CHAPTER V THE CUSTOMER AS THE SALESMAN'S GUEST

Previous

THE HUMAN HEART THROB

So far we have been considering those important matters that have to do with the salesman’s relationship to himself—the responsibility he has to build for himself a healthy mind, and business spirit. We are now interested to consider his relationship to the person who supplies the power to operate the whole machinery of commerce, who foots all the store’s expenses, and who regulates the size of the salesman’s pay—the customer.

A man whose career as a salesman had extended over many years, and who had been unusually successful in his work, was once asked before a large gathering of business men to tell them what great power he considered responsible for his success in selling goods. His reply was the simple and beautiful fact that he learned to love his customers. What he meant, of course, was that he had trained himself to regard each customer and to show him the same consideration and interest as though the customer were his warmest friend. Mention love, and we immediately think of Romeo and Juliet. Romeo, with his fiery devotion, would have made a wonderful salesman if he had applied the same enthusiasm to the commercial field.

The man who said he loved his customers was not some soft, wishy-washy dreamer who gazed soulfully into his customer’s eyes. He was a strong, vigorous, man’s man, who understood enough about human nature to know that it is sympathetic interest coming from the heart that the customer wants and for which he is happy to pay. He wants to feel that his request to be served will be considered by the salesman not simply as another series of mechanical motions, but rather as an opportunity to be of genuine help.

GREETING THE CUSTOMER

The kind of respect and consideration a gentleman gives to a guest in his own home is the standard by which the successful salesman measures his service to the customer. There is nothing false or artificial in it; simply a genuine effort to please. When reduced to this basis the art of good salesmanship is not a series of cut-and-dry rules to tell the beginner how many steps to take forward when greeting a customer, when to reach up to remove a box from the stock, case, or when and how to accept the customer’s money. Those are simply mechanical operations and should not constitute a more important part of the sale than the arm motion of a speaker in delivering an address. To the man who has his heart in his work the mechanical motions called for in conducting a sale will come as naturally as breathing.

In line with the thought of natural selling, it is evident that a salesman should not rush at the customer. To pass someone else who is approaching a customer with the idea of serving him means to cause resentment both in the customer’s mind and in that of the fellow-worker.

Of course, the customer will be treated with politeness, but this again is more of a forced expression of consideration. The trick monkey that accompanies the Italian organ grinder has been trained to take off his little red cap whenever anyone put a cent in the tin can. This is a mechanical movement that might be considered politeness, but surely it does not express any part of the salesman’s responsibility in serving his customer. The salesman is courteous, which implies that there is in him a genuine regard and an honest effort to show every respect to which his customer is entitled. Courtesy is the habit of being polite—that means it is a natural expression and not artificial.

The impression made upon the customer at the time he first enters the store or department depends upon the manner in which he is received—whether his host is glad to see him or whether he seems bored by the fact that another visitor has come. When he realizes that he is welcome there comes at once a warmth of friendship that removes his natural tendency to restraint. The salesman’s responsibility is to remove every obstacle that stands between the meeting and the final sale. A cold reception will prejudice a customer against the house and the salesman. Therefore, greet him cordially, so that the sale may commence on even ground. This will save both time and selling effort.

H. T. Conner, vice-president of the George E. Keith Stores Company, believes that a natural smile on the face of the salesman as he greets the customer governs the success of the meeting. He says: “The first duty of the salesman is to smile. A great big smile always wins. Be good natured. No matter how grouchy your customer may be you can rest assured that a pleasant word or two will set him right. Look your customer straight in the eye and convince him that you are at his service. Do this and the sale is yours. Never permit the grouch to get the better of your patience, for it means lost time and ten to one you will not be any good to serve the next customer.”

REMEMBERING THE NAME

To know the customer’s name and to greet him by name sets aside many of the first obstacles in the way of getting started with the sale. By all means the art of remembering names should be cultivated. George Boldt, who until his death a few years ago was proprietor of the Waldorf-Astoria Hotel in New York, built up a fortune of millions on the strength of his great personality. He recognized that men and women feel more at home, and are also mildly flattered, when addressed by name. Mr. Boldt made it his business to remember the names and faces of thousands of his guests, in order that he might greet them cordially as they entered. To remember all these names he followed the plan of repeating each one over and over to himself when first hearing it. He pictured in his mind how the name would look when written and then associated it with the appearance, voice and manner of the individual man or woman. This required some effort, of course, but it is important enough to be seriously considered by everyone who is constantly serving people.

In Chicago there is a woman in the shoe department of a large store who has built up a large following of customers in much the same way. She has gone a step further, however, in that she remembers also their special preferences, when they made the last purchase, and, if there are children in the family whom she has served, she remembers also their names. When we consider that her income is two or three times as great as that of other salespeople in the same department, who will say that it isn’t worth the effort?

NO GEOGRAPHY IN SERVICE

The summer resort shop requires a special style, color or material in a shoe in order to satisfy the needs of its customers; the professional man prefers one style above another; the laboring man has his preference; the Westerner has his choice, which is altogether different from what the city man in the East requires, and so on it goes, each man for his own needs and preferences. But not so in the quality of service required by the customer. Human nature is the same from Maine to California, in the ditch digger and in the bank president. The salesman who does not recognize the truth of this fact cannot grow. The successful salesman of the East is also the successful man of the West, the North and the South, but the salesman of narrow vision and small purpose is a failure wherever he goes.

FAMILIARITY

A splendid thing it is, and a mark of genuine service, to recognize a customer, to know his preferences and to take a personal interest in him. But what a different thing it is and how important it is for the salesman to know the difference between this and forced familiarity or attempts at “showing off.” The latter can do nothing but cause the customer to lose his regard and perhaps go elsewhere to be served. The man of experience in business recognizes the difference and governs himself accordingly. He continually bears in mind the fact that the customer has come on a business matter and that his sole interest is to be well served with the goods he needs.

MEETING HIM FACE TO FACE

Without giving the matter a thought, a salesman, or a group of them, may sometimes take station at the front of the store with their backs toward the door while they engage in conversation. Although this may seem a minor matter it is nevertheless important, for the reason that the effect given is not good on a person entering the store. A person’s back suggests coldness and a spirit of unfriendliness. Make every effort to establish and hold the good graces of the customer—this is necessary. Meet your man face to face. Let him know you are pleased to serve him and he will be just as pleased to give you the business.

SIDE CHATTER

Here is the experience of a man as told by him at a recent sales convention. On his way to the office one morning about nine o’clock he dropped in at a nearby store to make a purchase of a pair of shoes. Entering, he noticed three of the salesmen grouped around one of the display cases, listening attentively to a member of the party who had full sway of the interest. At the farther end of the store was the only other salesman on the floor, and he was busy with the stock. In relating the experience the man further mentioned that he waited for a minute or two (which seemed to him like five or ten), and finally turned to make his way to the door. Not until then, when he was about to leave, did one of the number break away from the group and call out, “Something I can do for you?” Under the circumstances the answer, of course, was “No,” and the door closed on a perfectly good sale that was missed.

This man was not a grouch by any means. He was a busy business man and thought enough of his time and the day’s work before him to become restless when called upon to waste his minutes when there was no occasion for it. Very likely the story that seemed so important to the salesmen at the time was the recital of some ordinary experience of the night before—whatever it was it was not important enough to warrant losing the man’s business, not only on that sale but ever since. Anyone who thinks about it for a minute will realize that idle talk on unimportant matters, gossip, story-telling and the like, is just plain waste. It wastes the time of the man who talks and of those who listen—and any person around cannot well help listening. There are certain times in most stores and departments when trading is quiet and there is no important current work to be done. This can be well used as an opportunity to get acquainted with the trade papers, catalogs and good business books, or to talk over with fellow-workers store problems, experiences, ideas, etc.

Then there is “kidding” with some other of the men or girls while waiting on a customer. This is fatal. As far as retaining the customer’s respect and confidence is concerned the salesman might just as well tell him that he is of no importance—and that is practically what it amounts to.

The following is another form of side chatter to be guarded against. Consider what an impression this would have on you if you were in the customer’s position:

Customer: “Do you have this same style in a vici kid?”

Clerk (turning around): “Hey, Joe—do we have this style in a vici kid?”

Joe: “No.”

Customer: “What is the price of this pair?”

Clerk (turning around and holding shoe in the air): “Joe, what are we getting for these?”

Joe: “Nine-fifty.”

When next the customer comes in to buy, if he does, it is a certainty that he will either choose Joe or someone who seemed to have some reason to be called a salesman. Successful selling is based on confidence. Anything that destroys confidence injures the salesman.

PAINFUL SILENCE

Washington Irving, the famous American author, tells of one of the early Dutch settlers in New York who made it his special rule in public always to be silent. At public gatherings he would be present but would say nothing, and when a discussion arose he would smoke his pipe soberly and silently look on. After the question had been decided and all differences of opinion had been set aside the men would turn to the silent friend and find on his face an expression that meant: “Of course, I knew the answer all the time, but was letting you younger boys work it out for yourselves.” In time he came to be considered the wise man of the community.

But this sort of thing does not go in retail selling. The customer must be made to feel comfortable and at home. A man coming into the store said that he would like to look at a shoe, size 7D, the same as the one he pointed out in the window. Turning about, without comment, the salesman made his way to the rear of the store to select the shoe, leaving the customer to look over the row of empty chairs and choose one for himself. Returning the salesman seated himself on the stool and, without comment, removed the customer’s old shoe and finally, without comment, placed the new one on the foot, laced it up, and then only then did he break forth into speech with, “There, how’s that?”

Until then the anxious customer silently wondered whether, perhaps, the shoe was one he should not have asked for, whether possibly he had selected a chair he should not have taken, or whether it was just a case of the salesman not liking him. Surely he could not be expected to know whether the salesman was a silent wise man, making an effort to please, or just a silent man not sufficiently interested even to extend the customary courtesies.

A general rule on this point that will never go wrong is to say at least enough so that the customer will understand you are on his side.

CUSTOMER CONCENTRATION

Another way of expressing the idea of customer concentration is just this: Give the customer, while you are serving him, one hundred per cent of your attention, interest, thought and knowledge of the business. Any measure less than that means there will be a loss somewhere and the wise salesman will make sure it is not his loss.

One of the retailers with a long chain of successful stores, in speaking of this, brought out the distinction between classes of salespeople in this way:

“Salespersons may be divided into two classes: those who simply wait upon the customers and those who sell and produce business. The members of the first class perform their work like machines; they sell goods asked for by customers and their chief thought is to get rid of the customer as quickly as possible, and, perhaps, to get all the money from him they can. They have no suggestions to make and no advice to give. They know little more about the goods than the price.

“The other class of salespersons take an interest in their customers to make them satisfied with the service given. They firmly believe that a sale is not complete unless satisfaction on the part of the customer accompanies it. They firmly believe in the goods they are offering and they communicate this confidence to their customers. They know that a satisfied customer is a walking advertisement for their store.”

The salesman should bear in mind that the customer is not a shoe expert, that the person of average means does not buy a pair more than two or three times a year, and that he actually needs helpful advice and suggestions. By learning, first of all, just what it is the customer has in mind to buy, the salesman, with his knowledge of the stock and of the business, is well able to offer a genuine service. An important point is well brought out above, that a customer, rightly served, is a living advertisement, not alone for the store but also for the man who serves him.

TALKING IN TERMS OF “YOU”

A splendid thing it is, and a needful part of every salesman’s make-up, to have loyalty for his house and a firm conviction in its high standard of business character. On the other hand, in his relations with the customer he should always remember that there is in the customer’s mind just one question and that is, “In what way will this thing be of benefit to me?” He is interested in the honesty of the house and the guarantee behind its word, he is interested in the salesman who serves him, he is interested in the style of the shoe, in its fit and wearing qualities only in so far as they are to be of special benefit to himself. It is for the salesman to appreciate and to take advantage of this fact in his treatment of the customer.

This same idea has been expressed in another way, as follows: “The man who is to be a success in selling must learn to ‘put the buyer in the picture.’” This is just another way of saying that the salesman, in his effort to serve, must convince the customer, at every turn, of the special advantages the goods hold for him. If the customer is a stout woman she is not interested to know that the shoe would look exceptionally well on a tall slender person, nor does she care especially that there are some very nice shoes in stock at twice the price she has to spend. From start to finish talk shoes for stout women of her height and around the price she has to spend, bearing in mind, of course, that she may be able to increase her idea of price.

In selling women’s suits and dresses, and men’s suits, too, there is a little trick of the trade to get the goods on the back of the prospective customer as soon as possible. The salesperson might show the customer a fine picture of a slim young miss wearing a similar pattern of dress as the one in which the woman expressed an interest, or the man might be shown the picture of a college boy wearing the same model as the one he inquired about, but the experienced salesperson knows better than to waste time that way. The moment he finds a suit in which the man, for instance, has shown an interest, he asks him to slip on the coat “just for the size,” and then leads him over to the mirror. What he has done, you will notice, is to place the customer in the picture, which is just exactly what appeals to every buyer.

Follow this cue from the experience of the clothing salesman. Plan the whole effort to please the customer from the moment he enters the store until you bid him “Good-by,” by showing him himself as the central figure in the picture.

STICK TO THE SALE

Someone has told an exaggerated yarn of a young sales clerk who had been given as a word of advice by a well-meaning salesman of more experience the suggestion that he should show a special interest in each customer, because upon that would depend his success. The first customer to approach the clerk was an old lady heavily weighted with the worries she had accumulated and nursed for almost sixty years. Being comfortably seated in one of the chairs her mind began its usual pastime of freshening up the worries of the past, and the old lady became talkative. Determined that he would be a success as a salesman, according to what little he had been told of it, the clerk showed every indication of interest and sympathy—even grief as the sad story proceeded.

The old lady, encouraged and comforted because she had found such a good listener, continued on and on and on, and as she continued her recital became more expressive and her grief more bitter. At any rate the two of them enjoyed the sorrow together, and after the lady had been partly revived with a glass of water and a large fan she was then able with assistance to reach the door and make her way homeward. She had lost all thought of the sale and had wasted an hour of her own time and the clerk’s.

The trouble here was that in his effort to follow instructions the clerk had allowed himself to lose sight of the fact that he was selling shoes and not sympathy. Certain types of good customers there are who like to talk. The experienced salesman learns the knack of listening without encouraging a long yarn that will take his time and prevent him from serving the next waiting customer.

As with the customer so with the salesman there is sometimes a tendency to drift to things that have no relation to the sale he is trying to make. Remember that the sale is a courteous business transaction and not a social visit. Stick to the sale and make it pleasant business from start to finish.

TALKING IN POSITIVE TERMS

“You wouldn’t want a nice pair of canvas shoes, would you?” ventured the clerk. And the answer suggested to the customer was, “No, thank you.”

The salesman is not interested in knowing what the customer may not want and it certainly is not part of his job to suggest “No” to the customer. Consider the effect on the customer’s mind of the same idea expressed in positive terms rather than negative. “We have just received some new styles of pretty canvas shoes that I know you will be glad to see,” and then the salesman is on his way to produce a pair. When put in some such positive form there is less than one chance in ten that the customer will not remain and be well pleased to look at the shoes. Then a new sale begins from that point on.

“You did not ask for tan shoes; you asked for black,” says the inexperienced salesman. Although what he says is absolutely true, it is bound to set up in the mind of the customer a feeling of antagonism which will have to be overcome later before the clerk can number this man among his friendly customers. Anything that suggests a negative thought in the customer’s mind must be faithfully avoided. It is bound to kill confidence and enthusiasm.

“Don’t you like that style? Why not?” The reaction on the customer’s mind as a result of that question will probably be that he did not come in to explain his preference in style but to buy himself a pair of shoes. Take advantage of the point he has made, that he does not care for the style. It is evident that you have misjudged his taste. Make a positive suggestion out of it by letting him understand that you are interested to know first how the shoe is for fit and that you have a different style that you believe will meet his ideas on appearance and quality.

To ask a customer “What size do you wear?” might give him the impression that the salesman does not know his business. If he is the kind of man who keeps those things in his head, he will probably mention the size by the time the shoe is removed from the foot. If he does not, the experienced salesman will carefully use his measuring stick and then confidently start off for the stock. There are, in fact, some stores that have established a special rule among the salesmen that the old shoe is not to be referred to for size, but that the measuring stick is to be used at once. To repeat for emphasis: Most men do not buy shoes often enough to remember all the details of size, style, materials and the like. They are not experts but come to the salesman to receive expert service.

DON’T ARGUE

Following the thought of suggesting only positive ideas is the important point to avoid argument with the customer. Argument is negative, and does not serve to get the customer in a buying frame of mind. He may make some statement that is absolutely without foundation concerning quality, make or price. Whatever it may be the salesman can do nothing better to strengthen himself and the reputation of his goods than to give the customer the true facts in the form of confident suggestions rather than sledge-hammer blows of argument. For example:

“There is no occasion for these present high prices of shoes. The manufacturers and the dealers are simply taking advantage of conditions to make big profits,” says the customer.

“Yes, the prices certainly are higher than those we have been accustomed to lately,” says the salesman, agreeing but preparing the customer to accept the facts, “but when we consider that the price of hides and skins has advanced anywhere from two hundred to five hundred per cent, due to scarcity, and that labor costs are close on to seventy-five per cent higher than they were a short time ago”—and the salesman need not go further in most cases. He has “let the customer down easy” and at the same time given him the facts. The result is a better understanding of the true conditions and a higher regard for the salesman’s ability. It distresses any man to have himself brought face to face with the fact that his statement is without foundation. The salesman should plan, as in this instance, to offer his facts so skillfully that the customer will not recognize that he is being convinced of his error.

Concerning the goods of competitors, the salesman in most instances will find it best, by all means, to make no effort to go into the relative merits of quality, style, fit, business policy or any other such questions. He is not in business to advertise his competitors, and therefore the more he leaves them in the background of the picture the greater will be his success in selling his own line. This point is treated more fully in the chapter on “Showing the Goods.”

WAR-TIME PORTIONS OUT OF DATE

During the war period everyone learned to accept gladly war-time portions, of food especially, and also to a great extent, war-time portions of service. That term “war-time” meant to us just a little bit less or just a little lower quality than what we had been accustomed to and what we needed in order to be perfectly content.

Although a salesman may be busy and have several customers waiting to be served, there is no need for him to render war-time service. A few words of explanation to the customer the moment he or she enters the store will bridge over the delay caused by the salesman’s inability to give instant service.

Courtesy and consideration of the customer’s needs does not, as a rule, require more time than slip-shod service and the delay caused by it. As already mentioned, the general run of men and women come to the store on a matter of business and they do not have any special desire to remain any longer than necessary to get well served in their requirements.

A full measure of service, then, is the just dessert of every customer. It pays dividends for the store and increases the salesman’s salary.

                                                                                                                                                                                                                                                                                                           

Clyx.com


Top of Page
Top of Page