the danger is to regard today’s work simply as a continuation from where he left off yesterday and to overlook the fact that as far as today’s customers are concerned there might just as well have been no yesterday.

The outsider’s point of view is that each sale is an entirely new experience. The salesman who is able to get himself into this frame of mind and to treat the customer on this basis can never become mechanical. He will never run the danger of losing business through growing stale in his selling talk and his effort to please. This is the difference between working for a future and working for the pay envelope. Every man of responsibility looks further ahead than the Saturday envelope. He is working for a future that means his development beyond his present job. His success in reaching it will depend upon his ability to grow out of one and into a bigger one. Promotion or success is not an over-night process; it is a natural and gradual growth cultivated by steady effort. Alexander Hamilton, the first treasurer of the United States and the greatest financial mind the country has ever known, was proclaimed a genius both here and abroad, because of what seemed to be a superhuman understanding and foresight. His simple reply was that although men gave him credit for genius, the only genius he had was in being able to work night and day on the subject in hand until he had sweated out a solution.

This may seem to be drifting a long way from shoe salesmanship but it is just as close as the pay envelope. The laws of success are unfailing whether they apply to merchandising or to statesmanship. No one ever got anywhere on a permanent basis except by hard work. To know what the customer wants and should have, to make a whole-hearted effort to serve him and to keep at it, is the formula for success in shoe-selling.

GETTING UNDER WAY IN THE SALE

For the reason that intelligent retail salesmanship is principally a matter of brain work rather than physical effort, it is not possible to set down any fixed list of rules or conditions which, when observed, will result in one hundred per cent results. Local conditions vary and of course human nature among customers varies; so that it is necessary for the salesman to keep these things continually in mind and to plan his work accordingly. On the other hand there are certain definite suggestions that can be used to good advantage to serve as the salesman’s working basis by bringing to mind some of the important points to be considered and by mentioning one way in which they may be met.

Mr. Watson of the Guarantee Shoe Company makes the following practical suggestions on getting the sale under way, based on over twenty years experience in the retail shoe business:

If there is no salesman’s stool in front of where you have seated the customer, go immediately and get one. Place it directly in front of the customer and at once sit down. Then make some such positive suggestion as “Let me examine the right foot first, please.” While saying this hold out the hands toward the foot so that they may meet it and allow you to get the shoe off before the customer realizes that he or she wants to see the shoe before trying it on.

Say as little as possible while removing the shoe, and get it off as quickly and easily as possible—then produce the measuring stick. Either have the customer stand on the stick or place the foot flat upon the foot rest of the fitting stool. An important point to remember is that the foot should never be measured while in the air. The toes should be well stretched out by pressing them with the fingers—and be sure to remember what the foot measures.

Do not spend a lot of time telling the customer all about the bones in the foot. The salesman should, however, examine the foot for enlarged joints, hammer toes, arch trouble, corns and so forth, and mention to the customer the foot trouble he discovers. He should take special notice of the size of the hosiery worn, by pulling out the end at the toes, and if he finds the hose to be too short he might mention the fact and suggest that a half size larger be bought next time. He might also explain the fact that short hose, like short shoes, are the cause of many foot troubles. He should spend some time studying the foot as to the width required; length of toes and such other matters. All this should be done before the customer is shown a shoe. It is important to spend considerable time in this preliminary work. Plenty of time spent in this way will mean that less time will be required later in the transaction, for the reason that the customer will be impressed with the fact that he is being served by a real shoe expert.

Bring to the customer only one style of shoe, and that should be the style the salesman has assured himself as being the one desired by the customer. Do not hand the shoe to the customer to examine and do not hold it up before his eyes to inspect. Take it directly to him and put it on the foot at once.

It is well always to bring two sizes of shoes, both of the same style. In other words, if you have decided the customer needs a size 6, but are not quite sure whether the foot is an A or AA, bring both the 6A and 6AA. Slip the larger shoe on first, and if it is too loose do not lace it up and do not wait for the customer to call attention to the fact that it is too large. Take it off immediately and slip on the smaller one. If this is the right size, lace it up. If you have misjudged the foot and brought both sizes too large or too small do not spend time in lacing up the shoe. This would cause the customer to lose the confidence he had gained in the beginning through the preliminary work. The salesman should go quickly for the correct size and at the same time take away the shoes that did not fit.

The next shoe should surely be the correct size, or else the salesman’s ability will drop in the customer’s estimation. If it is the right size place it on the foot and lace it up. Iron out the shoe well by pressing the toe down with one hand and smoothing out all the wrinkles with the other hand. Both the fingers and the palm of the hand should be used for ironing the shoe, while the other hand is used to press down the toe.

These suggestions by Mr. Watson are definite and contain some valuable hints. They bring the sale up to the point of getting the shoe properly fitted on the customer’s foot. The salesman should then continue the sale by asking the customer to stand in the shoe and then, perhaps, follow it with the suggestion that he “walk a few paces and notice how well it feels on the foot.” By the time the customer has returned to the chair and if he has not already made the decision to buy, the salesman might continue by suggesting that the other shoe be tried on. After having both shoes completely laced he is ready to ask the customer to walk in them and to lead him to a mirror where a full view of the shoes may be had. The customer is now face to face with the necessity to make a decision. He has been led through the sale with positive suggestions and has only to say “yes” to complete the transaction.

Another point worth remembering is that of placing the old shoe, when removed from the customer’s foot, out of the way and out of sight under the fitting stool. To throw it down carelessly for others sitting around to gaze upon is displeasing to the customer. He feels happier when it is out of sight.

STYLE NOT IN STOCK

Another delicate point calling for real salesmanship is that of selling a customer who calls for a shoe that is not in stock. The style, perhaps, may have been one shown in the window. It may have been one of the numbers especially popular in the store. The sizes may be broken and further stock difficult or slow to secure. Although the salesman would likely know all these things at the time the customer mentioned the style wanted, he certainly could not afford to hold up his hands in horror and greet the customer with the sad news, “I don’t think we have your size.” The result of such a remark could only have the effect of causing him to feel that he had suffered a real loss and that no other shoe would serve him quite as well.

If, on the other hand, the salesman proceeds to the proper section he may find he has the correct size in stock. This he can produce, and the sale goes along without difficulty. However, if the salesman finds he is not going to be able to fit the customer in his first choice it is for him to begin at once by offering a suitable second choice. This he should not attempt to do by running down or finding fault with the shoe asked for by the customer. Convince the customer that you are sincerely working for his interest—tell him so. The style and fit of the shoe called for will serve as an indication of the kind of shoe wanted. Proceed at once to get the stock nearest to it and start selling it on its merits. Nothing will be gained by considering any further the merits of the shoe that is out of stock. Remember that one of the important features of salesmanship is that of creating a desire for the merchandise you have. Fit properly the shoe you have in stock, dwell upon its good qualities, its workmanship and its value. The sale will be made when the customer understands that the goods you have rather than the goods you had are those that will serve him best.

“JUST AS GOOD”

One manufacturer warns his customers against substitutes by advertising the fact that “You can teach the parrot to say ‘Just as Good’ but he won’t know what he is talking about.” The buying public has been taught to disrespect the man who preaches “just as good” and to have suspicion of the goods he is selling. Reliable dealers and manufacturers sell goods on their own merits and not by a false standard of comparing them with something else. The fact has already been pointed out that the salesman cannot afford to spend his valuable time boosting the business of his competitor by discussing with his customer the relative advantages and disadvantages of both lines. He sells his own goods on the basis of their merits and allows the man around the corner to do the same.

To mention the matter of “just as good” means that the salesman has invited comparison. Then he has the double task of proving his statement first, and later of selling his own goods. Even then the customer will probably not be quite satisfied until he has tried the other article, just to find out for his own satisfaction how they compare. One far-sighted business man said that “when a competing salesman talks about my line I consider him as valuable as a salesman on my own payroll.”

If a style is out of stock, the wise salesman will plunge right in to sell the goods he has on their own merits. To invite comparison with “just as good” arguments wastes time and stamps the man as an imitator. Be original.

SELECTING THE STOCK

It is now getting to be understood more generally among dealers and salesmen that it is unnecessary that the customer be shown a half dozen pairs of shoes in order that he may be able to make a selection. The whole point of importance is to spend enough time at the beginning of the sale to find out exactly what shoe the customer should have and then to go after that particular shoe. If a physician were to make a hasty examination of a patient’s throat and then dash off hurriedly, only to return a moment later for another inspection and to change his original decision, the patient would at once lose confidence. Or if the dentist were to commence extracting a tooth and later change his mind and decide it should be filled, he would probably be invited to give up his diploma and to accept a plumber’s license. He is expected to know what his patient needs before he starts treating him.

The shoe salesman is expected to be a specialist, an expert, in his line. He is expected to spend enough time with the customer to find out what shoe he should have. It is for the customer to give an indication of the style wanted. With these in mind the salesman is prepared to make his selection of the stock. Generally the customer is interested in not more than one pair of shoes out of the whole stock—and that is the pair he is to buy and wear. If the salesman, by the manner in which he conducts himself and his actual knowledge of his job, wins the customer’s confidence, if he conducts himself as an expert, the customer will accept him as such and be glad to take advantage of his advice. The first or second shoe selected for the customer can be made more satisfying to him than one that he himself may have been required to select out of a dozen offered to him. The whole matter narrows down to one of whether the salesman is simply to hand out shoes at the direction of the customer or whether he is to be a helpful adviser. One means wasted time and small results; the other results in prompt, satisfactory business and a following of customers who are “boosting” for the salesman and the store.

Groping around in the stock to find a size or style must give the customer the impression that the salesman does not have the size in the particular shoe he first intended to show, or else that he is trying to find something else that may not be as desirable. It makes the customer feel uneasy when there is no occasion for it. The man in touch with the stock day after day is expected to know where to lay his hands on the goods he needs. The salesman cannot afford to give his customer an opening for suspicion or doubt as to his ability.

DON’T CONCENTRATE ON ONE VARIETY

Unless the salesman watches himself carefully he may run into the habit of showing and of using his selling effort on those styles only that appeal to his special preference. There is the danger for him to regard as a second choice the styles that do not appeal to him especially. The young man, fresh out of school or college, would like to clothe every customer in sport models, whereas the middle-aged conservative salesman would have the natural tendency to favor the plain conservative styles. However, neither of these two men would have best results if they allowed their personal preferences to have full sway in the selection of styles.

Each customer has his own likes and dislikes on the subject of footwear styles, just as he has his preferences among moving picture stars or candidates for public office. One man is of the opinion that his choice of candidate has all the desirable qualities, whereas the opponent has none of them. But he will sometimes learn after election day that the majority of voters saw things in a different light; that although each voter examined the same two or three candidates he saw qualities in them that the man standing alongside could not see. The salesman will see one shoe that represents to him a perfect style, but the customer may have an entirely different opinion. It is the customer’s preference that must be considered.

The whole range of footwear styles is created in order that the customer may find in the selection something to meet his particular preference. The conservative, middle-aged salesman, although he may not care for the sport models, recognizes that it is the customer who is to be pleased, and therefore he will put in the background any individual preferences. He will not concentrate his efforts on any certain few styles but will make selection to meet the tastes of his customers.

Many stores have certain short-profit lines or leaders for the purpose of attracting trade to the store. There are two ways in which the sale of these goods may be considered by the salesman. The first is that the leader gives the opening for an easy sale, that it requires no great effort on the part of the salesman, and that the thing to do is to follow the path of least resistance and hand out the goods called for without further ceremony. The way in which the sale of these goods should be considered is that they serve to bring the customer into the store and give the salesman an opportunity to meet him and to show the line. This does not mean that the leader is something to be held up before the customer so that he may grab at it and miss. It does mean, however, that the shoe called for by the customer may not be as desirable for him as some other in the stock. The salesman is given a real opportunity to get goods before his customer’s eyes, and he should take advantage of it. Although the customer may have asked for and may have been shown an eight-dollar shoe it is very often the fact that a ten or twelve-dollar shoe with more style and better wearing quality, if properly shown, will please him more.

Although a shoe may be a short-profit line the salesman’s obligation to give the customer full satisfaction is just as great as it is in selling the best shoe in the house. The leader, as suggested, is designed to attract the new customer so that he may become acquainted with the salesman and the store. If he is given poor fit or poor store service it means that his further business is lost and that the advantage of the leader has been wasted.

SHOWING MORE GOODS

In a great majority of cases it is possible to close the sale after having shown the first or second pair of shoes, provided the sale is properly taken in hand by the salesman. The difficult case, however, is when the customer, after having looked over several styles, will make some such remark as “I’ll call again—I didn’t intend to buy today, anyway.” The easiest thing for the salesman to do under these circumstances is to reply, “Very well,” and to consider the matter closed. But that is not salesmanship.

Many times when the customer makes such a suggestion it means that he is dissatisfied with the service he has received—either he has lost confidence in the salesman or he has been misjudged concerning the style of shoe he should have been shown. When once he has left the store without having been satisfied it means that it will be doubly hard to get him to return. He has the feeling that the salesman, and hence the store, has not been able to serve him, and in all likelihood he will go elsewhere to look for the goods he needs.

The time for the salesman to “nail” the sale is when he has his customer face to face before him. Although when he made the statement that he would return, the customer may have had every intention of doing so, he is inclined to go elsewhere, almost unconsciously, because he has in mind his need for the shoes and the fact that he has not yet bought them. Therefore he is attracted to the next store he passes—and the sale is lost. Very often the second store is no better equipped and stocked to give him service than the first. The difference is that he is shown more goods. The salesman’s cue when the customer says “I’ll be back” is to get into action at once, and to let him realize that there are more styles to be shown and that it is a pleasure to show them.

Even though the customer should say, “Never mind about showing me any more shoes today,” the salesman should not consider that his efforts have failed. What he needs to do is to build up again the confidence of his customer. A positive suggestion, such as “It’s no trouble at all—I believe I know now just the style you have in mind,” will reassure the customer and cause him to wait while the salesman goes to get another style. Quick action and an air of assurance will do more than anything else to win the customer under such circumstances.

Someone has written a short rhyme that tells a long story about showing the goods. These verses may not represent Shakespearian excellence from the standpoint of English literature, but they do represent the height of good sense from the standpoint of successful merchandising.

SHOW THE GOODS

CUSTOMER WHO DOES NOT BUY

No store, no matter how perfect its organization, has ever been able to make a perfect score in selling. In the course of a month or a year there are many people who come into the store with the intention of buying but who are unable to get what they want, regardless of the quality of salesmanship. People who have a very definite idea of what they want in a shoe may not find what is desired in style, fit, wear, or price—or possibly a combination of these. In these comparatively few cases it is not a matter of insufficient or poor service on the salesman’s part, but one of limitation of stock variety to meet the customer’s ideas.

In cases of this kind the person will “shop” around from store to store in an effort to get the goods desired. Perhaps he will find the goods somewhere else; if so that sale goes to the store with the goods. Oftentimes, however, the person will not be able to find just the article he had in mind to buy. It is to be expected, therefore, that the business will come back to the store that showed the best service. The experienced salesman, when not able to close a sale, bears in mind that this person will return if well served, and consequently he continues his best efforts even though he knows he will not be able to make the sale. He is in business not alone for today but for tomorrow and next year, and he treats all persons he serves so that they will become “regulars.”

The person who does not buy has committed no crime. The salesman cannot afford to say or do anything to cause him to feel embarrassed—to make him feel that he has imposed upon the valuable time of the salesman or taxed his patience. Let the man feel that his visit has been appreciated and he will surely come back when he is again ready to buy.