There are certain lines of business in which the salesman has no competition; this, however, is the exception. There are many lines in which the competition is more imaginary than real; that is to say, the quality of the goods of the so-called competitor is so much inferior to that of the goods carried by a first-rate house that there is no real competition. The buyer, however, who is usually shrewd, and, unfortunately, is often unscrupulous, will, if possible, lead the salesman to think that competitors have given better prices or better terms, and that their goods are superior. The salesman who is not armed at every point to meet his tactics runs the risk of being imposed on.

One superlatively good rule is this:—“Know Your Goods.” That will enable you to meet both real and imaginary competition. By this we mean, be familiar with the intrinsic merits of the goods you are selling, and know the market conditions which surround the trade. Read very carefully all the literature and advertisements put out by your house. Nothing will destroy a buyer’s confidence more quickly than to find a salesman ignorant of the claims made by his own house, or of the specific qualities of the goods offered for sale. Salesmen need to keep themselves fresh and enthusiastic in regard to their goods, not only by thorough reading of their house organs, and all literature issued with the view of creating patronage, but also by getting information from every possible source that will help them in their special line. Outside of what a man can learn from the printed matter furnished by his own house, he may learn much additional from leading trade journals and by talking with men who are familiar, in a practical way, with his line. In getting information from the salesmen of a competing house it is best not to exchange confidences. Learn all you can in an open, fair way, but do not resort to trickery, or to any methods which you would be unwilling to have a competitor use with your house.

The second rule for meeting competition is “Know Competitors’ Goods.” This again involves not only being familiar with the quality and uses of the goods, but with the reputation of the manufacturer and his selling agents, as well as the class of trade to which competitors cater, the class of salesmen they employ, and the ethics they observe in doing business.

Some believe that three-quarters of all business is done on a friendship basis. But it is a different friendship than that meant by the accepted term. It is business friendship, not social friendship.

Naturally, if you do business amicably with a man for a long time you are “friendly.” You call each other Smith and Brown, possibly “Charlie” and “Eddie”; maybe you lunch together occasionally. But such friendship is in nowise like that bestowed on your old neighbors, your college classmates, or your club brothers.

Many a man who has started out to do business on a real friendship basis has found out to his sorrow that it can’t be done.

“Friendship and business don’t mix” is an old adage and a true one. You can’t presume on your intimacy with a man to sell him goods; and it is seldom you can get his trade away from a successful salesman, even if you have identical goods and quote the same price. The salesman has become the buyer’s friend too, in a different way to what you are, but still a friend and deserving of consideration. No doubt business friendship plays a very large part in business getting with all salesmen. You know how hard it often is, to break in on the trade of another man, simply because he has won the friendship of his customers. Keep this in mind, and do everything to win the friendship and merit the continued confidence of your trade.

In this connection, remember that “knocking” is bad. When giving the rule, “Don’t knock,” as a good one for every salesman, I mean simply that a salesman should not criticise unfairly or bitterly the goods of another. There is no harm in pointing out the real defects or inferiority of rival merchandise, but it is a great mistake to show ill-will or to make unkind, uncalled-for criticisms. If it is necessary to protect a man from buying what is going to cause him a loss, we should not hesitate in criticizing and pointing out defects, but our criticisms should be made in a tactful way, so as not to leave the impression that we are “sore-heads.”

In the next place, avoid the great mistake of young salesmen, and of many experienced men, who talk their competitors’ goods far too much. I know a salesman of very pleasing personality who frequently hurts his sales in this way. He has a way of scattering his customer’s attention by introducing the possibilities of rival products in his own line. At the present time he is selling automobiles, and is constantly comparing his car with others, diverting the customer’s attention, by enlarging on the advantages and disadvantages, the good and bad points, of rival cars, confusing a man by bringing into his mind so many things at the same time.

He seems to take delight in exhibiting his thorough knowledge of the points of those other cars, and, in doing so, he often raises a question in the customer’s mind as to the desirability of some other than the one the salesman is selling, and will in many instances postpone purchasing until he investigates the rival cars.

The best salesmen say very little about a competitor’s goods. They simply explain and emphasize the advantages and good points of their own.

Don’t ignore questions about competitors, and don’t fail to banish from the customer’s mind all doubts and prejudices, but it is a serious mistake to spend a lot of time talking about competitors’ goods, when you ought to be sticking to the merits of your own. Answer quickly all questions, and then switch back to the excellence of what you are selling. Be so enthusiastic about your own selling points that rivalry will be forgotten.

In meeting competition, do not be fooled by the question of price. At present, very many staple lines are of about the same quality and the same price, so that you must bring out, as a high-grade salesman should, the fact that service is the main consideration. Show what your house can do in the matter of prompt deliveries, careful packing, dependability as regards uniform quality, correct count, liberal terms, etc., and do not forget that the general reputation of your house is a selling point. The facilities which you have for keeping abreast of the times, like the employing of experts to do experimental work, thereby improving your product all the time, is a point of service well worth consideration.

Not the least important of the methods to meet competition is for the salesman to analyze both the conditions of the people on whom he calls and the territory in which he works. Any suggestions that he may make to his house will help in the matter of educational advertising, which always can be used to advantage in selling.

Above all, a salesman can meet competition most effectively by a strong personality. Remember that your goods are judged by yourself, sometimes, even, unfairly; and remember that we are always judged by our weakest points; hence, in order to hold your old trade from competitors, and to get new trade, you must possess “business magnetism,” which is another way of saying “a strong personality.”