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SOUTHERN BRANCH
UNIVERSITY Q^ C '
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LOS
ANGELES, CAUF=^-
RETAIL SELLING
HARPER'S
RETAIL BUSINESS SERIES
Edited by John B. Swinney
Lecturer on Merohandiaing, School of Commerce,
Accounts, and finance, New York University;
Formerly with Jolin Wanamakcr, New York.
RETAIL SELLING. A Guide to the Bkht Modebn
Pkactices. By James W. Fisk, Director of Selling Service,
Lord & Taylor's, N. Y., Formerly Director of Courses
in Retail Selling and Advertising, "Dry-Goods Econo-
mist's" Training School.
RETAIL BUYING. Modern Principle.^ and Practice.
By Clifton C. Field. Head Buyer, The Keppler Com-
pany, Eau Claire; Formerly Instructor in Merchandising,
University of Wisconsin.
(Others in Preparation)
HARPER & BROTHERS. NEW YORK
RETAIL SELLING
A GUIDE TO THE BEST MODERN PRACTICE
BY
JAMES W. FISK
DIRECTOR OF SELLING SERVICE LORD & TAYLOR'S, NEW
YORK; FORMERLY DIRECTOR OF COURSES IN
RETAIL SELLING AND ADVERTISING "DRY-
GOODS economist's" TRAINING SCHOOL
HARPER & BROTHERS PUBLISHERS
NEW YORK AND LONDON
Retail Selling
Copyright, 1916, by Harper & Brothers
Printed in the United States of America
i^
CONTENTS
^
C PART I. MARKETING METHODS
Chapter I. The Analysis of the Selling Field .... 3
Locating a Store — Reorganizing a Store — Analysis is Business
Oi Foresight — Why Should the Business Exist? — The Buying
/r\ Power of the Community — Analysis of a Factory Community
^ — Analysis of a Farming Community — Analysis of Mercan-
tile Class — Other Classes of Customers — -Analysis by Sections
.. of the City — What Each Customer Spends — Effect of Nation-
^/) ality on Selling Field — Effect of Sectional Conditions on
^f^ Trade — Outside Sources of Revenue — The Store Site — Density
of Population in Location Selected — Other Conditions to
^ Consider.
I
y Chapter IL The Analysis of the Competition 16
g The New Store Must Be a Pace-maker — Competition with
p. Neighborhood Stores — What to Know about Your Com-
petitors — The Man Back of the Store — The Store's Past —
'^ Business Policies — The One-price Policy — The Cut-
<3 price Policy— Shopping Plan — Clerks for Outside Shopping —
/) Details of the Shopping Plan — Competition from Department
Stores — Effect of Convenience — Effect of Size — Advertising
Power — Meeting Competition — Disadvantages of Department
Stores — Do Department Stores Have Better Assortments? —
Relative Advantages of Small and Large Stores — Competition
with Chain Stores — The Growth of Chain Stores — Why the
Chain Stores Prosper — Turn - over — Organization — Realty
Operations — Buying — Selling — Standard Practice — Effect of
Chain Stores on Department Stores — Effect of Chain Stores
upon Independent Retailers — The Mail-order House — Mail-
order Service in Department Stores — Manufacturer-to-con-
sumer Service — Exclusive Mail-order Retailers — Competing
with the Mail-order House — Weighing and Using the Retailer's
Advantages — Analyzing their Catalogue — Buying for Com-
CONTENTS
petitive Needs — Displaying CoinpctiiiR Merchandise — A Mail-
order Department in a Small Retail Store.
Chapter III. The Determination of Sales Policies ... 47
Necessit}' for Retailing Policies — Basis for Deciding Policies —
Causes of Success — Causes of Failure — Lessons from Analysis
of Failures — Class of Trade for Whom Store Caters — Price
Competition or Service Competition — Price Policy — Slow-
selling Systems — Loss Leaders — Refunds and the Return-
goods Problem — Adjustments — Errors — Nationally Adver-
tised Goods — Creating Good-will.
Chapter IV. The Organization of the Selling Force . . 63
Organization of a Selling Force in a Department Store — The
Sales Manager — The Buyer — The Educational Director —
The Superintendent — Fundamental Principles of Employ-
ment Work — Qualifications of Salespeople — Physical Exami-
nations—Mental Qualifications — Analysis Chart for Appli-
cants — Efficiency Analysis for Promotion to Head of Stock —
Analysis of Routine Work for Each New Salesperson — Appli-
cation Forms and Records — Sources of Supply of Desirable
Applicants — Sales Organizations for Chain and Independent
Retailers — Employment Work in Chain Stores — Employment
Work in Independent Retail Stores.
Chapter V. Store and Stock Arrangement as a Factor in
Selling Efficiency 82
Location of the Store — The Store Front — The Store Sign —
The Store Entrance — The Interior — Elevators — Stairways —
Moving Stairways — Rotundas and Light-wells — Ventilation —
Shelving — Counters, Cases, Chairs, and Tables — Special
Fixtures — The Show-window — The Show-window Floor —
\\'indow Backgrounds — The Front of the Window — The Im-
portance of Good Lighting — Outside Lighting — Window
Lighting — Interior Lighting — Effect of Light — Value of Care-
ful Stock Arrangement— Keeping the Reserve Stock — For-
ward Stock — Distribution of Store Space — Value of Special
Locations — Effect of Color and Harmony — Let the Goods
Talk — Convenience — Accessibility — Arresting Attention of
"Looker" — Letting the Goods Sell Themselves.
Chapter VI. Getting People into the Store 109
Determining the Value of Window-display Elements —
Attention Value — Simplicity — Point — Color Effects — Form
CONTENTS
— Good-taste Appropriateness — Invention — Appeal — Fresh-
ness — Conclusion — What Goods to Show — The Place of Ad-
vertising in Selling — The Types of Advertising — Con-
veniences and Entertainment as Incentive to Visit the
Store — Special "Free Offers" — Special Sales — Inducing
Quick Buying — Everything Good or Bad Advertising —
Every Employee a Salesperson.
PART II. PERSONAL SALESMANSHIP
Chapter VII. The Salesman Himself 131
Selling the Climax of All Activities — Importance of the
Retail Salesman — Necessary Preparation for Selling — What
the Salesmen Should Know — Qualifications for Selling —
Physique — Relaxation — Don't Worry — Study Yourself —
Analysis of Self — Special Quahfications.
Chapter VIII. Knowing the Store and the Merchandise 152
The Salesman Is the Store — The Rules of the Store — The
Customs of the Store — The Voice of the Store — General In-
formation Regarding the Store — The Necessity of Knowing
About Other Departments — The Knowledge of Store Routine
— Special Information the Salesman Should Have — General
Information — Knowing the Merchandise — The Salesman
an Expert Adviser — Knowledge Inspires Confidence — How
to Learn the Line — Quality — Style — The Human-interest
Appeal — System in Handling Goods — Selecting the In-
teresting Facts— Knowledge of Goods in Stock — Usefulness
of the Goods — Price of Ai-ticles — Where to Get Merchan-
dise Knowledge.
Chapter IX. Studying the Customer 175
The Instinct of Possession — The Instinct of Companionship
— The Instinct of Vanity — The Instinct of Imitation —
Various Other Instincts— The Emotion of Fear — The Traits
of Customers^The Environment of Customers — Find Out
What Customers Like — Customers are Naturally Selfish
and La.6y — Handling the Selfish Customer — Handling the
Lazy Customer — Let the Customer Sell Himself — Catering
to the Customer's Vanity — Make the Customer Like You
and Your Store — Analyze Your Own Motives —Your Success
Depends upon Your Ability to Please the Customer — Classi-
fication of Customers, Undecided, Vacillating, Distrustful,
CONTENTS
Sanguine, Talkative, Indifferent, Silent, Put-it-off, Prej-
udiced, Nervous, Deliberate, Tired, Looker, Dignified —
Customers Who Speak Broken English — The Waiting Cus-
tomer — The FJconomical Customer — The Woman Shopping
for Her Child — Children Shopping — The Man Shopping —
The Customer Who Waits for Some Other Salesperson —
Other Types of Customers.
Chapter X. Principles of Salesmanship 196
Why the Sale Failed — Analysis of the Sale — Attracting
Attention — Working with the Mind on the Aisle — Dis-
continuing Other Work — Rapidity of Advance — Point at
which Customer is Met — Showing Recognition — Showing
Expectancy and Deference — Facial Expression — Atten-
tiveness — Salutation — Appearance and Voice — Preparing
for the Second Step — Building on the First Step — Transfer
the Attention to the Goods — Bring Out the Vital Selling-
point — Show Goods of Medium Quality First — Bringing
Goods to the Customer — Handling Goods — Show as Well
as Describe — Show Under Best Possible Conditions — The
Method of Creating Desire — Following the Customer's
Wishes — Agree with the Customer — Answer Inquiries
Promptly — Further Selling-points — Let Her Talk — The
Final Appeal — Closing the Sale — The Best Time to Close —
Introducing Other Goods — The Attitude in Suggestion
Sales — The Goods for Suggestion Sales — New Goods —
Advertised Goods — Special Values — Special Articles — The
Salesman's Favorite Line — The Customer's Preference —
Centering on a Single Department — The Value of Good-
will — Securing Good-will.
PART III. TRAINING PEOPLE TO SELL MORE GOODS
Chapter XI. The Purpose of Training for Retail Sales-
manship 225
The Two Aims — Increased Profit for the Firm — Training
for Selling as a Profession— The Value of the Salesperson —
What Shall This Training Be— Suiting Soiling Methods to
Circumstances — Applying Specialty Methods to Retail
Selling — Standardizing Selling Methods— The Foundation
of Selling-habits — The Development of Each Individual —
Individual Development Plan — Notice to Salespeople —
The Personnel File— The Result of the Rating Plan.
CONTENTS
Chapter XII. Selling More Goods 240
Two Ways to Sell More Goods — How It Was Done — Sug-
gestion Sales — Suggesting Other Goods.
Chapter XIII. How to Teach Retail Salesmanship . . 251
The Time of Classes— Who Shall Attend?— Methods of
Giving Instructions — Co-operation of Executives — Let the
Instructor Check Up His Own Work — Suggestions on
Teaching — Demonstration Sales — Personal Interviews —
Instruction in Merchandise — Instruction in Making Sales-
checks — Sources of Errors — Decreasing the Errors — Error
System — The Junior Employees — The Junior Instruction —
Other Instruction — Installing Instruction.
Chapter XIV. Incentives for Selling Efficiency . . . 282
Christmas Gifts — Bonus Based on Length of Service —
Christmas Bonus — Bonus Based on Previous Record — The
Quota System — Advantages of this Plan — Setting the
Standards — Setting Individual Selling Quotas — The Ob-
ject Should Be to Increase Salaries — The Cost of Selling
by Classes of Merchandise — Automatic Salary Advances —
Salary and Commission — What Will He Earn for the Store —
Special Rewards (the P. M. System) — Prizes for Special
Selling Efforts — Other Forms of Contest — Pensions —
Proper Environment — Proper Equipment — Rest Periods —
Recreation — Definite Lines of Promotion — Filling Posi-
tions by Advancement — Definite Goals of the Store — Re-
ports for the President, Merchandise Manager, and Sales
Manager — Reports on Salespeople — Other Methods of
Reward.
PART V. SUPERVISION OF THE SELLING FORCE
Chapter XV. W.\tching the Sales Increase 311
Planning the Daily Inspection of a Large Store — The Result
of the Inspection — Supervision of Chain Store by Traveling
Inspectors — Inspection of the Windows — Inspection of the
Counters — The Value of Intelligent Signs — Standard of
Display — The Inspector Must Use His Own Initiative —
General Survey of the Business — The Result of the General
Survey — Conclusion .
Index 329
EDITOR'S INTRODUCTION
This series, of which the present volume on retail selling
is the first to appear, is intended to be first of all practical.
Each volume is prepared by a man who is having or has
recently had broad experience in retailing. At the same
time the authors have enjoyed excellent facilities for studying
the methods of successful merchants in connection with
teaching and research positions. Therefore they represent
the ideal combination — the practicality of the successful
worker in the subject with the thoroughness of the trained
student. In this it is believed the series differs from any-
thing previously attempted.
The purpose of each volume is to develop from actual
present-day practice certain simple principles, and illustrate
them by examples from the experience of progressive store-
keepers in various lines. No attempt is made to develop
an academic theory of ideal merchandizing. At the same
time it is hoped to show a few principles which have been
proved beyond a doubt, and thus to go as far as is possible
at present in outlining each section of the subject as a science.
Only recently has anything of this sort been possible.
The success obtained during the past decade or two by the
department store, the chain store, and the mail-order house
has led merchants generally to stop and consider the
methods of each class of stores. Much each retailer finds
is not adapted to his store. However, he is learning to think
out his problems just as the manufacturer has developed
EDITOR'S INTRODUCTION
scientific methods for his work. So the result is doubly val-
uable, for the ideas which can be adopted at once, and for
the new ones which personal analysis will bring out. And as
the storekeeper becomes a student of marketing, he finds
his first job is to train himself and his clerks to be more
than order-takers — to be real salesmen. He is eager to learn
of the methods used to teach selling by his up-to-date com-
petitors and particularly in department stores and chain
stores. However, he finds it difficult to obtain complete
information or to use such methods without modification
of a sort not easy for a person without teaching experience.
The manufacturers and jobbers have finally realized the
advantage which will accrue to themselves as well as to the
merchant from active co-operation. But it is not an easy
task, for all the problems of the retailer are new to them,
and few wholesalers have complete facilities for assisting
merchants or even the material in teachable form.
So in this series the first volume takes up the definite task
of explaining in simple fashion how to determine selling
opportunities and policies, and how to organize and train
the salespeople in any retail store. The author has chosen
his material from his personal experience as manager and
sales manager in various types of stores, and from that of
many others. He wishes me to acknowledge assistance
from all those who during a retailing career of twenty years
have given him their best; and particularly to Prof. Ralph
Starr Butler of the University of Wisconsin; Paul H.
Nystrom, recently of the University of Minnesota; B. M.
Rastall, formerly of the University of Wisconsin; W. T.
Grant, of the W. T. Grant Stores; William B. Towsley, of
Marshall Field & Company; Frank Farrington, editor of
Successful Storekeeping ; and W. J. Pilkington, editor of
the Merchants Trade Journal.
It is believed from the reports of various men who have
EDITOR'S INTRODUCTION
read the volume in manuscript, and to whom both author
and editor are much indebted for helpful criticisms and sug-
gestions, that it will prove representative of the best retail
practice to-day. The mastery of the subject should be the
first step in the training of the successful storekeeper. Fur-
thermore, since practical business methods are receiving
more and more attention in our colleges and high schools,
it is believed that these volumes will be found valuable in
educational fields.
John B. Swinney.
New York, June 1, 1916.
Part I
MARKETING METHODS
RETAIL SELLING
THE ANALYSIS OF THE SELLING FIELD
The first job in connection with the opening of a new
store or the reorganization of an old one is the analysis of
the section from which the store is to draw its trade. Before
the United Cigar Stores Company make any plans for the
opening of a new store, they put a man with a stop-watch
in front of each possible location. He counts the number of
people passing, hour by hour, and estimates their buying
probabilities. Next every other condition having an effect
on the future business is carefully analyzed. By the time
they are ready to open the new branch they are reasonably
assured of its success. And the success they obtain may be
largely attributed to their care in planning before they start.
Their marvelous growth during the last decade shows what
an opportunity there is in retail merchandizing for those
who go about it in a modern fashion.
Fourteen years ago two young men sized up a Rocky
Mountain village as a good place to start a dry-goods store.
They didn't use a stop-watch to count the people, because
it wasn't necessary in a small community. But they did
know before they opened the doors on that first day just
why they were risking their little capital in that town.
2 3
RETAIL SELLING
And they did a good job. Soon they were sizing up a near-
by town as a location for another store, and then another.
At the time of wTiting, the J. C. Penney Company have one
hundred twenty-five Golden Rule Stores, and the number
is being increased from month to month.
Locating a Store. To-day another chain of retail dry-
goods stores is being organized in a similar way. The plan
calls for the division of the United States into sections and
then the grouping of cities and villages within each section.
They have selected for their field of operation Eastern and
Middle West cities having from five to twenty thousand
population, because in communities of this size there is rela-
tively little competition in the dry-goods business with de-
partment stores, other chain stores, or mail-order houses.
But even then they do not intend to take the cities just as
they might reach them in spreading the chain. Each sec-
tion of the country and each eligible city within the section
will be analyzed and only the most favorable locations
selected.
There is the same reason for analyzing the selling field
before starting any kind of a retail store. And success fre-
quently comes in proportion to the carefulness of the analysis.
From 1900 to 1905 a bright young chap traveled through
central New York for a wholesale hardware-house, and all
the time he kept sizing up one community after another
until he found the right place for a country hardware-store.
Within ten years after opening it he had cleared enough to
enable him to sell out and retire.
Reorganizing a Store. Nor does this apply only to new
locations. Two young chaps in a Middle West college town
were left a struggling clothing-store about five years ago.
They decided to find out why it didn't pay better. In col-
lege they hadn't learned anything about running a clothing-
store, but they had been taught how to study a question
ANALYSIS OF THE SELLING FIELD
and find out exactly what it amounted to. So they went
at their own problem scientifically. First of all they sized
up their own selling field to find out how much clothing
business it really contained. To-day they have the satis-
faction of knowing that they get practically all the busi-
ness in the community. But they couldn't have done it
without having first surveyed the selling field.
Similar examples might be given in the mail-order business.
One of the most successful concerns sent investigators over
sections of each of several states to talk to the farmers and
village people regarding the store then being organized, in
order to get first-hand information. Another concern did
the same thing accidentally. They found a surplus of cata-
logues toward the end of their first spring season two or
three years ago, and sent men out to distribute them in
certain selected territory. So much good information and
so many real orders were obtained that the work was con-
tinued so as to make a survey of the selling field. It resulted
in a decided change in their plans and methods.
Analysis is Business Foresight. With the department
store such work is not new. In 1825 A. T. Stewart, a
shrewd young Irishman who had saved a little money, de-
cided that the stores in New York did not carry the assort-
ment of linens and other dry-goods which the well-to-do of
the city wished. He continued to study the customers and
the community until he had a good reason to believe his de-
cision sound. Then he went to Europe and brought back
a stock which he advertised by a brief announcement to the
fashionable women of the city.
Gradually he added other lines for other groups of people
until he had built the large department store which shortly
after his death became the New York store of John Wana-
maker. A. T. Stewart was probably the first American
merchant to realize the need for an analysis of the selling
field. Since then many a retailer has failed because he lx)ught
his goods first and then tried to find customers suited to the
goods. During the same time there have been a few Marshall
Fields and Benjamin Altmans and John Wanamakers who
realized that they were serving their public and not trying
to dictate to them. And that's why they have become
"merchant princes," while others have struggled along for
a while and disappeared.
Why Should the Business Exist? The modern idea is
that stores should be started and operated for the benefit of
the community in which they exist. The business should
live for the public and not the public for the business. If
we accept this, we must acknoAvledge that the merchant will
be most likely to succeed who determines in advance the
needs of the community in which his business is to be con-
ducted. If there is no real need for another store he will
pass on to a more suitable location.
The Buying Power of the Community. Of necessity the
need is largely proportional to the buying ability. Therefore
the new merchant should ask himself "Where is the money
coming from with which to buy my goods?" The answer lies
in the productive factors of the locality. The three main
sources of income are the factories, the farms, and mercantile
houses. Shrewd merchants give most attention to the first
two classes, and except in large cities select as most desirable
the community in which they will not be entirely dependent
on cither. One series of chain stores prefers villages and
small cities in which they can draw trade about evenly from
factory-workers and farmers. Some consideration is, of
course, given to the possiljilities for custom from professional
people and from other classes. In fact, not a single group,
no matter how small, can be overlooked in this day of keen
competition in business.
Analysis of a Factory Community. If the new store is
ANALYSIS OF THE SELLING FIELD
to be in a town containing factories the following questions
are such as should be investigated in sizing up the com-
munity :
(a) How many factories are there in the community and how many
does each employ? Of these how many are men? Women?
Children?
(b) Classify the factories into groups according to wages, so as to
show the total number of factory-workers at different aver-
age wages.
(c) Summarize to show the total number of families and the aver-
age income of each.
(d) Are labor conditions settled or are strikes periodic? Have long-
period wage schedules been agreed upon?
(e) Are there many "shut-downs" or is their operation regular?
(/) Are the people well housed and seemingly happy?
(g) Do employees of factories own their own houses?
(h) Do the factories do anything to make for loyalty, permanence of
employment, and development of their workers?
(i) What are the general conditions of the environment in which
each worker is employed?
(j) What are social conditions in the community — is it well suppHed
with churches, theaters, and other places in which the
public gather?
(k) Is it a good community in which to live? Are sidewalks and
streets kept up? Are there plenty of schools?
(I) Is there a good market for the product of factories?
(m) Are these factories making money?
(n) What is the average rental paid for homes in various tributary
districts? What percentage is this amount of the average
wage?
(o) What nationalities predominate?
(p) How do the deposits in banks and other institutions compare
with other cities similar in size or location?
Analysis of a Farming Community. This applies to ter-
ritory at some distance from the proposed store, because
farmers of necessity must trade much farther from home
than do factory and office workers. Such questions as the
following should be answered:
7
RETAIL SELLING
(fl) How many farmers aro there who would find it most convenient
to shop in this vilhijie or city? What is the average size
of their famihcs? What is their average cash income?
(6) How many of them own the lands thej' till? How many are
renters?
(c) What is the general condition and recent history of farm pro-
duction in the community?
(d) Are soil and climate conditions such as to produce bountiful
yields of grains and vegetables, such as will bring good
prices, or only scanty crops of poor quality, such as will be
hard to sell at any price?
(f) Is it easy to get the farm products to market, or are long hauls
to the railroad and long shipments necessary?
If the product when it reaches the final market is to be
sold at a price within reach of the public, the original cost
must be low enough to permit the addition of all transporta-
tion charges and still leave a fair price for the farmer. Many
instances have been noted where the returns from the
shipping of fruit did not pay for gathering it. The object
in mentioning such things is to point out the importance of
thoroughly investigating the territory to be served in-
stead of depending on such outward appearance.
Furthermore, if the store is to be one in a locality largely
agricultural, drive through the country, note the conditions
of the barns and outbuildings, talk with the farmers, find
out before you venture too far if the section is really
prosperous. As remarked before, the city man, locating a
store, counts the number of passers-by and makes other
careful thorough investigations before deciding upon a loca-
tion. The prospective merchant in rural communities should
study not only conditions, but also symptoms. He should
hesitate if the barns lack paint, if the live stock seems
poorly cared for, if the farmers are pessimistic and the land
looks overworked and non-productive.
Moreover, careful inquirj'^ should be made into the stabil-
itv of income of the farmers. Is the location one in which
8
ANALYSIS OF THE SELLING FIELD
crop failures recur often? Are crops rotated in variety to
guard against such a catastrophe? Much has been done
to make arid wastes productive and to reclaim by fertiliza-
tion lands which have become unproductive. Recent ex-
periments in a Western state bring out many points worthy
of consideration by the merchant who expects to open a
retail store in a farming section. This report deals with
the following climatic and crop conditions:
(a) Are there wide variations in temperature?
(6) Is there plenty of sunshine?
(c) Is the territory in the path of hot or cold winds?
(d) What is the average rainfall?
(e) Are proper farming methods being employed?
(J) Are drought-resisting plants being cultivated?
(g) Is irrigation being used?
(h) Do the farmers build silos?
(i) Is the natural moisture of the soil conserved by constant cul-
tivation?
(j) What are the periods of planting and harvesting?
(Jc) Is underground water easily accessible?
Such questions are merely suggestive of the kind of in-
vestigation to be made before opening a store in an agricul-
tural community. In each case the prospective merchant
must spend considerable time looking over the locality be-
fore mapping out definitely his analysis. The plan used in
one case cannot be used in another any more than the farm-
ing methods in vogue in Massachusetts could be used in
Montana.
Analysis of Mercantile Class. The third group will be
composed of those emploj^ed in other stores. Of course the
shoe-dealer must buy groceries and hardware and his trade
should not be overlooked. However, it must be obtained
by exchanging patronage. The shrewd merchant does not
overlook any possibilities of this sort when analyzing his
9
RETAIL SELLING
selling field and when making his plans. If he is a grocer,
he knows where every shoe-dealer buys his groceries and
how much trade he may expect from the shoe-dealers. In
return he buys his shoes of those who buy groceries of him
or who might most easily be influenced to buy of him. And
he encourages his clerks to distribute their shoe-buying
among the shoe-dealers whose grocery business he wishes
to draw his way.
Other Classes of Customers. In addition to these three
main groups there will be several other sources of trade.
The next largest will be composed of the professional men —
the law^'ers, doctors, dentists, clergymen, and the like. An-
other group will be composed of the local agents and brokers
— the insurance men, real-estate agents, the post-office, ex-
press, and railway employees. Other special groups will be
found frequently. If the number in each group is large, a
similar analysis should be made. In many sections the rail-
way employees are so numerous as to warrant their separa-
tion into a special group and their careful analysis.
Analysis by Sections of the City. Equally important is
the analysis by sections of the city, and it offers an excellent
basis for comparison with the analysis by occupation. Every
city is readily divided according to rental values, and these
vnW harmonize with the classes of residents according to
their earning capacity. Recently the Chicago Tribune, as
a part of itfe service to advertisers, has made a survey of
Chicago by sections in order to size up each section as a
selling field. A similar survey of Brooklyn is now being
made by Kirkman & Sons, makers of Kirkman's Borax Soap,
as a basis upon which to improve their dealer co-operation
service. A large chain store planning to invade New York
City has recently had a crew of fifty young men surveying
New York City, block by block, as a basis upon which to
decide the location of neighborhood stores. Numerous
10
ANALYSIS OF THE SELLING FIELD
other investigations have been made by retailers, manu-
facturers, jobbers, newspapers, and trade associations. Even
such an organization as the American Federation of Churches
has helped by studying communities from various stand-
points of interest to the retailer. But in the final analysis
the work of some one else is generally of suggestive value
only. Each prospective merchant must study his own com-
munity in order to get the facts he needs before embarking
in business.
What Each Customer Spends. Statistics show that most
people spend all but 1% of what they earn. The average
expenditures in the United States generally is said to be as
follows :
42% for clothing; 26% for food; 14% for shelter; 17%
for non-essentials or luxuries.
Some idea of the volume in a single line may be obtained
from a reliable estimate that in 1909 a total of $5,000,000,000
worth of dry-goods and kindred lines was sold in the United
States. Of this quantity $3,900,000,000 was sold by the
small stores, of which there were then 183,000. The de-
partment stores sold $1,000,000,000 worth, and the mail-
order houses the remainder, a total of $100,000,000. This
gives an average purchase of approximately $60 worth of
dry-goods and kindred lines during the year by each per-
son in the United States.
Effect of Nationality on Selling Field. National peculi-
arities go far toward influencing the character of trade. It
is said that Germans as a race are thrifty and that any
store to cater to their trade must offer dependable, staple
merchandise at reasonable prices. The Frenchman's love
of dress and luxuries is too well known to be discussed, and
yet the French are thrifty. The Scotch are noted for their
ability to make a dollar do full duty. The Irishman is
impetuous and generous, but shrewd in bargaining. The
11
RETAIL SELLING
average foreigner from southern Europe buys only the bare
necessities. The Greek opens a bootblack-stand in an out-
of-the-way corner and in a few years owns the building.
Many new arrivals on American shores have brought with
them the customs of the mother country. The Italian must
have his macaroni and spaghetti. The Turk demands his
own native foods. The traits and characteristics due to
nationality are numerous and should be studied in planning
a store in any community where there is any large percentage
of foreign element.
Among people of distinctly American birth there arc also
sectional characteristics which deserve analysis. People in
the central North are generally of a nervous temperament,
in a hurry, demanding quick service. The Southerner is
more deliberate and likely to be offended by any excess of
hustle in caring for his wants.
Effect of Sectional Conditions on Trade. Gold-mining
districts are characterized by liberality in spending. Coal-
miners have a much lower buying power than factory-work-
ers or farmers. Railroad centers and terminals are good
business points, because their inhabitants hold stable posi-
tions and earn good wages. Water shipping, particularly
in the North, presents a different condition, as for many
months throughout the year its employees are idle because
of climatic conditions.
Sections vary also with types of industries, for it is com-
mon for industries to collect in a community. Thus in
eastern Massachusetts there are many large shoe concerns.
The number of working-hours in the shoe industry has de-
creased within recent years, but the wages per hour have
increased. Thus earnings have steadily gained, and the pur-
chases at local stores correspondingly increased. The same
condition is true with such industries as the manufacture of
clothing, cigars, furniture, hosiery, and many others. In
12
ANALYSIS OF THE SELLING FIELD
the manufacture of woolens, in stereotyping and newspaper
printing, and in certain other trades, wages have shown
only a slight though steady increase. Therefore sections in
which such industries abound should be considered less
favorably.
Outside Sources of Revenue. Territory tributary to the
district, town, or city in which the store is to be situated
should be analyzed carefully, after the same fashion. In this
connection the new merchant may ask himself such ques-
tions as the following:
(a) What are the transportation facilities?
(b) How frequently and at what hours do trains or interurban
cars leave the various points within this territory?
(c) What is the rate of fare?
(d) How easily can the public visit your store?
(e) How are the roads leading into town and to your store?
(/) What are the obstacles people must overcome to get there?
Are there any water routes to your town, and if so what
are the rates, the character of the boats, and the location of
the docks at which they arrive? Are the towns from which
you expect to draw trade larger or smaller than your own?
Is their population made up of conservative retired people,
or are they industrial centers with the usual element of change
and unrest which would mean that many would not be in-
fluenced to patronize their own store by a feeling of local
patriotism?
There are many other questions which apply as well to
your immediate surroundings. Are the laborers skilled or
unskilled? Are taxes high? Are incomes relatively large?
What is the length of seasons, the average mean temperature,
the amount of rainfall?
The Store Site. There are those who have succeeded in
spite of poor location, but their results might have been even
greater had sufficient consideration been given to this
13
RETAIL SELLING
important factor. The bootblack whose stand is to be
found at the end of a muddy street-crossing shows business
acumen worthy of a much broader field of activity. The
corner locations of chain stores are not a matter of haphazard
selection, but because more people pass at the intersection
of streets and therefore greater selling possibilities are offered.
For much the same reason stores are often located on the
shady side of the street, away from detracting influences,
on main thoroughfares in the path of 'trade, at the street-car
transfer stops, near public buildings such as theaters and
railway stations, or at other points where people naturally
congregate.
The aim in location is to make the store and its stock
most available and most accessible to those with real or
fancied needs. The shifting centers of business in some
towns or cities have caused the ruin of many retailers. The
stability of the business section should be determined as
accurately as possible before expenditures for long-time
leases or buildings have been made. Therefore in analyzing
the selling field serious consideration should be given to the
possibility of getting a good site. Without it all the analy-
sis has been done in vain.
Density of Population in Location Selected. Stores pros-
per in certain lower East Side locations in New York because
a city block there houses more customers than many pros-
perous towns. Neighborhood stores thrive in well-popu-
lated suburban districts. The density of population is one
point that must be given attention in that it represents in
numbers the possible buying power of the territory. Sparse-
ly settled districts can only support very small stores.
Convenience is a great factor in trading, and if there is little
or no trouble in visiting the store, those with money to spend
will doubtless come often.
Other Conditions to Consider. Having determined the
14
ANALYSIS OF THE SELLING FIELD
trade-producing possibilities of the section, it is next advis-
able to find out what obstacles must be overcome in the con-
duct of the business. Such questions as the following suggest
themselves in this connection:
(a) What is the rent? The insurance rate? The tax rate and other
overhead expenses which are constant?
(b) What are advertising rates, and how much will it be nec-
essary to spend that a good showing may result?
(c) What is the natural tendency in window and store decoration,
expensive or otherwise?
(d) What are the facihties for securing experienced, reliable help?
Are people of this character plentiful, and what is the
average wage rate?
(e) Will it be necessary to deliver a large percentage of customers'
purchases, and if so, at what expense?
(/) Will it be necessary to do a credit business? If so, will the dif-
ferent groups in the community pay promptly? What is
the credit and collection experience of other stores?
(g) Do other businesses now existent in the community co-operate,
or do they practice destructive price-cutting?
(A) How much business might be attracted from other stores, and
how much from outside sources, or by developing new
wants?
({) What are freight rates and transportation facilities as to prompt
shipments permitting smaller investment in stock?
(j) Are there local jobbing-houses or supplj^-stations for the ready
replenishment of stock and consequent avoidance of lost
sales?
{k) What can be done to make it easier for trade to come to the
location?
In conclusion, market analysis should cover not only
existing conditions, but future possibilities and probabilities.
A growing section gives promise of expansion of trade. A
city decreasing in population from year to year is ordinarily
unattractive to the prospective investor.
II
THE ANALYSIS OF THE COMPETITION
In a Western city a chain of grocery-stores numbering
almost a hundred has gro'UTi up within ten years. During
the time, more than as many individual stores have gone
out of business. Some were so frightened by the mere ap-
pearance of one of these chain stores among them that they
immediately sold out. Others held out for a time, but
finally gave up, claiming that they could not meet the com-
petition of the new chain. But a goodly number survived
and continued to prosper. In fact, they found up-to-date
competition an advantage in that it spurred them to im-
prove their own merchandizing methods and eventually to
increase their profits. The appearance of the chain store
was a godsend.
A general merchant in a small Iowa toTMi, a short time
since, surprised many by sa3'ing that the mail-order houses
helped his business. He found waj^s of meeting their com-
petition and to turn it to his advantage. He acknowledged
that without the aggressive competition of the catalogue
house as an incentive he might have allowed himself to get
into a rut.
The New Store Must be a Pace-maker. The value of the
pace-maker is well knowTi. And the new store in the com-
munity must set the pace if it is to get a start and build a
sure foundation for future success. Any advantage gained bj
unfair methods or cutthroat competition cannot last long.
16
ANALYSIS OF THE COMPETITION
Competition, either fair or unfair, regulates the earnings
of every business and must be reckoned with. Therefore,
after having analyzed the selling field, the next job of every
merchant is to study his competition. It isn't sufficient to
judge superficially or to guess at conditions. It must be
done carefully and thoroughly. A knowledge of the strong
and weak points of one's competitors, local or mail order,
has been the first factor in many successes.
Competition with Neighborhood Stores. In studying
your competition the first task is to divide it into groups
according to types of stores. The usual classification in-
cludes independent neighborhood stores, carrying either
general lines of dry-goods and groceries or limited to one line
such as shoes, chain stores, department stores, and mail-
order houses. Naturally the first to consider is the inde-
pendent community or neighborhood store, and your analysis
will be approximately the same, whether your own store is to
be another neighborhood store or a chain or department store.
It will be easy to make a list of such stores, but to find
out how much of the total business of the community each
one does is not so easy. Sometimes an experienced merchant
can estimate this with a fair degree of accuracy. It is better
to get a report on each competitor from a reporting agency
such as R. G. Dun or Bradstreet's. If you have already es-
tablished banking relations in the community you may be
able to get some information from that source. Manu-
facturers and wholesalers whose lines you intend to carry
can often be of much help. Because of the fact that modern
business is carried on largely by credit, exact information
regarding business houses is more easy to obtain than a few
years ago. And, fortunately, the more aggressive your com-
petitor, the more easy it is to find out exactly how much
business he is doing and, in fact, all about his business, with-
out resorting to underhanded or unbusiness-like methods.
17
RETAIL SELLING
What to Know About Your Competitors. There is an
old legend of the farmer who was a failure until some kind
friend advised him to arise early enough to find a white
sparrow. Many a merchant's success or failure can be
traced to habits of the same sort. The hustling young fel-
low, bound to succeed, is in the store before it opens, plan-
ning for the day. The shiftless competitor fritters away
evenings wondering why he isn't selling more goods. How
many competitors have you of either class? Ask yourself
more questions of the same sort, check up the results and
figure out just how much real competition you have. Here
are a few such questions:
(a) Are your competitors old or young?
(b) How long have they been in business?
(c) Are they systematic or slipshod?
(d) Are they aggressive or conservative?
(e) Are they well liked or unpopular?
(/) Have they a regular following of customers?
(g) Does their business come to them through church or lodge
connections? Through relatives? Through factory con-
nections? In some other special way?
(h) Have they any past business history, such as a failure or a
season of poor buying, to live down? Any corresponding
advantages to create good will?
(i) What is their present financial standing?
(j) How is their credit standing at home?
The Man Back of the Store. Various other questions
of the sort will suggest themselves to the reader who is
analyzing his local competition. They all go back to the
study of people. Some one has said that an institution is
the lengthened shadow of a man. That statement is par-
ticularly applicable to the retail business of small or average
size. The proprietor's close contact with the affairs of such
a business tends to make it take on his characteristics. If
he is lazy in management, his employees are liable to become
18
ANALYSIS OF THE COMPETITION
shiftless and indifferent. If he is ultra-conservative, the
business may die of dry-rot. Many a concern is stagnant
to-day for no other reason. If the proprietor or manager is
generally disliked, the business is sure to suffer. The length
of time during which competitors have been in business does
much to determine the stability of their patronage and con-
sequently the effort necessary to attract trade from them.
This is a definite factor in the growth of a new concern,
because much of its revenue must come from people who are
now patronizing competing firms.
The Store's Past. As history is said to repeat itself, so
the past wrong-doings of a store foretell its future. A large
department store in New York recently became financially
involved through credit extensions to customers. Through
the intercession of the creditors it was enabled to get again
on a sound footing. Within a year it relapsed into its pre-
vious bad condition.
Another New York concern destroyed the confidence of
its patrons by extravagant statements in its advertising until
its announcements had little value because readers did not
believe them. A laborious process brought back this con-
fidence, only to have it lost again as before. A clothing-
store in a New England manufacturing city, originally a
"cheap" store, had gained a large volume of "quality"
business, but could not overcome its old leaning toward
shoddy, and suffered as a consequence. Looking into the
past may not serve as an infallible guide to the future con-
duct of competing businesses. However, it wnll give the new
merchant a basis for estimating probable actions on the part
of competitors on his entrance into their markets.
Opposition cannot be too carefully analyzed. If the credit
of competitors is not good, knowledge of that fact and the
limitations it places on advantageous buying will enable the
merchant to use his purchasing power to the greatest degree.
3 19
RETAIL SELLING
If a competitor docs a large credit business, it may mean
that his funds are often tied up in outstanding accounts.
On the other hand, his credit department may be so con-
ducted as to encourage larger purchases and more permanent
patronage without tying up the merchant's capital and
without dangerous losses.
Lack of ready funds will mean
(a) The loss of market "snaps."
(6) The sacrifice of discounts.
(c) Embarrassment in tiding over poor business periods.
(d) Being barred from buying from the best manufacturers and
wholesalers.
(e) Gaining a reputation of being "poor pay" and thereby causing
manufacturers and wholesalers to give less favorable credit
extensions.
Business Policies. Next to the study of your competitors
as individuals, and the store's history, comes the investiga-
tion of their business policies. The actual questions which
the merchant should consider will vary with local conditions,
but the following will prove suggestive:
(a) Are they honest, fair, and Uberal in their treatment of customers?
(6) Are they liberal in the adjustment of customers' complaints?
(c) Does their treatment of employees inspire loyalty and respect?
(d) Is their advertising sensational and extravagant in statement?
Is it the class desired for the new store?
(e) Is their business conducted on the one-price plan or do they
"get all the traffic will bear "?
The reasons for studying such questions will be at once
apparent. For instance, the third question will bring out the
policy of your competitors in the treatment of their workers.
The employees of a store are a wonderful force for good or
evil. Mere wages or even profit-sharing is not enough to
bring conscientious, continued effort in promotion of the
business. "Call downs" administered to clerks in the pres-
20
ANALYSIS OF THE COMPETITION
ence of customers or other lack of consideration is bound
to bring disastrous results. Leading must take the place
of driving. Co - operation must be the key - note. If
employees are not loyal, it is usually the fault of the
management.
The One-Price Policy. The store which does not conduct
its business on a one-price policy cannot hope to gain or re-
tain any great amount of permanent patronage. For once
a customer finds he has paid more than his neighbor he
will shun the store in spite of any attractions. The im-
portance of this will be realized if one stops to consider
the expense of getting each customer into the store. To
find this, divide the total cost of all publicity, including
advertising, circularization, window-display expense, etc.,
by the number of customers entering the store. Some stores
add to this a part of the expense for keeping charge accounts,
including the losses from bad debts, for the main purpose of
the charge account is to encourage customers to trade regu-
larly at the store in question. Many expenditures made to
attract trade would be prohibitive if they brought the cus-
tomer to the store only once. And, besides, the satisfied
customer brings his friends and encourages them to become
regular customers. He is the best advertisement. There-
fore any policy not approved by the public is wrong.
The Cut-Price Policy. Scores of merchants have been
ruined by cut-price competition. On the other hand, some
storekeepers build up a large volume of business at the
sacrifice of profits on certain lines, known as "loss leaders."
One of the fallacies of trade is that staple goods should be
sold at cost and that the profits should be made on special
lines. The whole cut-price problem is dangerous and must
be considered from every angle when studying the business
policies of one's competitors. Such questions as the follow-
ing will point the way:
21
RETAIL SELLING
(a) Are competitors selling at prices lower than standard, and why?
(6) Is this a difference due to firm policies? To more favorable
purchases? Or to lower cost of doing business?
(c) Do the cut prices apply only to a few items sold as "loss lead-
ers" or throughout the whole stock? To branded and
staple goods or to unknown and private brands?
(d) How will they fight new comi)ctition with regard to prices?
(e) How do their stocks now compare with conditions usually ex-
isting?
(/) Arc their assortments complete, or do they carry only such
goods as can be sold at cut prices?
(g) Are their goods better in quality or style than the average, or
are they inferior and such as should be sold at cut prices?
(h) What departments has each store, and which ones that might
be profit-producers have been overlooked? Are any de-
partments purposely run at cut prices for advertising
purposes?
Shopping Plan. The study of competition must not cease
with the opening of the store. Shrewd merchants keep close
track of what is going on in competitive stores by means of
a shopping bureau. The plan of one of these bureaus is
offered here for its suggestive value to the small as well as
large merchant. It is not wise to watch your competitor
to the extent that what he does may influence you so greatly
as to change established policies and in a degree regulate
the conduct of your business. Yet the measure of your
success is the extent to which j'ou understand the public
wishes and cater to them better than he does. The follow-
ing plan, in a measure, eliminates guesswork.
In a large department store the control of buying is in the
hands of the merchandise manager. One of his assistants
has charge of what is known as the comparison bureau, and
here is operated the shopping plan or comparison work.
The manager of the comparison bureau gets several copies
of each newspaper and at once checks the advertisements
of competing stores to show the offerings to be investigated.
22
ANALYSIS OF THE COMPETITION
Then he selects from the store bright salespeople to do the
shopping, and sends to each a copy of the advertisements
the individual is to look up. These are handed out before
the store closes.
Selection of Clerks for Outside Shopping. In many large
stores special people give their entire time to shopping work.
Clerks from the store are detailed to the work, but as it is
desirable that they should not become known in other stores,
the force is changed frequently. When a shopper is giving
her entire time to the work, she receives her instructions by
mail and sends in her reports in the same way, rather than
by delivery in person. There is not only a saving in time,
but also an advantage in that the shopper should not be
known in her own store. She shops there just as in other
stores, but more to investigate the service rendered than
the merchandise advertised.
Details of the Shopping Plan. In making out orders for
investigation and reports, the names of the stores should
be made by code, each one being given a number which will
be known only to the manager of the comparison bureau and
the shopper. These reports will be kept on file under their
respective code numbers and no one except the manager of
the comparison bureau will know these code numbers.
The above applies only to such comparisons as do not de-
mand immediate information. When haste is necessary
the report is sent in by telephone. The designation of the
store from which the information comes is given by
number.
The form given below will serve for making reports. Sam-
ple clippings or actual merchandise should be attached to re-
ports by shoppers and should have the number of each store
filled in at the top of the report. The headings under " Gen-
eral" mean conditions of the stock and the interior of the
store with regard to cleanliness, orderliness, etc. "Patron-
23
RETAIL SELLING
age" refers to the relative amount of business in other parts
of the store aside from the department covered by the clip-
ping. The back of this report can be used for an elaboration
of any notes and for any remarks or recommendations that
the shopper may \Wsh to make.
No Date Hour Weather.
Merchandise as attached clipping.
New? Value as advertised?
Sufficient quantity? Location?
Compared with other lines?
GENERAL
Stock
Interior
Patronage
SERVICE
Salespeople
Elevators
Wrappers
Cash-carriers
Competition from Department Stores. What one store
does successfully might in many cases be suicidal for another,
for various reasons. It is common knowledge that although
fortunes have been built by liberally extending credit to pa-
trons, many bankruptcies can be traced to the same source.
An Eastern department store of world-wide fame has gained
much of its prestige and patronage through its rest-rooms,
fine delivery, and other service iimovations. Still another
merchandising concern that has grown from a five-hundred-
24
ANALYSIS OF THE COMPETITION
dollar beginning ten years ago to an annual business well
up in the millions does none of these things. Large stores
possess certain advantages and also certain handicaps. In
the consideration of competition it might be well to compare
your strong points with those of your largest competitors
to determine if any advantage exists in your favor which
might show the way to success.
Effect of Convenience. The large department stores came
into favor because of the convenience and saving of time
offered the customer through buying all lines of goods
under one roof instead of in individual shops located in
widely separated sections of the city. Small stores have met
this advantage in certain cities by uniting to erect large
buildings devoted to individual shops, though this idea has
not been developed to any great extent. The grouping of
single-line stores within certain blocks is, however, certainly
advantageous as a measure to cater to the public desire for
convenience. A grocery-store might well be located near a
butcher's shop; a men's-furnishing store adjacent to a cloth-
ing establishment or a tailor shop. If you have competition
from large stores you should take whatever steps are neces-
sary to overcome this advantage, and probably the easiest
comes from locating your store in a group of other small
stores. If you plan a large store, the location of other stores
is of minor importance.
Effect of Size. The large size of department stores is
also a very potent attraction. Bigness of itself draws.
There is no way that the small dealer can minimize the
effect of this condition except through co-operation with
other small dealers to develop centers of distribution almost,
if not quite, equal in size. Thus we often find shoe-stores,
clothing-stores, and other similar establishments side by
side. Syndicate stores and chains of restaurants exemplify
the wisdom of this idea by locating their establishments close
25
RETAIL SELLING
to those of their competitors. Their object is to create, for
instance, a "restaurant" center.
Advertising Power. The large advertising possibihties of
the department store, due to the fact that the expense
may be distributed over a number of departments, may
Hkewise be equaled by the co-operation of the small re-
tailer. The Chicago Tribune and various other papers have
co-operated with small merchants so that they might get the
advantage of full-page dra\\ing power by combining their
individual small advertisements. The result is that the page
looks like the advertisement of a large department store with
its individual departments and the separate space for each
one. There are other ways of using small space effectively,
as will be noticed by running through a few newspapers
and magazines to check up the different types of advertising.
The large store, on the other hand, can make its full-page
so distinctive that customers will turn to it as instinctively
as they do to the sporting page or the woman's page.
Meeting Competition. Department stores possess im-
portant advantages through their immense buying power.
By handling large quantities in each line they are enabled
to buy direct from the manufacturer, saving on many lines
the middleman's profit. Frequently, too, by taking the
entire output of factories or a large share of it they are
able to secure price concessions because the maker has been
saved the usual expense of selling.
As Avith many other problems, co-operation is the key-note
of the solution on the part of small stores, for it enables
them to follow the department store's methods. Buying
syndicates are now being formed by retailers in all lines.
Through co-operative effort factories are being bought or
subsidized by retail associations. Jobbers sensing the dan-
ger are making efforts to overcome these advantages. Asso-
ciations of manufacturers are developing marketing methods
26
ANALYSIS OF THE COMPETITION
especially for the benefit of the small retailer. Resident
buyers through collective purchasing for a number of
small concerns are enabled to obtain goods for each at lower
prices. Which of those methods shall be used, if any, will
depend upon the conditions confronting the reader.
Disadvantages of Department Stores. On the contrary,
the large cost of operating department stores and the re-
sulting necessity of securing larger gross profits often mini-
mizes any buying advantages. This danger is shown clearly
by the recent failures of several large department stores; for
the trouble was undoubtedly of this sort.
Again, the operation of many departments is likely to
become machine-like. With such multiplicity of details,
authority and responsibility must be widely distributed and
rest upon the shoulders of many who are not as vitally in-
terested in the outcome as the man who owns the business.
System and supervision must take the place of personal
touch vnth affairs. The head of the house does not know
many of his employees, to say nothing of his customers. In
fact, he seldom sees or is seen by either. It is a serious handi-
cap, which can only be overcome by training buyers and
floor men to be real merchants for their own departments.
Clerks, in large stores often feel like the proverbial "needle
in the haystack," and have no great incentive for effort be-
cause they feel it -will go urmoticed and unrewarded. Ser-
vice suffers and friendship and good will are sacrificed daily
through the unintentional wrong-doing of some employee
who cannot have the benefit of the employer's guidance,
encouragement, or criticism. But here again a spirit of co-
operation can be developed as the success of many depart-
ment stores evidence.
The department store wins largely by sheer force. The
little store located next door often thrives upon the crumbs
— those who leave the department store dissatisfied; and
27
RETAIL SELLING
that there are plenty of crumbs is shoA\Ti by the number of
small stores under the shadow of every large one. Some
department stores of to-day are big, unwieldy machines,
not easily adjusted to changing conditions and lacking al-
most entirely the personal interest in their clientele which is
the great advantage of the small retailer.
Do Department Stores Have Better Assortments. The
day is rapidly passing when people will visit the department
store because they expect to find a larger assortment of better
goods. That condition should not exist even now in all lines
which the small retailer carries. If the small store cannot
maintain complete assortments in all kinds of goods, it should
at least have one line which is the equal or superior of any
competitive section in the department store. And large
stocks are not advisable in any store if goods are chosen
carefully and stocks are kept moving.
If you ask the experienced woman shopper in any large
city, you will be told that she goes to Brown's for gloves, to
Black's for silks, to Jones's for coffee, and so on. A certain
Western store is kno^\Ti all over the country for its taffeta
silks. Other stores carry a larger stock of silks, but the
Western store excels all in taffetas. A Fifth Avenue de-
partment store, while it carries all lines, is almost synony-
mous with good hosiery. Some of these are small stores;
some are large department stores. Size does not deter-
mine qualities or completeness of stock. The selection
of the line to be featured in this manner in any store will
depend upon its desirability, the relative strength of com-
petition, the investment necessary, and many other factors.
This consideration can only be carried out logically after an
investigation sho^ving the assortments, prices, and kind of
goods offered by the competing department store.
Relative Advantages of Small and Large Stores. Adver-
tising, -VNindow-displays, store arrangement — in fact, every
28
ANALYSIS OF THE COMPETITION
activity on which selling hinges — can be as well done by the
small as the large store. Buying may be better regulated
to suit the needs and demands of the customers, even though
goods m.ay not be bought quite as cheaply. Salespeople may
be more readily trained to care for patrons' wants intelli-
gently. Complaints from customers may be more readily
adjusted. In a word, the small retailer may keep his finger
more constantly upon the pulse of trade than may his large
competitor. If he is blessed with common sense, he need
not suffer because of such competition, for the advantages
between the large and small store are pretty evenly distrib-
uted, with a growing tendency to favor the small store.
Competition with Chain Stores. Starting less than thirty
years ago, the chain-store plan of merchandizing has grown
by leaps and bounds. There is scarcely a line now which
is not represented in the list of such stores, and the tendency
toward this method of marketing is becoming more pro-
nounced each year. So far the smaller towns have been
practically immune from attack, yet it is certain that before
long they will be invaded, and far-seeing merchants are
considering preparedness a necessary measure of safety.
At the moment of writing, a chain of several hundred stores
to handle dry-goods and kindred lines is being organized to
operate in villages and small cities.
It is significant that a certain chain of 125 general stores
located in the West have grown from a beginning of five
hundred dollars fourteen years ago, and that the manage-
ment contemplates the installation of many additional
stores in other territory during the year 1916. At the
same time an owner of a chain of twenty-five-cent stores
intends doubling the number of his establishments during
the coming year. One of the great syndicates operating five-
and-ten-cent stores will add twenty-five or more stores to
its number during 1916. Shoe chains are branching out;
29
RETAIL SELLING
grocery chains are opening new stores. But all that is to be
done is merely a repetition of what is past.
A recent investigation showed the following chain stores
in existence:
Five-and-Ten-cent Stores — 3 largest chains:
Woolworth 757
McCrory 113
Kresge 118
— 988
Shoes 700
Bakeries 125
Confectionery 315
Men's Hats 250
Jewelry 200
Butchers 450
Laundries 275
Dyeing and Cleaning 400
Dairy Products 550
Saloons 100
Liquor Stores 140
Furniture 100
Coal 500
Banks 125
Theaters 26
Cloaks and Suits , . 150
News-stands 2,500
Hardware 125
Auto Supplies 319
Optical 40
Millinery '. . 30
Florists 50
Lumber-yards 300
Books 100
Funeral Directors 54
Sporting Goods 55
Barber shops, hotels, restaurants — in fact, practically every
line is represented by some kind of a chain organization or
by an agency, which is much the same.
30
ANALYSIS OF THE COMPETITION
As to agencies :
Agencies
American Druggist Syndicate 17,000
Remington Typewriter Company 615
Singer Sewing-Machine Company 1,600
Standard Oil Company of New York 2,000
Walk-Over Shoe (Geo. E. Keith Co.) 1,500
This list of chains and agencies is merely suggestive and
far from complete, for conditions are changing daily. The
United Cigar Stores Company will soon have a thousand
stores. The Riker-Hegeman-Jaynes group of drug-stores,
numbering about a hundred stores, has been bought by the
United Drug Company and combined with the Liggett stores.
This chain, together with the several thousand independent
drug-stores affiliated with the United Drug Company makes
a retail drug organization of enormous size and power. New
York City alone has at least five thousand chain stores of
various kinds, and the number is growing every day.
The Growth of Chain Stores. McCrory of the McCrory
five-and-ten-cent stores started a few years ago with $2,000,
and without the investment of additional capital built up
a chain of sixty-four stores. The growth of five-and-ten-
cent stores which typify the chain idea is as follows :
Year Woolworth Kresge McCronj
1915 757 118 113
1914 687 101 105
1913 631 85 92
1912 613 64 69
The gains in sales of these stores were phenomenal during
1915, and there is every reason to believe that such gains
will continue. Even should the country be confronted with
a period of depression, stores of this character will still thrive,
as they deal in low-priced goods, and any loss from the
lower classes of trade would more than be made up by those
31
RETAIL SELLING
who, because of the depression, are forced to buy the cheaper
merchandise sold by such stores.
During the last four months of 1915 the McCrory stores
averaged a gain of approximately 14% over the previous
year without additional stores. The gains of the Kresge
Company during the first ten months of 1915 were 29.76%
over the preceding year, and their business for 1915 totaled
approximately $20,000,000.
It is quite certain that chain stores will continue to grow
unless stopped by legislation — which is highly improbable.
The failures in the chain-store business have been less than
in any other type of merchandizing. With hardly an ex-
ception they have been organized by men who had succeeded
in a single neighborhood store, and who wished to expand.
As long as such men continue in control they will spread
out, but once they become stock-jobbing propositions they
will fail. The five-and-tcn-cent syndicates have stores in
practically every city of 25,000 and upward, and many in
cities ranging from 5,000 upward in population. This
growth is certain to weaken the jobbers, as their buying
power permits buying direct from the manufacturers. So
far as these stores are concerned it means the elimination of
the middleman. Chains now practically dominate the large
city trade in such articles as tobacco, drugs, and groceries,
and they exert a strong influence in other lines.
The manufacturer naturally turns to the chain store, as
it offers a large and sure market without much selling expense.
Through these chains he may secure wide distribution almost
instantly if his product is meritorious. Moreover, chain
stores, because of their extensive operations, know what
the public will buj^ and can tell the manufacturer whether
his product will sell, thus rendering him a decidedly worth-
while service.
Why the Chain Stores Prosper. This exceptional growth
32
ANALYSIS OF THE COMPETITION
of chain stores is the result of many advantages they possess
over small, independent dealers wdth whom they compete
more than they do with department stores. So the com-
parison must be between small independents and chains.
But their success is not entirely due to that. More fre-
quently it can be traced to their better merchandizing
methods. The small dealers have lacked constructive effort
of a kind to combat the syndicate stores in the right way.
This situation is generally the result of a lack of knowledge
on the part of the small retailer. He has not learned the
value of standardized merchandizing. He does not realize
that it will eliminate certain wastes and reduce the cost of
operation, that it will promote turn-over, that it will permit
the sale of goods at a close margin with a larger resultant
annual profit.
In Turn-Over. The average grocer, for instance, turns his
stock ten times annually at a net profit of 5% on sales. The
Bowers stores in Tennessee are said to average approximately
forty stock turn-overs, and the Butler stores in New York are
reported to do even better. The individual grocer must ob-
tain an average gross profit of 25%. Many chain grocers re-
quire only 123/^% to 15%. The eventual outcome needs no
explanation. The average druggist turns his stock three or
four times a year. Riker-Hegeman Company makes about
twelve turn-overs yearly. Estimate the difference between
the weekly turn-over in certain United Cigar stores and that
of the average dealer who might be competing with them.
This frequency of turn-over enables the United Cigar Store
Company to adopt the policy of paying $8.50 per gross for
articles to sell at ten cents, and to get the best value to be
had at that price. The dealer having only the average turn-
over must reduce average costs by putting some inferior
articles at $7.50 or even $6.50 into the assortment;
Moreover, the elasticity in the operation of chain stores
33
RETAIL SELLING
may permit taking losses in one locality to meet competition,
or until the business is firmly established, and making up
such sacrifices in another locality. It is said that some stores
in syndicates run for a year or two without paying satis-
factory profits. The advantages of the chain store may be
summarized as follows:
In Organization. As it does business on a large scale, it
may employ experts who can divide the work and specialize.
The same thing may be done by the independent dealer
through co-operation with others similarly situated; and, of
course, it is being done by department stores.
In Realty Operations. Large financial powers enable the
chain store to obtain the most favorable location and at
times to make money on realty transfers. The local dealer,
if versed in real estate, should have a more intimate knowl-
edge of local conditions which would enable him to offset
this advantage. In fact, chains in small cities find it more
advantageous to rent store properties than to buy, and in
renting they are at a disadvantage.
In Buying. Because of ability to buy quantities, to own.
and operate factories and control sources of supply, many
chains are now gravitating toward the ownership of both
production and distribution in all branches. The idea is,
of course, to obtain the manufacturer's and the wholesaler's
profits as well as to eliminate selling costs between each.
One of the great advantages of the chain store in buying
comes from intimate knowledge of the needs of each store.
The local manager can estimate accurately how many of a
given article can be sold in a given time, and whether it will
detract from the sales of something else. He knows what
customers habitually buy and what should be in stock the
year round. This analysis of merchandizing possibilities
makes mistakes almost impossible. Furthermore, it pre-
vents losses on the part of both producer and middleman —
34
ANALYSIS OF THE COMPETITION
and such losses must eventually be borne by the consumer.
Before stocking novelties or unusual lines, samples are sent
to the store managers and estimates of probable sales made.
There is nothing to prevent the department-store buyer
from following the same methods, providing his purchasing
power is large enough. The difficulty comes from the fact
that the buyers do not know their buying public as well as
do the individual managers of chain stores. Likewise there
is nothing to prevent small retailers from knowing all about
their goods and their salability. Nor is there reason why
losses to the manufacturer and middleman should not be
averted through co-operation with the retailer, to the dollars-
and-cents advantage of all three.
In Selling. One of the present advantages comes from the
frequency of turn-over. This can be done as well by the
department store or small retailer through the regulation
of his stocks. Chain stores can advertise extensively in one
locality and distribute the expense over many stores in the
community. They have formulated and put into practice
superior methods of merchandizing and personal salesman-
ship. This advantage may be overcome by like education
of the retailer's employees in any kind of retail store; and
many retailers are doing it.
In Standard Practice. The greatest element in the suc-
cess of the chain store is standard practice. Those indepen-
dents who are successfully competing are doing so through
the standardizing of their businesses. They are finding out
the best ways of doing each thing, from selecting the site
to the smallest detail of organization and operation, and
they are being guided accordingly.
The Effect of Chain Stores on Department Stores. So far
this has been negligible, as they have carried different lines
and catered to different classes of people. It seems quite
likely, however, that within the next decade or two the chain
4 35
RETAIL SELLING
stores in the dry-goods field will expand so as to deserve
consideration as competitors with the department stores in
the smaller cities.
The Effect of Chain Stores upon Independent Retailers.
For the future a more rapid development of organization
among independent retailers is to be expected. The Girard
grocery combination of Philadelphia is typical. It has now
reached a stage of development where $275,000 worth of
stock is sometimes carried.
The many co-operative buying efforts of small stores is
shown by numerous resident buyers in New York and other
cities, and by the buying syndicates such as the Retailers
Commercial Union which met recently in Chicago. This
organization has a buying power of $25,000,000, and their
membership, according to a statement of their secretary,
has increased 25% in the past year.
Francis T. Simmons & Company of Chicago, in a circular
letter to retailers regarding this meeting, say: "The Retail-
ers' Commercial Union claim that they are saving 5% to
333^% on practically everything they buy. We believe
them. Their purchasing power of $25,000,000 per year
makes this possible."
A convention of independent five-and-ten-cent stores, held
in Toledo, Ohio, recently had an attendance of two thousand
retailers. This convention was for the purpose of enabling
small dealers to see various manufacturers' lines with less
trouble and to place their orders direct at less cost.
Some time ago an executive of one of the largest chain-
store syndicates made the assertion that they were able to
compete successfully with the independent dealer because
they did business better. While he acknowledged at the
same time that the independent retailer possessed a distinct
advantage through local acquaintanceship, he asserted the
haphazard methods of the average retailer discounted this
36
ANALYSIS OF THE COMPETITION
advantage. This seems logical when we note the large num-
ber of small independent dealers who fail every year, nor
can any one dispute the chain-store's claim to success.
The Mail-Order House. These may be roughly divided
into three classes.
(a) The mail-order sections of department stores, such as John
Wanamaker.
(6) The manufacturer-to-consumer business, such as Ostennoor
Mattress Co.
(c) The exclusive mail-order houses such as Sears, Roebuck & Co.
The first is worthy of consideration mainly as a means of
building good will, while the last two have proven excep-
tionally profitable. The department store mail-order service
gives additional conveniences to those who find it impossible
to come to the store, and educates the out-of-town public
regarding the store and its goods.
Mail-Order Service in Department Stores. Many of the
department stores publish expensive catalogues, and in other
waj^s try to emulate the exclusive mail-order houses. In
nearly all cases results have been disappointing. In main
this is due to the fact that two organizations are required,
for the mail-order section must send a shopper to the counter
and buy the goods of a clerk. Therefore two clerks are neces-
sary — the regular one, and the one who takes the place of
the customer. Another difficulty arises from the difference
in merchandizing methods. The stock in a retail store
changes rapidly with style changes. Frequently by the
time a mail-order catalogue has brought the order all the
stock of a desired article has been sold over the counter and
no more can be obtained, or at least in time to fill the mail
order. Some stores, such as Altman's or Franklin-Simon's,
in New York, have tried to maintain separate stocks. This
undoubtedly is a better plan, but it causes confusion and
37
RETAIL SELLING
trouble, for customers constantly ask for mail-order goods
at a counter or regular goods by mail. In Wanamaker's
separate stocks are maintained in goods in which the styles
change rapidly, in order to be able to fill orders with more
certainty. But neither of the two methods is successful.
One large department store maintains a mail-order depart-
ment, but docs little to push it, largely because it offends
retailers who buy from their wholesale department. It is
considered a necessary evil, and the losses from its operation
are considered as advertising expense. Some stores maintain
a mail-order service mainly to combat the mail-order houses.
Manufacturer-to-Consumer Service. Of the manufac-
turer-to-consumer method little need be said, as it has not
as yet affected the retailer seriously except in garment lines,
where the attraction of style exerts a powerful influence.
In some instances a manufacturer has created a demand for
his goods through a mail-order campaign before building a
regular marketing system through jobbers and retailers.
By far the larger number use the method to reach customers
in localities where they have no dealers, with the purpose of
influencing retailers to stock their goods. In general the
manufacturer-to-dealer mail-order method is too expensive
except in connection with the first campaign in putting on
the market a nationally advertised product or in connection
with its enlargement in territory not fully covered already
by retailers. It is really a part of an advertising campaign
rather than a regular system of marketing. In fact, the
advertisements for staple products in newspapers and maga-
zines which do not direct the inquirer to the local merchant
are growing more infrequent every year.
Exclusive Mail-Order Retailers. It is the large, exclusive
mail-order house which most concerns the small dealer.
As the advertising manager of the largest said, "There's a
copy of this j^ear's catalogue on everj^ center-table and a copy
38
ANALYSIS OF THE COMPETITION
of last year's in every woodshed." This tj^pe of mail-order
house started in a small way and developed rapidly because
it offered certain advantages to the customer, among which
the following are most important:
(a) Complete stocks at all times — a condition not to be
found in the average small store. Mail-order houses carry
many things that the average store cannot afford to carry
because of the limited demand. In competition with the
small retailer they are in a degree similar to the department
stores.
(6) Convenience in selection. One has only to sit doTvn
and turn the leaves of the catalogue to have spread before
him almost everything he might need or want. This plan
also has the added advantage of suggesting the purchase of
other articles when the reader is really in search of only
one. Statistics prove that the department store customer
visits three departments while in the building. The mail-
order customer probably runs through several sections of the
catalogue every time it is taken up.
(c) The assumed advantage of lower prices resulting from
the control of factories and the elimination of middlemen.
The plain printing of prices does much to convince the reader
of their fairness, and with many the mail-order catalogue is
looked upon as a book of price standards by which to regu-
late all of their buying.
(d) The advantage of buying from some house in the
metropolis which presumably has more up-to-date styles or
better goods. It is usual to believe "farther fields greener."
(e) The desire to have something not seen and worn by
others in the town leads many people to prefer buying by
mail from a metropolitan store.
(/) The superiority of mail-order descriptions of goods over
the usual descriptions offered by the small retailer. The
story is frequently told of the farmer who explained to the
39
RETAIL SELLING
implement dealer the advantages of a type of plow from
information gained from the description in the mail-order
catalogue.
(g) The convenience and ease of shopping by this method as
against the long, tiresome trips to town, the looking through
many shops, and the nerve-racking comparisons of values
amid the din and confusion of a retail store on a busy day.
Economically the mail-order house has a place in the field
of distribution. Its growth is sufficient evidence of the
fact that it fills a want. Sears — of Sears, Roebuck & Co. —
started selling watches by mail at a way station in Minne-
sota. The house which now bears his name has more than
six million customers. The gains in sales of this one house
alone are appalling — in 1915 a gain of nearly twenty millions,
and gains almost, if not quite, equal in the two years pre-
ceding. In 1915 the sales of mail-order houses were more
than $200,000,000, and most of this came from small com-
munities and therefore out of the business of the small in-
dependent retailer.
An interesting new development is the establishment of
small stores by a certain mail-order house. In these stores
complete stocks of staples will be carried and orders taken
by sample or catalogue for other lines. The real purpose of
many such stores is to dispose of slow-selling stock. They
are run under another name and are knowni in the trade as
"dumping bases." Other stores have agents at central
points to collect orders and handle deliveries. This enables
them to save on express and freight charges by sending large
consignments by freight to the agent, who reships by express
or parcel post.
Competing with the Mail-Order House. Much has been
said and written about competing wnth the mail-order house.
Bills have been presented to Congress favoring every means
of regulation, from a tax on business to dissolution. Mer-
40
ANALYSIS OF THE COMPETITION
chants' associations have voiced protests and called upon
the inhabitants of their towTis to patronize home industry
because of local patriotism. Retailers have in some cases
refused to buy from manufacturers or wholesalers who sup-
plied the mail-order house, hoping by this means to hinder
its development. Tradesmen have threatened, cajoled, and
ridiculed their customers, all without avail. In some cases
the freight-handler at the local railroad station has been sub-
sidized to give information regarding residents receiving
packages from the mail-order house, so that they might be
disciplined by curtailment of credit privileges or in other
ways. Lectures have been given, pointing out that the
mail-order house did not pay local taxes; coins with "trade
at home" legend have been circulated; everything that savors
of the "fighting spirit" has been tried and tried again.
The story is current in many centers of the farmer who
objected to the price of a saw offered in competition with one
advertised by the mail-order house. It is said the retailer
replied: "Certainly, I will sell it at the same price they do,
but you will have to pay me now and add the cost of the
postage and expressage and wait two weeks before you can
have the saw, just as you would if you ordered from them."
Still, the mail-order house thrives. May we not infer that
these methods of combat are wrong, that the love of fair
play enlists sympathy on the side of the one assailed who
is not present to plead his own case — and that such efforts,
if they do anything, advertise the mail-order house and help
to convince the prospective patron that there must be some
advantage in mail-order shopping or the merchant would
not oppose it so strenuously?
Calumny does not convince. Often it arouses curiosity.
To say that mail-order houses handle poor goods would not
in most cases be true. Admitting that there are instances
of this character (and the writer has known of some), no
41
RETAIL SELLING
great mail-order business or business of any other kind
can be built up except through satisfied patrons.
What, then, is the retailer to do? The better way it would
seem is to weigh his advantages and disadvantages against
those of the mail-order house, utilizing the one and over-
coming the other, until there shall be no further reason for
any of his customers ordering from a distant source of supply.
In fact, so that selfishness should prompt buying at home
rather than elsewhere, because it is to the customer's own
advantage to do so.
Nor is the department store man entirely free from mail-
order competition, for the latter are gradually doing more
business in the cities. However, the department stores
have their own mail-order organizations, so that they can
compete if necessary. Mail-order houses compete somewhat
with chain stores, but as both are largely dependent for suc-
cess on their large buying power, they are about evenly
matched. Therefore the one who finds it most difficult to
meet such competition is the small independent retailer.
But even he has advantages which will enable him to com-
pete successfully.
Weighing and Using the Retailer's Advantages. That
the small retailer has advantages goes without saying. He
is personally acquainted with many of his customers, and
knows their likes and dislikes intimately. For this reason
he can regulate his stocks to meet their needs and desires,
and can help them in making their purchases. By utilizing
this one advantage the need for mail-order buying will di-
minish appreciably.
Further, people like to examine goods before purchasing,
and to become possessors immediately. The necessity of
buying from printed illustrations and descriptions and the
unavoidable delay in the receipt of goods ordered by mail
are serious handicaps for the mail-order house.
42
ANALYSIS OF THE COMPETITION
As for convenience in selection, the proper arrangement
of the retailer's stock to facilitate inspection will do much
to induce the purchase of articles which later might be or-
dered by mail from New York or Chicago.
Through education of the right kind, the retailer's sales-
people will be able to describe the goods more effectively
than any printed page. As a basis for this education one
might well use the mail-order house catalogue with such
additional information as might be secured from other
sources. There's nothing like turning a bugaboo into an
advantage when it comes to advertising.
Completeness of stocks, at least in staple lines, is not
impossible to the small retailer. In fact, he is at an advan-
tage through being personally in touch with his stock instead
of being obliged to depend upon system to call needs to his
attention.
Analyzing their Catalogue. The element of price is han-
dled by one dealer in this manner: First of all, he com-
pares the catalogue offering with his own stock by means of
the following questions :
(a) Are the lines which he carries mentioned in the catalogue? Does
the catalogue give articles which he does not handle, but
which might well be in stock?
(6) What Hnes are sold in his store at the same or lower price than
offered by mail-order house?
(c) What lines are substituted bj^ the mail-order house for standard
grades, and how do they compare in quality?
(d) Counting additional expense of ordering and transportation
costs, what are the actual prices of mail-order goods?
(e) If staple, well-known merchandise is offered at so low a price as
to prevent competition by the small retailer, what substi-
tute can be had to be sold at the mail-order figure?
Buying for Competitive Needs. Having analyzed the
catalogue thoroughly, his next step is to buy for the com-
petitive needs discovered. He approaches his wholesaler
43
RETAIL SELLING
or manufacturer with a demand for goods at prices that will
enable him to compete. He induces his trade paper and any
buying organization with which he may be connected to use
every effort to match mail-order merchandise.
Where the identical articles cannot be secured he finds
substitutes at approximately equal value which he displays
prominently. At the same time mail-order lines at the mail-
order price are carried in stock "under the counter," to supply
to the customer who insists on the same article as listed in
the catalogue.
He is constantly on the alert for goods which will strength-
en his stock from a competitive standpoint. Such con-
scientious efforts are attended with a remarkable degree of
success. When one considers that the mail-order catalogue
is prepared months in advance of the sales, and that prices
must be sufficiently high to provide for market fluctuations,
it will be seen that this is not so difficult as it might seem.
Displaying Competing Merchandise. Having provided
merchandise that will fill needs created by the catalogue
houses, he sees that it is prominentl}'' displayed so that those
who visit his store will surely find it. The "doubting
Thomases" who still insist upon consulting the catalogue
will be surprised to learn that his prices are the same or
lower than the mail-order house markings, and will be con-
vinced that they can do no better than to trade at his store.
He does not advertise his plans, nor does he revile the mail-
order house. To be sure, the mail-order catalogue is always
within reach for consultation and demonstration to such
customers as may demand it. But this merchant does not
waste time in "knocking" his rival.
Further, he and his clerks are well posted on the com-
parative values of ingredients of mail-order offerings. The
merchant may have gone so far as to order products from
the mail-order house, and to have had some of them — as, for
44
ANALYSIS OF THE COMPETITION
instance, a paint — chemically analyzed. When the customer
mentions a mail-order brand, the retailer is able to tell just
how his goods are different and, what is more, prove his
statements. In every possible way he learns about the goods
he carries, so that he can overcome the objections of the
mail-order buyer.
Another retailer matches every mail-order price quoted by
a customer, and states that where he loses on some articles
he makes a large enough profit on the others, so that the
average is satisfactory. Another openly displays certain
" leaders " of the mail-order house at prices lower than those
quoted in the catalogue, and charges losses on the goods
sold to advertising. In this way he has gained a reputation
of low prices in his community.
The mail-order house is here to stay. Fighting it by try-
ing to tear down its reputation for square dealing will avail
little. Emphasizing his own advantage and minimizing those
of the mail-order house through constructive effort offers
the only sensible solution of the problem for the retailer.
Operating a Mail-Order Department in a Small Retail
Store. If the store is large enough and the possible pro-
ducing territory sufficiently extensive, the operation of a
mail-order department merely as a matter of convenience
and trade education may be feasible.
The aim should not be to encourage mail orders except
when customers cannot come to town, as a visit to the store
is always preferable. Still such service offered out-of-town
customers will fix the store's name in their minds so that
when they visit the city they will naturally gravitate to
that particular place of business. One campaign on this
order is described as follows :
We wanted to have at least one good customer in every town in
our section of the State, our object being to treat this customer so
well that she would recommend us to her friends, and possibly
45
RETAIL SELLING
direct them to our store when they talked of coming to the
city.
We could not afford to publish a catalogue, and, besides, the
changing conditions of our stock would mean that before the book
was printed half of the goods would have been sold. Further,
any catalogue we might have put out would have shrunk into in-
significance beside the mail-order house catalogue.
The first move in our campaign was to write the few who were
sending us orders unsoHcited and ask them for testimonials regard-
ing the value of such service, and especially the service rendered
by our department.
Next, a list of married professional people was secured. People
of this class usually have good incomes, and, further, are of a type
that like to buy out of town; that like to get things that have not
become common through being shown for long periods in the local
stores.
Those living in, or in towns adjacent to, the one from which we
had received a testimonial, were sent a copy of this testimonial,
a mail-order blank, a return envelope, and a letter suggesting our
desire and ability to care for their wants equally well.
The responses came in liberally, and as thej'' arrived a tack was
placed in the name of the town, on a map of the state, to show what
territory had been covered. In six months the business from this
source tripled, without great expense, and it is increasing steadily
and with no backward steps. As territory near one town is covered
thoroughly, the boundary-lines are extended, and it is reasonable to
believe that within certain limits the "best trade" of each town
will have confidence in this store and its abihty to furnish the right
kind of goods at the right prices.
As a service feature of this character, there is nothing to
prevent any retailer from building up a small mail-order
business of his own. Wliile results from letter orders may
be slightly disappointing, the increased patronage on the
part of such customers whenever they do visit the store in
person will more than compensate for the necessary expendi-
ture of effort and money.
Ill
THE DETERMINATION OF SALES POLICIES
"We don't believe in 'trading up.'"
The statement was rather striking because so much has
been written in recent years about the possibiUties in getting
people to buy better merchandise — or to "trade up," as it is
called. The speaker was the vice-president of a department
store of remarkable growth during the last decade. So the
inquirer asked him the reason,
"It is against our sales policy. We think it is the wrong
way to go at it. Of course, we prefer to sell more two-dollar
gloves than dollar gloves, and our figures show that we
actually succeed in doing it. But we don't do it by trying
to get the man who has only a dollar to spend to buy the
two-dollar article.
"What do we do? We analyze the buying public thor-
oughly and divide it into groups. Then we decide in each
line the qualities that the various groups can afford to buy,
and we buy for each the very best merchandise to be ob-
tained at each price.
'' Our sales policy is based on the decision to cater to three
classes — well-to-do, the middle class, and those of the labor-
ing class who want good merchandise at a moderately low
cost. For instance, take our women's ready-to-wear de-
partment. For the well-to-do we buy women's suits to retail
at from fifty to two hundred dollars. For the middle class
47
RETAIL SELLING
we have suits at twenty-five to fifty dollars, and for the
laboring class at fifteen to twenty-five dollars.
"Of course we know how many people there are in each
class in our selling field, and therefore we have a basis for
buying. We do not follow the policy arbitrarily when buy-
ing or showing goods, but in general it works admirably."
The Necessity for Retailing Policies. What kind of a
store are you going to run? After a thorough analysis of
the field, including competition, what policies do you in-
tend to adopt? Their determination is vital, for they repre-
sent the code of laws by which the business is to be con-
ducted and by which all disputes are to be settled.
If you have decided upon catering to a high-class clientele
exclusively your business will, of course, be carried on in a
different waj'- from the popular-price store. Not only will
your selection of goods be affected, but the entire arrange-
ment, display, and advertising of your wares — even the at-
mosphere of the store — will be distinctively suited to one
class or another. For to be successful a business must con-
form to the wishes of its patrons, and it is generally best to
cater to only one group. Some stores have separate depart-
ments or even buildings for other classes of trade.
Mrs. Moneybag likes wide, spacious aisles, and will avoid
a store where her elbows will be jostled. Mrs. Hardluck
likes the conviviality of crowds and does not protest if at
times she may be pushed about in the scramble for bar-
gains. Mr. Daylaborer likes good-fellowship and an oc-
casional slap on the back. Mr. Prim, the capitalist, would
resent any semblance of familiarity.
Therefore, one of the most essential things to decide is
what kind of trade the store wants in greatest volume. In
an endeavor to do this it is well to visualize, if possible, your
average customer and try to run your store to suit him. One
merchant has a statuette representing this type placed
48
SALES POLICIES
prominently on his desk, and before deciding matters of
policy tries to think how such a woman would like his views.
Another determines the likes and dislikes of his customers
by questioning them himself and having his salespeople do
likewise. Still another sends trained investigators to the
home to find out what about his store appeals favorably or
unfavorably to his clientele. A Western merchant has a
committee of women customers who help him select goods,
and in another section of the country a letter addressed
to five hundred women asking them to look over newly
arrived merchandise with a view to criticism met with
favorable response.
Successful retailing is merely adapting your business to
the needs and wishes of the public, and the more closely you
come to measuring up to their demands the greater will be
your volume of trade. To be sure, it is not possible to run a
store so as to please every individual, but we are not aiming
at individuals. Instead we are trying to please a certain
group, mass, or crowd representing the majority of those
whose wants we are best fitted to fill.
Of course there are other considerations in the determina-
tion of selling policies, though the one just mentioned is by
far of greatest importance, because it means more sales and
repeated visits from customers without the expensive urge
of advertising. Still, something should be done not only
to increase the number of sales, but to increase the profit
on each sale as well. Decisions in this matter will be sub-
ject to a number of influences, among them the policies of
competition, for your business must compare favorably with
those in similar lines.
The Basis for Deciding Policies. Of course the policies
must be based upon the analysis of the selling field and the
present competition. Therefore, with the facts already
gathered, the problem is to interpret them correctly. At this
49
RETAIL SELLING
point the advice of manufacturers and bankers may be used
advantageously. Many manufacturers have well-organized
service-to-doalers departments, wlii(;h are always glad to
assist. Frequently they have had close association with
previous retailers in the vicinity or with retailers in similar
sections. Banking relations have doubtless been estab-
lished by those responsible for the financing of the store.
You will find bank officials glad to lend assistance, and,
while they may not know the retail business, they can be
of real help in checking over the surveys of the selling field
and the competition.
Causes of Success. In the preceding chapter in the dis-
cussion of competition the various types of retail stores were
analyzed and the natural advantages of each were classified.
The shrewd merchant is the one who decides to build a store
having the greatest possible number of natural or inherent
advantages and the fewest disadvantages. This, of course,
varies with each community and with changing conditions
of competition. And in the final analysis the comparative
advantages of department stores, chain stores, and inde-
pendent community stores are not so different as people are
inclined to believe. The department store buys more cheap-
ly than the small retailer and uses up the saving in higher
overhead expense. The chain store is not far different. So
the real cause for success is generally in one of the following
possibilities :
(a) Know your community and buy what the people want.
(6) Buy frequently and in small quantities.
(c) Keep track of your costs of doing business as well as your
stocks of merchandise, and know which lines are profitable.
(d) Get rid of slow-moving stocks.
(e) Keep down the rental and other overhead.
if) Don't be afraid to take measures necessary to collect the
money coming to you.
(g) Train your sales force in modern selling methods.
50
SALES POLICIES
(h) Finally, subordinate everything else to the job of selling goods
at a fair profit.
Causes of Failure. A study of the bankruptcy figures is
not pleasant, but it does show up more strongly by com-
parison the causes of success. In the following classification
of business failures in the United States, prepared by the
Bradstreet Company, notice how the percentage of total
number of failures compares with the percentage of liabilities
in each classification.
First Group— Percentage Percentage
The Beginner's Handicaps : whole number Liabilities
Lack of Capital 29.7 33.5
Incompetence 30.2 26.8
Inexperience 4.6 3.0
Unwise Credits 2.0 2.6
Second Group —
Factors Threatening Success:
Competition 1.9 1.3
Failure of Others 1.3 4.9
Specific Conditions 16.5 13.8
Under this head are included
causes like sickness, death, loss by
fire, flood, and robbery
19.7 20.0
Third Group —
When Character Breaks Down:
Fraud 10.3 8.8
Neglect of Business 2.0 1.0
Personal Extravagance .7 .9
Speculation .8 3.4
13.8 14.1
Another analysis limited to bankruptcy among retailers,
based on the study and classification of more than five hun-
dred cases, shows similar results, as follows:
5 51
RETAIL SELLING
First Group- ^^^JLT
The Beginner's Handicaps: number
Lack of Capital 29 . 5
Incompetence (including inexperience) . . . . 24 .
General expense too high 3.0
Unwise Credits 4.4
Poor Location 2.2
Expansion (branch stores) 2.0
65.1
Second Group —
Factors Threatening Success:
Loss by storm, flood, fire, etc 3.8
Sickness 3.5
Failure of others 1.4
Competition 1.4
Closed out by "sharks" 1.2
Robbery of store 1.0
Death .8
Loss on contracts .8
Undetermined causes 2.9
16.8
Third Group —
When Character Breaks Down:
Fraud 4.0
Neglect of business 4.0
Personal Extravagance 4.8
Speculation 2.1
Intemperance 2.0
16.9
An analysis of failures in retailing, made by System Maga-
zine, shows that two in every three became bankrupt because
they lacked either capital or knowledge of the essential
things in merchandizing. One in five succumbs to chances
more or less beyond his control, and only one in seven fails
through lack of character.
52
SALES POLICIES
A further checking of the reports of failures and liquida-
tions shows that a large percentage among retail firms
are among those capitalized at $5,000 or less. In
New York City the business life of the average grocer is
three years, and less than 10% are still in business at the
end of ten years. How much cheaper it would be to analyze
the conditions in advance and to determine plans and policies
accordingly. If it were done the number of failures would
be cut down through proper analysis and planning at the
beginning. If the conditions did not prove favorable the
store would be started in some more favorable locality or
the money invested in some other kind of business.
Lessons from the Analysis of Failures. The second analy-
sis shows that nearly 30% of the failures come from a lack
of capital. That, of course, shows that the man of limited
capital should not do a credit business, and that he should
handle only lines in which he can get along with a small,
fast-moving stock. His policies are therefore easy to decide.
About an equal number fail from incompetence and inex-
perience. They go at the business blindly. It is estimated
that fully one-third of the million and a half small retailers
in the United States are earning only a bare living because
of their incompetence.
Such people ought to study the dealer-co-operation book-
lets and correspondence courses supplied by manufacturers.
It is said that it is almost impossible for a dealer carrjdng
Hart, Schaffner & Marx clothing or Butler Brothers' dry-
goods to fail, because they won't let him.
Such a man ought to study the trade publications of his
line. It is hard to see how a retail hardware dealer could
follow the journals of the hardware trade and use the ideas
outlined and still fail from incompetency.
He should read also the good books on retailing, and he
should encourage his clerks to do so. It should be just as
53
RETAIL SELLING
much a part of his store policy as one price or the square
deal.
The competition has already been sized up, and plans
have been made to meet it. It is interesting to notice that
twenty-five merchants fail from incompetence for every
one that fails because of competition.
The credit policy is really a part of the sales policy, and
depends largely upon the community and the type of store
to be organized. The general expense question also brings
up the decision in regard to conveniences. If customers de-
mand free deliveries, goods must be priced accordingly. But
the policy on conveniences is again one to be decided in
connection with the analysis of the community and the com-
petition.
Various other causes for failure have an effect on sales
policies, and each of these, as well as the causes for success
listed previously, must be considered in determining store
policies.
Class of Trade for Whom Store Caters. This has already
been mentioned in each of the preceding chapters, as well as
in the opening paragraph of this chapter. It is the first
policy to decide, for goods should be bought with the require-
ments of a definite clientele in mind; otherwise the sales
manager or other in charge of the sales organization will be
groping around trying to find a group of customers for each
group of merchandise. Don't try to make customers buy
merchandise which you fancy. Find out what they want and
buy according to their wants. Then it won't be necessary
to "trade up" or to use any other artificial means of getting
rid of certain types of merchandise.
Price Competition or Service Competition. Again we go
back to the analyses made in the first two chapters. Is the
opportunity one for a cheap store where the selling appeal
is always price or is there a place for a high-class store?
54
SALES POLICIES
But even in the cheaper stores service competition is fre-
quently more ejffective than price competition, and it is
becoming more so every year. Service costs money, but
frequently it is cheaper in the long run. The shrewd mer-
chant allows every possible form of service within reason,
but there is no necessity for overdoing it. The merchant
who collects and delivers baggage as an accommodation is
simply allowing himself to be imposed upon, while the mer-
chant who serves by keeping fresh stocks of wanted articles,
and by selling them at a quick turn-over price, is the real
servant of the community.
Price Policy. In some stores which are conducted almost
entirely on a price-basis profits are often sacrificed on staple
articles of well-known values known as "loss leaders," in
the hope of attracting trade which will buy other articles
on which a profit is made.
One druggist running a store of this type has at all times
at least a dozen preparations selling at less than cost, in
order to make the impression that all prices are lower in
his store. Many department stores cut the price on one
well-known article in each line below cost and make up the
loss in the sale of other unknown goods at a big profit.
A department store changes some prices every day, using
as an argument the statement that they will not be undersold
and that when another store offers goods at lower markings,
their prices are immediately adjusted to the same or a lower
level. Thus one may readily infer that there is no need of
shopping in other stores because of price considerations,
as this store, through its corps of investigators, is already
in touch with competitive offerings, and prices have been
regulated accordingly.
Other stores have sales of such frequent recurrence that
prospective customers are tempted to delay buying until
the goods desired are offered at a reduced price. Sometimes
55
RETAIL SELLING
sale events come with such regularity that the public has
learned to wait for them, and immediate wants are allowed
to go unsupplied.
In fact, manj' of these wants are never supplied because
only fancied in nature. Probably most of the things we
want can be got along without if we will only put off
buying them. The unstable condition of any business con-
ducted along price lines almost entirely is one of the great-
est arguments against it. Department stores have, as a
rule, found that constant price-cutting, except in certain
sections of the store, is not advantageous.
Bargain basements are often installed to eliminate this
element from other parts of the store. But even in these
bargain departments some establishments have learned that
periodic price reductions are preferable to widely advertised
special sales.
It is manifestly unfair to the customer who arrives a day
or two too late for the special sale to charge more than the
goods were sold for the day before, and the same is true of
hour sales, which often result in as many displeased as satis-
fied customers.
Another unfair policy by certain stores is to give credit
customers advance notice of, and in some cases even advance
opportunities of, selection of goods to be offered at reduced
prices. This practice cannot but mean displeasure of those
who are not accorded the privilege, and a policy of fairness
to all would suggest that such practices be discontinued.
The bargain customer is usually of a roving disposition,
and the volume of permanent trade gained in this way is
most uncertain. If a neighboring store makes more attrac-
tive price concessions, the bargain-hunter transfers his pat-
ronage immediately.
The element of low prices as an attractive feature must
not be overlooked. If goods can be specially bought and
56
SALES POLICIES
offered in such quantities that practically all of your patrons
may take advantage of the opportunity, such offerings will
bring them to the store. However, the time-worn arguments
used as a basis for sales-stimulating events have lost most of
their effectiveness through over-use, and each special offering
should be made for a real reason based on actual business
conditions.
Some merchants find it advisable to have special offerings
on display at all times, but such lots are not advertised, and
their greatest value to the store consists in building up the
thought in the public mind that daily trips should be made
to that store to prevent missing any of these specials.
It is a fairly well-established fact that no store can cut
prices at the request of an individual during the process of
selling and hope to succeed; that the days of "haggling,"
with its consequent lengthening of the average time of sale
and its destructive influence on confidence between buyer
and seller, is long past.
The making of gifts to favorite customers is also taboo,
and so far as price is concerned one may be assured of fair
treatment in most retail stores. Further, the liberal pohcy
now extant of refunding money on all unsatisfactory pur-
chases prevents carrying goods so inferior in quality as to
be worthless.
Slow Selling Systems. Shall we mark dowa goods that
are selling slowly or shall we give premium money to the
salesman for selling them? And how should we keep track
of such goods?
One large store sets a time limit on all goods in which
style is an important factor. No trimmed millinery is al-
lowed to stay on hand more than two weeks at its original
price. Immediately upon the expiration of that length of
time the price is cut materially. Another store has what it
calls the automatic bargain basement. Goods on hand a
57
RETAIL SELLING
week are cut 25%, and at the end of another week they are
cut again a similar amount, and so for the third week. If
still on hand at the end of the month they are given to a
charity. It is interesting to note that 95% of the goods
go at the original price.
The premium-money (p. m.) system is very likely to cause
trouble; in fact, it is sure to offend any customer who finds
it out, and it doesn't pay to have practices which must be
carried on in secret. Therefore, many stores are giving it
up. But it is quite certain that a fifty-cent p. m. to the
clerk on a fifteen-dollar suit will move it more quickly than
a two-dollar reduction in price. If the system is used it
should be confined to a few lines, like garments, and the
merchandise should be slow moving for some other reason
than because it is out of style. In fact, it should be en-
tirely desirable and should be thus handled because of
over-purchase or some fault of the retailer himself.
Loss Leaders. The common practice of slipping a single
ready-to-wear suit costing twenty-five dollars at wholesale
into a group costing half that, and marking them all at
twenty-five dollars, is a questionable policy, for again it is
one of those things which would cause trouble if discovered.
Likewise the practice of cutting the price on a well-known
dollar watch to a figure below cost, and advertising it in a
watch sale along with other makes which are unknown and
questionable, is pretty sure to cause trouble eventually.
The man who gets the standard watch at 69 cents is likely
to be the roving bargain-hunter who bought on the maker's
guarantee. The one who gets the "IXL Special," worth
about the same money, at $4.98, is likely to be one of
your regular customers, who bought the unknown watch
partly on your reputation, and when he finds out the
deception he will shun your store forever and denounce it
to his friends.
58
SALES POLICIES
Refunds and the Return-Goods Problem. The policy of
refunding the purchase price is justified in a measure by the
greater quantities sold to each customer through an under-
standing that the goods are returnable if for any reason she
should change her mind. Naturally, it has led to some
abuses, but these are not so great in volume as many are
led to believe.
There is at present an active campaign among merchants
in certain sections to overcome what they designate as "The
Returned-Goods Evil" by limiting the time of return and
making other restrictions. However, the fact remains that
a "satisfied customer is the best advertisement," and that
no one would be pleased by the constant presence of, or the
necessity of using, something she wished to return to the store.
In the belief of the writer any savings made by preventive
restrictions will be reflected in a loss of patronage for a con-
siderable period from the customer affected and those friends
and acquaintances whom she may be able to influence.
If the sale is properly closed by the salesperson and the
customer made to really want the goods, there would be
fewer returned articles, but the too-often reiterated phrase,
" If you don't like it you may bring it back," helps to induce
many to return the goods they might have kept but for this
suggestion.
Goods presumably sold, but returned after the demand has
passed, are, of course, burdensome to the merchant, but
they represent one of the incidents of business and should
be considered as such. It has been the experience of the
writer that liberality and courtesy, even to the adjustment
of unfair claims, is in the end most profitable.
Adjustments. Within recent years stores have been very
liberal in handling adjustments. (Don't call them com-
plaints. No man likes to be considered a kicker.) A definite
policy should be outlined. Of course, goods in a new con-
59
RETAIL SELLING
dition, except sanitary articles, can be returned without
question. The problem arises in cases where the goods have
been worn.
The policy of Rogers, Peet & Company, clothiers, is a
sensible one. When goods prove unsatisfactory they allow
the purchase price toward a new garment, deducting a
fair allowance for the value got out of the garment,
and for any further value if the garment is not beyond
repair and further wear. And they are diplomatic enough
in handling the case so that they can leave the amount of
such deductions to the customer without the likelihood of
his taking undue advantage.
The reckless and indiscriminate refunding and exchang-
ing of worn garments is as bad for the customer as for the
merchant. It demoralizes the whole retail trade. A sound
business-like policy is easy to determine.
Errors. It is the policy of most stores to stand the loss
of their own errors. For instance, during the rush season
in a New York department store a clerk quoted the price
of a set of tools as twenty-five dollars instead of fifty. The
next day the woman sent her husband in to order it. He in-
sisted that the price had been quoted as twenty-five dollars,
and the clerk acknowledged it. The buyer refused to sanction
the sale at the higher price and the question was taken by the
floor manager to the proprietor. The latter decided that the
quotation must stand, and that the loss be charged off to
loss and gain, as under the circumstances it would not be
fair to expect the clerk to stand it.
On the other hand, errors whereby the store might profit
should be called to the attention of the customer immediately
and proper refunds made. This willingness to rectify mis-
takes will build up an element of good-will the value of
which cannot be estimated in dollars and cents. Absolute
honesty must obtain in all business transactions with cus-
60
SALES POLICIES
tomers. Trickiness or profiting by ignorance on the part of
customers has no place in modern retailing.
Nationally Advertised Goods. Much has been said and
written regarding the advisability of handling lines for which
demand has been created by national advertising. Certain
it is that stocking such lines brings with it an assurance of
quality, and that the merchant whose reputation is not
sufficiently well established may trade upon the reputation
of the advertiser.
Well-known goods sell easiest, and in certain localities
this element more than overcomes any difficulties such as
smaller profits. This is especially true of communities
where the public is intelligent and well informed regarding
merchandise, and there is great selling force in linking the
stock and display with the advertising appearing in current
magazines.
To be nationally advertised has become a certificate of
quality with many, due to the rigid censorship exercised by
the better class of magazines. It is a regrettable fact, how-
ever, that mail-order houses and other competitors of the
small merchant select, whenever possible, just this class of
goods as cut-price offerings.
It remains for each merchant by careful, systematic ex-
perimentation to determine what policy shall be adopted.
In the beginning most merchants favor at least a representa-
tive supply of standard goods as giving "tone" to the store.
Creating Good Will. Enlisting the good feeling of the
public cannot be accompHshed by "knocking" your com-
petitor or his goods. It is very much better to avoid any
mention of his affairs. If necessity prevents that attitude,
compliment him and at the same time evidence points of
superiority in your store or lines.
Your treatment of children should be as satisfying as
that given adults. Children are the customers of the future
61
RETAIL SELLING
and, moreover, wield a powerful influence in the home. Let
your store be known as a place where children are welcome.
Have something of interest to them, and mothers will flock
to your doors.
The courtesy shown traveling salesmen will do much
toward helping your business, as they are often in a position
to give you valuable suggestions based on methods used in
other stores. It is not necessary nor would it be possible
to buy of all of them, but there is no reason for incivility.
Make the ambassadors of trade your friends — and you will
not regret having done so.
Your treatment of your own clerks should be such as to
deserve their good will and to make them feel that purchases
for their own use can be made best at your own store. To
have a customer encounter one of your employees in a com-
petitive establishment does not speak well for your store,
as employees are supposed to know a business from the
inside.
Everything the store and each person connected with it
does affects sales, and therefore should be considered in this
connection. However, the determination of sales policies
is correspondingly difficult. They can never become fixed,
for the conditions on which they are based change frequently.
But for the time being they do provide a means of determin-
ing business conduct, and as a standard by which all sales
activities may be directed and judged.
IV
THE ORGANIZATION OF THE SELLING FORCE
Recently an old and highly honorable store moved to
a new and expensive location. Rumor soon said the store
was not paying and that it was likely to fail. A customer
about to purchase a piano there on instalment had the fore-
sight to inquire of the salesman regarding the rumor, for he
wanted to avoid being involved in bankruptcy proceedings
in connection with his instalment payments.
"There isn't a word of truth in it," replied the clerk, "and
I would like to meet the man who started that rumor. We
are doing a good business in every department and the store
organization is running smoothly. Every one from the
messenger-boys to the president is doing his best. I believe
we have the best organization in the city."
In reality there was some basis for the report, as the store
was having some difficulty in increasing the earnings to
take care of the increased expenses at the new location;
but the store soon tided over the difficulty. The whole or-
ganization, and particularly the sales force, was thoroughly
competent, and to it belonged a large part of the credit for
the readjustment. With such an organization any store
would succeed in spite of other handicaps.
And without a well-organized and trained selling force it
is next to impossible for any store to meet expenses. As
one man has put it, "The clerks are the store."
63
RETAIL SELLING
The Organization of a Selling Force in a Department Store.
The ideal organization in a large store is as follows:
(a) Sales manager, who has general supervision over all selling.
(&) Superintendent or employment manager, who hires the em-
ploj^ees.
(c) Buyers or department managers, who are responsible for the
buying. In stores having no sales manager they supervise
the selling in their own departments, except in a few stores
where this responsibility is shared with the aisle managers or
"floor-walkers."
(d) Director of selling service, or educational director, who is re-
sponsible for the training of salespeople and others, that
they may become more efficient.
(e) Assistant buyers, who divide their time between selling and
assisting the buyer.
(/) Heads of stock, who take charge of stock and also sell.
ig) Salespeople.
So complete an organization is seldom found. For in-
stance, very few stores have a sales manager. In others
he is also the advertising manager. In any event, the or-
ganization of the work itself is of more interest than its
subdivision into classes and the titles which go with each
class. However, it will be well to discuss briefly the func-
tions of each.
The Sales Manager. As just remarked, he is frequently
also the advertising manager. He and the merchandise
manager, who is in charge of all the buyers, together with
one or two other officers, compose the merchandise board
which plans the selling campaigns of the store. It is his
task to work side by side \vith the merchandise manager and
his buyers, in order to sell at a profit the merchandise they
have purchased. He has, however, little personal contact
with the sales force. They are engaged by the superinten-
dent and trained by the educational director. They look to
the buyer of their individual departments as their real em-
64
ORGANIZATION OF SELLING FORCE
ployer. Therefore the work of the sales manager is more
general than personal, and so is really that usually assigned
to the advertising manager.
The Buyer. As previously remarked, the buyer is really
a part of the merchandise organization. He works directly
under the merchandise manager, from whom he gets his in-
structions regarding the buying of merchandise. However,
as he is in direct charge of a department, always on hand
for quick discussion, he frequently has more oversight over
salespeople than any one else with the exception of the
educational director. He co-operates in the instruction of
salespeople in the study of merchandise, and in small stores
gives a part of his time to selling. In fact, in department
stores in cities of a hundred thousand and less, a large part
of the buying is frequently intrusted to head salespeople.
Generally a member of the firm acts as merchandise manager
and makes the large seasonal purchases for the more impor-
tant departments.
The Educational Director. It is his function to carry out
the training outlined in Part III. of the present volume, and
to supervise the selling force as outlined in Fart IV. In
many stores he takes over the functions of the sales manager,
and in others those of the buyers. In others, as, for instance,
in the store of Marshall Field & Company, he is also in charge
of employment and welfare work. It is the ideal arrangement,
for then the responsibility for engaging the right people, for
training them properly, and for providing them the proper
working conditions, is centered in one person. He then can
correlate it to produce the best results.
The Superintendent. Most organization systems are an
evolution from conditions, and that accounts for the func-
tions of the superintendent in the average store. Before the
day of educational training courses the task of engaging
salespeople was intrusted, along with a number of other mis-
65
RETAIL SELLING
cellaneous jobs, to the store superintendent, and there it
stays. A few stores have broken away in order to harmonize
their organization with new conditions. But still there are
compensating advantages, for the superintendent can give
the larger part of his time to it and become an expert em-
ployment manager.
In assuming the duties of employment it is well to con-
sider, first, the few general principles underlying that work,
next the general requirements of all employees of the company
should be classified, and then the specific mental, moral, and
physical requirements of each position; third, the best
methods of interviewing applicants and of keeping records
of the work should be considered. Finally the means of
locating the most desirable classes of applicants and of in-
ducing them to apply of their own accord should be studied.
Fundamental Principles of Employment Work. First of
all, if the store is to succeed, each salesperson must be the
one best fitted to fill the position. He must have both the
general characteristics that the trade, the business policies
of the firm, and the duties demand, and also the special quali-
fications necessary for work in the particular department.
Next, the conditions must be such that the clerk will enjoy
his work, will grow in it and advance. In this connection it
is necessary to remember that people placed according to
their natural talents and fitness will develop more rapidly,
and will be correspondingly more in sympathy with the work,
more enthusiastic about the store, and more productive.
Another principle is due to the fact that employees should
be engaged and trained with a view to permanency. Cus-
tomers as a rule like to know the salespeople and become
known by them, because of the personal interest taken be-
cause of acquaintance. Further, long-continued service
serves to impress the customer with the evident fitness and
ability of the salespeople and inspires confidence.
66
ORGANIZATION OF SELLING FORCE
It must be remembered, too, that the new employee,
through lack of experience, is usually an expense instead
of an asset for a period of two or three months because of
the mistakes that new people make in spite of systematic
training. And the expense of engaging and training new
people is larger than is generally supposed. Various esti-
mates from different types of stores range from twenty-five
dollars to a hundred and more.
The average period of employment in department stores
is less than one year. This means that the store engages
and trains an entirely new force every year. If the expense
averages fifty dollars per person, it is just that much to be
added to the average annual salary of each clerk. There-
fore it is well to consider at this point the causes of this
unstable condition. They may be attributed to the follow-
ing conditions:
(a) The fact that women are employed in many lines.
(6) That in many cases these women do not look upon business as
the ultimate goal, but aspire to matrimony.
(c) That many are being supported by their parents and do not
need the position.
(d) That others have entered the employ of the store because of
its social advantages and the freedom from the monotonous,
tiresome tasks of the factory.
Among other causes for "floaters" are;
(a) Indifference.
(h) Over-ambition.
(c) Lack of home ties.
(d) Lack of family responsibilities.
(e) Failure to find proper place in the organization.
(/) Irregularity of employment.
(g) Lack of proper promotion plans.
(h) Too much routine work, which becomes monotonous,
(i) Seeming lack of opportunity.
0') Unfavorable envtronment.
6 67
RETAIL SELLING
Some of these are the fault of the individual, and for some
the responsibility may be placed on the nature of the busi-
ness. Of course, a fur-store cannot maintain a full sales
force all summer. But it is just as advisable to keep the
force employed in order to keep the store open. To meet
this situation the oldest fur house in the world, Revillon
Fr^res, has recently added at their New York store a line
of cloth garments salable in summer.
Much has been written recently on the application of
psychological analysis to employment methods. It sounds
attractive and doubtless there is much that can be used.
But it cannot be followed arbitrarily, at least in its present
state of development. One concern says: "During last
year we started to make a scientific study of the selection
of employees. Up to this time we had used the so-called
trial-and-error method of selecting employees, although
those who were responsible for making employments had
through long experience acquired so much skill that the
number of those employed who did not make good on trial
were relatively small. It was found, however, that such
methods as were used by the employment officers were ap-
plied more or less unconsciously, and that it was not possible
for them to transmit their skill to others. Or, in other
words, that they were not able to set down definite rules
which could be followed by their understudies. This meant,
of course, that their successors would have to travel the
same long and expensive road before they could become
equally expert."
General and Special Qualifications of Salespeople. The
first step naturally is the determination of general qualifica-
tions necessary for emplojonent and of definite qualifications
for each position. Thus, wrappers need to be more dexter-
ous than salespeople, saleswomen in millinery possibly more
patient than those in notions, clerks in those sections where
68
ORGANIZATION OF SELLING FORCE
much stock work is the rule should be willing to do manual
work, while in some other departments conversational ability
might be given preference.
When we determine what the demands of the vocation
are we must then grade them according to their importance,
for no applicant can be expected to have all of the good
qualities. A questionaire sent out recently by the National
Association of Corporation Schools shows the following in-
teresting results regarding relative importance of the various
qualifications:
1. Previous employment, general 100
2. Age 97
2A. Names of employers 97
3. Duration of employment 94
3A. Nature of work 94
4. Married or single 92
4A. Reason for leaving 92
4B. References 92
5. Scholastic education, general 89
6. Drinking 87
7A. Health, general 84
7B. Present health 84
7C. Qualification for clearly defined position 84
8. Mental attitude toward advancement 82
9. Remuneration during previous employment 79
10. Past health 76
11. Natural aptitude as indicated by preference to various
subjects studied 66
12. Definite desires 71
13. Scholastic standing 60
13A. Habits, general 60
13B. Definite plans for progression 60
14. Weight 58
14A. Ideas as to the relative importance of money in compari-
son with other things 58
15. Height 55
15A. Home environment 55
15B. Parental supervision 55
69
RETAIL SELLING
16. Ultimate aims 53
17. Physical examination 45
17A. Smoking 45
18. Previous employment, how obtained 39
19. Line of descent 37
19A. Working-hours, previous 37
19B. Financial obligations, general 37
19E. Reasons for debt, if any 32
20. Church \ 32
21A. Societies 32
21. Plans for meeting financial obligations 29
21A. Social standing, general 29
22. Clubs 24
23A. Progress made in society 21
23B. Athletic diversions 21
Physical Examinations. The necessary qualifications for
employment may be classified under two heads — mental and
physical. Many concerns are asking employees to undergo
a physical examination on entrance, much the same as for
life insurance. Such an examination is "more for the pur-
pose of fitting the employee into the proper niche than
for purposes of rejection." Two stores report rejections as
about 3% of those otherwise classified. Heart trouble,
tuberculosis, infectious diseases, especially of the skin, de-
fective vision, deformities, especially of the feet, are the
most common causes of rejection. Detection of any of
these might mean the avoidance of trouble later, and
better service from those employees who were physically
able to care for customers' wants. In any event the
examination of an applicant should determine what the
state of his health has been for the past year and what, if
anything, he is doing to maintain it.
The Director of Efficiency in an Eastern store has this
to say regarding physical examinations prior to employ-
ment:
The advantages of this are:
70
ORGANIZATION OF SELLING FORCE
1. The sick employee is not injured by taking a position too hard for
him. A man in one of our large department stores dropped dead
from heart-failure a month ago. This man had a defective
heart, and should never have been employed as a floor-walker.
2. People suffering from organic diseases are likely to be subject
to many petty illnesses which cripple their work and inter-
fere with regularity of attendance.
3. Contagious conditions are detected often. This protects the
other employees.
4. If the decidedly sick are eliminated the standard of health is
raised.
As the application of mental qualities depends largely
upon the physical condition, it has been given preference to
the mental characteristics essential for the proper discharge
of the duties of each position. Among the physical essentials
for each department are stature, age, activity, mechanical
ability, etc. Cleanliness is, of course, essential in all
branches of the business.
Mental Qualifications. Any tests applied for mental
fitness might well be divided under two heads: (a) general
fitness, (&) special fitness for the position under considera-
tion and possibilities for advancement to other positions
related to the first.
Under general fitness might come such qualities as re-
liability, honesty, persistence, accuracy, enthusiasm, initia-
tive, loyalty, courtesy, industry, inclination, neatness,
M^illingness to learn, thoroughness, and alertness.
Under special fitness for selling positions an examination
should be given in penmanship, spelling, arithmetic, and
special knowledge of the lines handled.
An investigation of the applicant's school history, includ-
ing such questions as what schools the applicant attended,
how long at each, what studies were best liked, and in which
greatest proficiency was showTi, would give us an insight
into the general education that is so essential to intelligent
71
RETAIL SELLING
conversation with customers of the better class. If the
applicant has had special training for the work he expects
to take up in the store, either by apprenticeship or study at
school, it is well to determine that fact.
(
2.
i
I- 5
T
?
? "■
AGE
HEALTH
~~^
^
SIZE
\
APPEARANCE
^
.>-"
PLEASING VOICE
\
HONESTY
/
RELIABILITY
CHEERFULNESS
^^
PATIENCE
/
miKiKi
\
ACCURACY
^
^
SELF CONFIDENCE
\
BJTELLIGENCE
\
SCHOOL EDUCATION
WHITING
^
ARITHMETIC
DUPATION OF EXPERIENCE
^
"-N
KNOWLEDGE OF GOODS
^
^
EYE FOR COLORS
INDUSTRY
^
PERSISTE>.'CE
PURPfif^E
T2
ORGANIZATION OF SELLING FORCE
Analysis Chart for Applicant for Saleswork. The follow-
ing is a method adopted by another concern in the selection
of employees. The foregoing chart outlines the necessary
qualifications of, and offers a direct basis for, the examination
of applicants. In use the examiner keeps this chart before
him as he interviews the applicants, and compares their
qualifications as he determines them according to his best
judgment and in accordance with any tests that may be
applied at the time with the required standard on the chart.
It affords a quick means of comparison. The line marked
5 is the line of average fitness, and spaces to the right or
left indicate the relative importance of the various qualifi-
cations desired for employment.
For instance: The consideration of the age of the appli-
cant as suited to the particular duties of the department
is deemed of more than average importance. Salespeople
should not be too young nor yet too old, except that in cer-
tain sections, notably infants' wear, elderly women may be
more acceptable to customers. In certain other sections,
possibly toilet preparations, salespeople should be of an age
that reflects youth, attractiveness, and all of the other quali-
fications that the buyers of this merchandise hope to gain
through its use.
Women of more mature years will possibly be better suited
to serve customers for coats, suits, and dresses or for expen-
sive fabrics than one who, because of the appearance of youth-
ful inexperience, would not be able to insoire confidence in
her judgment. Age most certainly is an important factor
in the selection of employees, and should be given the con-
sideration that its rating on the chart entitles it to.
Health. — ^The next essential is rated as considerably above
the average, meaning that while we will not be able to select
those who have never been ill and who are perfect physically,
we should nevertheless avoid those whose health is impaired.
73
RETAIL SELLING
Even those who are in average health should be passed by
if we can secure people who are fairly full of vitality.
The interview can be directed to bring out the physical
history of the applicant, and a medical examination would
reveal any serious physical disability existing at the time.
The general appearance of the applicant will probably be
sufficient in most cases to justify a rating on the chart as to
the relative perfection of the applicant in this direction.
Size. — It is seemingly unimportant, as it has a rating of
only average importance, yet we know that in many cases
it is important. For instance:
For ready-to-wear selling, women should be chosen who
will be able to try on the garments and show them off to
advantage.
For notions, small wares, and other "busy" departments,
quickness of motion that is usually associated with small
people is desirable.
Linens, domestics, and other departments devoted to
heavy merchandise require salespeople of such a stature
and physical make-up as to be able to discharge the duties
of their position without discomfort.
Appearance. — The appearance of the applicant, neatness,
cleanliness, and other essentials of like nature should be
above the average. Usually a person in applying for a posi-
tion puts his best foot forward and possibly dresses for the
occasion. If any laxness in apparel or the care of the person
is evident at such a time, it is reasonable to suppose that
once employed these conditions will be aggravated.
Pleasing Voice. — The voice is probably the most effective
means of conveying messages to the customer about the
merchandise. It should be pleasing, earnest, sincere, sym-
pathetic. Choose a voice with a rhythm instead of one that
grates. This qualification, however, is only considered of
average importance — its rating on the chart being 5.
74
ORGANIZATION OF SELLING FORCE
Honesty. — If there were degrees beyond perfect, that
rating should be given to honesty. Strict honesty in act
and statement should be insisted upon. The references of
the applicant may help the interviewer to determine his
honesty, and tests might be applied during the interview
by repeating some early question late in the conversation
and by noting if replies are the same.
Reliability. — This should also be above the average.
Loyalty, faithfulness — the qualifications that make the
executive certain that once a duty has been assigned to
an individual it will be given attention in every detail, and
that he need think no further of its performance — may be
tested in various ways.
One employer asks an applicant to be at his office at a
certain hour and minute, and notes whether the applicant
can be relied upon to keep promises of this kind. Another
asks a puzzling question about what the applicant might
do if faced by a situation not covered by rules. Could he
be relied upon in emergencies? Many other tests might be
brought out along this line.
Cheerfulness. — This should be slightly above the aver-
age. It can be tested by asking the applicant to perform
some disagreeable task before employment, or by the facial
expression of the applicant during the interview.
Writing and Arithmetic. — Definite tests can be applied dur-
ing the instruction in store system or as a preliminary exami-
nation before the employment interview. The writing on the
application may be accepted as a criterion of possible future
writing on sales checks. Arithmetical tests should cover
addition, subtraction, division, multiplication, percentage,
fractions, etc. These tests should be both mental and
written; the rapidity of calculations should be determined, as
it is most important, especially in departments that are kept
busy.
75
RETAIL SELLING
School Education needs to be only the average.
Knowledge of the Goods should be above average.
Purpose. — The applicant should be questioned concern-
ing his aims and ambitions, and especially with regard to
what he expects to do for the store if he is given employ-
ment. No one without a definite purpose in life should be
tolerated.
Efficiency Analysis for Promotion to Head of Stock. The
follo\ving sheet shows the general and special qualifications
demanded by an Eastern concern in the selection of em-
ployees. The special abilities in this case are those of a
head of stock, and, while not worked out in detail, will serve
to illustrate the analysis of duties and ability to determine
the fitness of applicants.
FRONT
EFFICIENCY ANALYSIS SHEET
Name
Position
Head of Stock
YOUR SUCCESS IN BUSINESS DEMANDS THE DEVELOP-
MENT OF:
1. GENERAL QUALITIES of efficiency; good business habits;
right attitude toward work; self-control; straight thinking; in
short, the qualities necessary for success in any kind of a position.
2. SPECIAL ABILITIES demanded by the particular position
you hold : abilities which you must develop for yourself by experi-
ence, by actually doing your work under intelligent guidance.
The purpose of this analysis is to help you, personall}'', to succeed
and advance, by pointing out definitely and clearly (1) the general
qualities; (2) the special abilities which you must develop in order
to become most efficient in this business. The attached statement
of your duties and responsibilities should be thoroughly understood
and strictly followed as the first step toward increased efficiency.
76
ORGANIZATION OF SELLING FORCE
GENERAL QUALITIES
L RESPONSIBILITY: Getting Results. Working hard and
persistently without supervision. Prompt
in all respects. To be depended upon
in an emergency. Keeping physically
fit for work. Level-headed. Reliable.
2. INITIATIVE:
Energy in going ahead and doing things
alone. Ability to see new possibilities
in your work. Organizing new ideas.
Thinking about what you do. Always
pushing ahead without being prodded.
Eager to learn all about the business.
Alert.
3. ACCURACY: Careful about details. Not neglecting
little things that must be done. Good
methods of work. Habit of concentra-
tion. Never making the same mistake
twice. Careful observance of the store
system. Doing things just right.
4. CO-OPERATION
Strict carrying out of orders. If execu-
tive, careful training of subordinates. Not
quarreling with associates. Willingness
to help out in a pinch by extra effort.
Loyalty to house. Team-work.
5. MANNER: Courteous, but forceful, in dealing with
others. Considerate, but firm with sub-
ordinates. Avoidance of rough speech
or conduct. Reasonable care as to per-
sonal appearance. Giving an impression
of good sense and poise.
SPECIAL ABILITIES
6. Thorough mastery of details of stock plans.
7. Keeping displays and stock arrangement neat and attractive.
8. Ability to force out slow-selling merchandise and avoid mark-
downs.
77
RETAIL SELLING
9. Ability to get best effort out of sales force.
10. Quickness in getting useful hints and suggestions from cus-
tomers,
n. Watching work of floor closely and saving sales by personal
handling.
12. Accuracy and good method in following stock records.
The foregoing are merely suggestions of special abilities
required.
Blank spaces arc left for entries, the making of which force
the executive to make a careful analysis of the special abili-
ties and qualities demanded by this particular position, with
the idea of helping his subordinates to develop those quahties
and abilities.
Analysis of Routine Work for Each New Salesperson.
In considering the fitness of applicants it is well to have a
clear idea of the routine work which is to be assigned to the
person. Such an outline for the position of saleswoman in
the notion department might be as follows:
8:30 A.M. Stock to be opened, dusted, and arranged.
Advertised specials displayed.
9:30 A.M. Stock requirements to be supplied from the stock-
room.
10:00 A.M. All routine stock-work to be completed.
5:00 P.M. List of stock requirements to be sent to stock-room.
5:30 P.M. Covers to be replaced on boxes, stock rearranged, ad-
vertising read, and requisitions for signs handed
to department manager. All goods marked for
following day's business.
5:45 P.M. Stock to be covered for the night, doors of show-cases
closed, all customers' packages left in department
sent to the office.
This outline is, of course, general. The merchant in actual
touch with the requirements of the store can plan the rou-
tine for his business and for each salesperson. The vital
fact, however, is to plan the routine and to know definitely
the tasks of each position so that they may be given due
78
ORGANIZATION OF SELLING FORCE
consideration during the interview with the applicant.
Further, such an outhne is of value as a means of educat-
ing the new employees in the duties of their positions.
Application Forms and Records. Each applicant should
be required to fill out an application blank. The detail of
such application blanks is so varied that no one in particular
can be taken as a standard. With the needs of the business
clearly in mind and a careful consideration of preceding
paragraphs, the merchant will be able to make up such a
blank as will apply best to his store.
The blank when filled out should be placed in a large
envelope or folder bearing the employee's name, so that
future data, such as replies from references, may be filed with
it, as may any future records of the individual's efficiency. In
this way a complete history of each employee may be main-
tained and his fitness for advancement determined.
Sources of Supply of Desirable Applicants. The first
problem in securing employees is to get in touch with the
proper sources of supply and to strive at all times to have a
waiting-list of desirable applicants who are anxious to enter
your employ. If the position is one that requires special
experience it may be necessary to go to other stores for them,
and in that event your store and its policies with regard to
the treatment of employees ought to be so well and favor-
ably known that you will attract to your ranks the most
desirable people now with other stores.
However, the advisability of going to the employees of a
competitor and offering them positions is decidedly ques-
tionable. The results are usually far from good. The per-
son secured is given a false impression of his importance and
the good will which should exist between stores is decidedly
impaired.
For most positions which do not require special experi-
ence, the Y. M. C. A., the Y. W. C. A., the schools, the
79
RETAIL SELLING
churches, and other institutions of like character might
provide suitable material of more than average excel-
lence.
Your present employees are a good source of information
in cases of this kind, although it is inadvisable to have two
people from one family if it can possibly be avoided, due to
the fact that sometimes family ties are stronger than business
ties, and may exert an influence not always to be desired.
For starting young people in a business career no other
institution affords the opportunities for a study of human
nature found in a good store. For that reason the parents
can be taught to welcome an opportunity to have their sons
and daughters placed behind your counters for the education
they will receive.
A company in Florida was quite successful in inducing
girls from some of the best families in the city to spend
half a day in their store school and the other half behind the
counter without remuneration for the first three months,
with the understanding that at the end of the period they
were to be given steady positions. The influence of having
this class of young people behind the counter is one worthy
of consideration.
A certain Eastern store which finds it advisable to have
extra employees during the rush periods of the day obtains
those w^ho have left its employ to get married, for frequently
they miss their work so much that they are willing to come
in for those hours. Thus the store has a reserve force of
experienced salespeople who are fresh, interested in the work,
and can work harder during the hours which they are em-
ployed than those who spend all of the time behind the
counter.
The usual method of classified advertising for employees
should be used only when conditions prevent getting desi-
rable applicants in any other way, as such advertising is most
80
ORGANIZATION OF SELLING FORCE
often responded to by those who are out of work because
their services are not acceptable.
Sales Organizations for Chain and Independent Retailers.
The functions of the sales manager, the superintendent, and
the educational director will devolve upon the proprietor or
manager of the store. Therefore we need consider only
the question of actual employment methods and tests.
Employment Work in Chain Stores. The same tests
and methods may be applied here. Recently many chain
stores are going in small cities where social and other rela-
tionships are important. Of course, the out-of-town chain
organization lacks the advantages of local proprietorship
and local friendships. Hence in selecting salespeople it is
advisable to keep in mind their family connections and their
influence through churches, clubs, lodges, and the like.
Sometimes other qualifications must be considered of less
importance because of these relationships.
Employment Work in Independent Retail Stores. Again
the same tests and methods apply as with department stores,
and with the same modifications. But there is even more
reason for considering the human element. In the smaller
communities people are more human than in large cities,
and the personal equation is more important. The pro-
prietor and the clerk live side by side and go to the same
church as the customer. So the methods of organizing a
selling force must not be arbitrary, and, whatever is done,
the relation of the store and of each individual to his friends
and the community at large must be considered.
STORE AND STOCK ARRANGEMENT AS A FACTOR IN SELLING
EFFICIENCY
"Do you realize," asked William H. Ingersoll of dollar-
watch fame, of a country storekeeper whom he had casually
dropped in upon, "that you have waited upon eleven cus-
tomers during the last hour, and every one of them from
the two tiers of shelves in the front of the store on the left
side?"
No, he had not. When Mr. Ingersoll inquired his reason
for putting all the most-called-for goods on these two tiers
of shelves, the storekeeper replied that he didn't want people
running around the store. Apparently he feared they might
see something interesting in the back of the store and buy it !
Unconsciously this man had applied one principle of store
arrangement — to have things handy — but he had stopped
there. Shrewd merchants add one more principle — to have
stocks arranged so as to attract customers to different parts
of the store. That's the reason cut-price groceries are always
in the very rear in a grocery -store or on an upper floor in a
department store. The store and stock arrangement can be
a strong aid in selling if these principles are kept in mind.
Location of the Store. But before taking up the interior
we must stop a moment to discuss the location, for, first of
all, the store must be properly located. The choice of a
location depends largely on the class of trade desired. For
high-class exclusive patronage the merchant should seek a
82
STORE AND STOCK ARRANGEMENT
quiet side-street. For office supplies, a location in the busi-
est of office buildings doubtless is best. For neighborhood
trade, a store near a bustling factory may be most desirable.
However, for stores catering to all classes of people, a cen-
tral location having the following advantages will be best:
(a) Near car lines.
(h) Convenient to theaters, hotels, and other public institutions of
like character.
(c) On the side of the street most traveled.
(d) Away from distracting influences.
Chain stores are often located on corners, because more
people pass prominent corners than the center-of-the-block
locations. Syndicate stores have made store location almost
a science, not only counting the number of people passing a
given point, but noting their characteristics and the rapidity
with which they pass.
Present and probable real-estate values are also taken into
consideration, for frequently chain stores profit from their
real-estate operations. But the main thing that influences
choice is the number of prospective customers for the busi-
ness. However, the most desirable site can only provide the
opportunity for success.
The Store Front. First of all, the store front should be
typical of the business, as the white fronts of the pure-food
stores and the ornate fronts of places of amusement. It
should, moreover, be of such a character as to suggest sta-
bility instead of flimsiness. In architecture and color it
should be distinctive. Its power to attract depends largely
on its contrast with surrounding store fronts. The red
fronts of chain stores offer splendid illustrations of this
fact. Too many stores are but one of many, similar in
all external effects.
The front is often considered an indication of what is
7 83
RETAIL SELLING
inside as a cover is to a book. It should be clean, well
kept up, and show evidences of the care that is usually
bestowed on things worth while. It may be beautified with
a canopy or marquee, or severely simple in its lines. It
may exhibit large areas of plate-glass, or be subdivided as the
tri-sected fronts of some stores, so that it presents a display
from every angle of approach. It may be in arcade style,
because of the greater display space afforded.
Which shall be chosen depends upon the individual likes
and dislikes of the o"«Tier and the style of other store fronts
in near-by locations, as well as on the type of store. Each
kind of front has its advantages. The marquee, for instance,
provides an ornamentation highly artistic in character, prac-
tical as a covering from rain and stormy weather for carriage
trade alighting at the curb, and as a protection from the
heat of the sun. It will induce many pedestrians to linger
for a time and possibly enter the store.
But expensive store fronts are not necessary. In one
New England village recently the women's club organized
a movement to beautify the community, and in co-operation
with the local merchants worked out methods which in-
volved little expense. It consisted largely of cleaning up,
adding a little fresh paint and a few plants and shrubs.
The Store Sign. The placing of the sign is of prime
importance. The firm name above the door or on the a^vn-
ing will compel those who wish to read to cross the street.
The sign placed at the entrance and extremities of the
building on a level with the eyes of the passers-by will be
most often seen and most helpful. It should be of such a
character as to typify the business and withstand the effects
of stormy weather, and should always be kept clean and in
proper condition.
The Store Entrance. The entrance should first of all
be easy of access. There should be no steps or other ob-
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STORE AND STOCK ARRANGEMENT
structions. If there is a vestibule it should be spacious,
attractively furnished, and not crowded with portable cases,
radiators, and the like. Some stores give approximately
one-tent£i of the depth of the building to vestibule entrances,
though, of course, the depth must conform to the depth of
the windows. A permanent display case or a small window
midway the rear of the vestibule has been found a good in-
vestment, if it does not annoy by impeding the entrance.
Doors should swing easily and noiselessly and should have
no projections which might catch the garments of the enter-
ing customer.
Revolving doors have much to recommend them. They
do away with the necessity of inner vestibules in the winter
season, and furnish even better protection. They permit
the utilization of more space for selling, and space which
is most valuable. They save heat, keep out dust, prevent
draughts, and the inrushing currents of cold air. By their
use the vestibule may remain open twelve months in the
year. This condition will encourage more people to step
within the vestibule and inspect more carefully the mer-
chandise in the windows. They will then be only a step
from the interior of the store. The cost is no greater than the
usual expense involved — the expense for inside and outside
swinging-doors, and the capacity is much greater.
The Interior. The preparation of the store interior will
call for ceilings of sufficient height for light, ventilation and
appearance of spaciousness, because larger quarters usually
create an impression of success. The additional light and
pure atmosphere will also have a good effect on customers
and salespeople, producing better service and increased
business. White or light-tinted ceilings will add to this
effect, while more somber shades, besides absorbing light,
will be found somewhat depressing. Many modern ceilings
are of ornamental stamped steel, which afford an added
85
RETAIL SELLING
protection against fire. The heights of ceilings in a well-
designed store of fair size should be as follows: Main floor,
22 feet; second floor, 19 feet; third floor, 14 feet; upper
floors, 12 feet.
For floors subjected to a great deal of use, maple, laid in
tongucd and grooved strips seven-eighths of an inch wide
and two inches thick, will give good service. Softer woods
are full of pores and liable to roughen or wear away more
quickly. Parquetry provides a good floor finish for garment
and millinery departments, though many stores carpet these
sections with a medium shade of green or brown, plain or
in neat patterns. Some stores have found rugs fastened with
pin-and-socket arrangement desirable because they may be
easily removed and cleaned.
Elevators. Elevators and stairways conveniently located
and properly constructed will add materially in inducing
people to go to departments located on upper floors. With
elevators the original cost and expense of operation must be
considered. Elevators should be large enough to take care
of the crowds during the busiest season, even though the
initial expense be materially greater. Frequently the extra
expense is compensated by the saving in operating expense,
as one operator can handle the large elevator, whereas two
would be required to handle the same number with small
elevators. Still, one large elevator, particularly on busy
days, provides slow service because of long waits between
trips as compared with two smaller elevators. The first
cost and the expense of operators for two small elevators
will be greater than for one large one. However, except on
busy days one elevator can be shut down and the operator
can give his attention to other duties. A decision on this
can only be reached after a careful estimate of all the factors.
Stairways. Stairways leading to other floors must be
conspicuously located if the maximum of business is to re-
86
STORE AND STOCK ARRANGEMENT
suit. They should be easilj^ reached, especially to encourage
trade to visit other floors, and should be located near an ele-
vator, so that those who do not care to wait may use the
stairs instead. The best position for the basement stairway
is midway in the main aisle, at a point intersected by cross-
aisles.
All of the stairways should be broken by one or more
landings, so as to make ascent and descent appear easy.
Unbroken flights often discourage those who might go to
other sections. Having "risers" approximately seven inches
in height, and "treads" eleven to twelve inches in width,
will also tend to make stair-climbing less tiresome. All
stairways should naturally be of fireproof construction,
and corrugated metal treads are recommended. Stairways
to be used as fire-escapes should be inclosed within fire-
proof shafts and the treads should be very liberal in width.
Doors entering these fire-escapes should have knobs only
on the outside and should be conspicuously marked.
Moving Stairways. These devices convey people more
easily between two floors than an elevator, and their ca-
pacity, because of continual operation, is considerably
greater. Moreover, as long as they continue to be a novelty,
they are a splendid advertisement for any store. However,
they have two serious limitations; one is that they are not
generally constructed to carry people down as well as up,
and the other is that they are likely to be noisy.
Rotimdas and Light-Wells. In many of the older build-
ings occupied for business purposes will be found rotundas,
or light-wells, which are maintained in some cases because
they add to the appearance of the interior, and in other
cases because they furnish light. However, they usually
occupy large areas which could be devoted to selling pur-
poses, and cause serious interference with the satisfactory
arrangement of equipment. With modern prism lighting,
87
RETAIL SELLING
such an arrangement is seldom necessary, and the only ad-
vantage which is worthy of serious consideration is that of
ventilation.
Ventilation. Most stores are provided with a system of
ventilation whereby air is brought in from the outside through
a large duct. It is washed, and impurities removed by being
drawn through a current of running water. Then it is heated
in winter-time and cooled in summer. These ventilating
systems are decidedly practical, and the purification of the
air has a most beneficial effect on the general efficiency of
all workers.
In this connection might also be mentioned the vacuum-
cleaning systems which are now being installed in many
stores. In the larger establishments they are connected by
pipes running from the basement to the roof of the building
and supplied with plugs on each floor, to which lines of hose
are attached. All dust is collected by suction and drawn
to the basement, where it is screened from the air and dis-
posed of. Vacuum-cleaning aids the ventilation system by
keeping the air pure and free from the usual dust of sweeping.
Shelving. The height of shelving, especially that on the
main floor, should not exceed seventy-eight inches, because
the eye does not readily see objects at a higher point. Shelves
should be made up in sections four to six feet in length, so
that they can be changed to accommodate stocks "with little
difficulty. The depth of shelving will vary for the different
stocks, but in no case should it exceed the needs of such stock,
as unusual depth will mean that many articles will be pushed
behind forward goods and lost sight of. For ribbons, leather
goods, and fancy goods, the depth may be twelve to fourteen
inches. For hosiery, knit underwear, and men's furnishings,
it should be eighteen inches. For dress goods carried on
angle, twenty-four inches. If bolts are carried parallel with
front it should be twentj^-seven to thirty inches. Deeper
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STORE AND STOCK ARRANGEMENT
shelves will be necessary for linens, sheetings, and other do-
mestics. Shoe shelving should be made just the depth of
the shoe-boxes. Space may be saved by having special
stock-boxes long enough to hold two pairs of shoes.
Many shelves are supplied with glass fronts. These are
exceedingly attractive and practical, as they carry the stock
under cover away from dust, and permit it to be seen by
both customer and salespeople. Shelves of this character
are best for leather goods, neckwear, ribbons, furs, toilet
articles, fancy goods, and such lines.
Counters, Cases, Chairs, and Tables. The old type of
stool formerly used in department stores is no longer con-
sidered best. In its place many are using chairs of bent
wood, which are light, comfortable, take up little room, and
may be moved about as necessity demands. In spite of
their lightness and weight these chairs are strong in con-
struction and will give splendid service.
Tables in greatest use, especially for aisle displays, have
been found most practical in twenty-four-inch width and
six or eight feet in length. Tables of these dimensions are
very adjustable to changing conditions. In the basement
departments tables are often constructed in pyramid form,
and in almost every case bases are provided for reserve stock.
In garment departments tables of the tilted-top variety,
thirty-six by forty-two inches in size, are desirable.
The finish of all interior fixtures deserves careful consid-
eration. While mahogany or its imitations is very rich in
appearance, it soon becomes badly marred and scratched.
Oak, on the other hand, will give an unusual degree of
service, as will also Circassian walnut. The finish of any
fixtures should be most simple, and headings or other detail-
work should be avoided because of their dirt-catching pro-
clivities.
Show-cases are now especially designed for each particular
89
RETAIL SELLING
line of goods. One of the most desirable is eight feet in
length, approximately twenty-six inches in width, and limited
to forty inches in height. These may have legs or marble
bases. Cases with the five-inch strip of marble at the base
provide an ornamental finish, serve as a protection when the
floor is being scrubbed, and altogether present a better ap-
pearance.
The dimensions of counters need to be regulated to the
demands of the various sections. With dress goods, a counter
twenty-six inches wide is ample. For domestics it may be
necessary to have a counter thirty inches wide, while for
gloves the width is reduced to fourteen or eighteen inches.
Special Fixtures. Certain depjirtments will need special
fixtures adapted to individual requirements. The notion-
cabinet should have open tills for the display of notions
and small items, with wire bottoms through which the dirt
may sift. The glove-cabinet should have a solid pocket for
each drawer, absolutely dust- and vermin-proof, preferably
hardwood construction throughout, with dovetailed corners.
These drawers need not be extremely large in size, but should
be sufficiently wide to accommodate six and one-half dozen,
with packages running at right angles to the front of the cabi-
net. The base may be equipped with larger and deeper
drawers for the accommodation of the stock of long gloves.
The top should be finished with a continuous display-case,
electrically illuminated, and standing from twenty-four to
thirty inches high.
The glove counter should be, as previously mentioned,
from fourteen to eighteen inches wide, with a front overhang
of not less than eight inches, and its total height, including
upholstered top, should not be less than thirty-four inches.
The best covering is thought by manj^ people to be green
mohair plush, of the quality known as "railroad" plush.
It will withstand rough usage when laid over a foundation
90
STORE AND STOCK ARRANGEMENT
upholstered with curled hair and secured at the side with re-
movable moldings so that it may be frequently removed and
cleaned. Another piece of equipment found in many up-
to-date stores is a concealed wash-basin, so that in fitting
gloves the hands of the salespeople wall always be clean.
It has been foimd that individual chairs for the shoe de-
partment are better than benches, and it will also be noted
that the salesmen's seats are combined with foot-rests, and
that subsections of stock are divided by upright display-
cases two by four feet at the base, and five feet high.
Shelving for muslin underwear, waists, kimonos, wrap-
pers, etc., should measure twenty-four inches in depth, and
counters twenty-four to twenty-six inches wide. The tables
in these sections may be thirty-six by sixty inches
in size and should contain a row of deep drawers occupying
the upper half of the base.
Cut-glass is best shown on plate-glass shelves mounted on
adjustable brackets set in walls which are faced with mirrors,
or displayed upon mirror-faced tables.
Curtain and drapery stocks are usually supplied with
tables three by six feet in size and equipped with one row
of drawers and surmounted by a display rod at a point four
or five feet above their tops, on which lines may be shown.
For carpets and rugs racks, on which they may be sus-
pended, and low platforms are being extensively used.
A popular type of garment wardrobe is about seventy-
eight inches high and thirty to thirty-two inches deep.
These are often provided with sliding glass dpors and an in-
terior rod, on which the garments may be hung. These
wardrobes are often covered with glass, which admits the
light and excludes the dust.
In the vicinity of many silk departments will be found a
room or space fitted up with an adjustable canopy for the
display of silk under electric lights. This arrangement has
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RETAIL SELLING
been found very practical in selling this material, as it is
a well-knowTi fact that artificial light has an effect on nearly
all colors.
The millinery equipment may comprise a wall-counter
measuring about thirty inches in width, backed by an up-
right mirror, also thirty inches wide, extending the full
length of the fixture. The base of this fixture may be occu-
pied by deep drawers or tills. Upright wall-cases for the dis-
play of hats are often seventy-eight inches high and thirty
inches in depth, and also have bases equipped with deep
drawers.
The popular size for display tables is forty-two by sixty
inches. They are often equipped with a row of drawers at
the base. Individual sales-tables may be provided, thirty
to thirty-six inches high, with an upright double-faced mir-
ror across the top center of the table, thus permitting two
customers to be served at the same time. A similar equip-
ment, but one which can accommodate four customers at
the same time, can be arranged around a column which is
inclosed by four mirrors. In addition to the above, special
show-rooms are often provided for the more exclusive class
of customers, and these are separated by an ornamental
grill-work partition or in other ways.
The phonograph and piano rooms are, of course, sound-
proof and usually fitted up in very ornate fashion.
Other problems of the sort will come up, such as the fol-
lowing:
(a) The study of layout or arrangement of equipment so that un-
necessary steps for customers and salespeople may be saved.
(6) The placing of aisles in the right position to aid the circulation
of customers.
(c) The apportionment of various selling spaces, which is a big
question and will be treated at greater length later.
(d) The value of showing goods where they will be seen and
handled.
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STORE AND STOCK ARRANGEMENT
(e) The necessity of making each showing tell a story and at the
same time confonn to principles of form and color harmony.
if) The sa\dng of time by systematic stock-keeping.
(g) The influence of one line upon an adjoining exliibit or stock.
(h) The need of short tables or fixture sections to promote "walk-
ing about" or "wandering."
The tendency in arranging central or island fixtures is to
have them not more than sixty or sixty-six inches in height,
so that the store may be more in the eyes of the management,
and so that a spacious appearance may be given to the room.
The Show-Window. The show-window should be free
from obstructions such as heavy columns or wide window-
sashes, and should be so arranged as to make inspection
easy. It must be of sufficient depth to provide for adequate
display without encroaching too much on valuable selling
space.
The character of the goods to be showm wall have much to
do mth the window dimensions. Naturally, bulky articles,
such as furniture, cannot be displayed to advantage in small
windows, and windows of too generous proportions are not
suited for small wares, require more stock, which is subject
to injury by fading, soiling, wrinkling, tarnishing, etc., and
also require more time to dress and undress, w^hich makes
frequent changes of display difficult. Windows six feet in
depth are ample in dimensions for most practical purposes.
The Show-window Floor. The floor of the window should
not be more than eighteen to twenty inches above the level
of the sidewalk. It may be of wood, mosaic, or parquetry
flooring. Some stores use plain linoleum or other floor
coverings, because of greater durability. If carpet is used it
should preferably be of a medium shade of green, plain or
with small unobtrusive patterns, because green harmonizes
best with the variety of merchandise usually shown. Car-
pet, as a flooring, not only helps to keep goods from soiling,
93
RETAIL SELLING
but is also advantageous in trimming, as fabrics may be made
to assume certain desired forms by being pinned to the floor.
Window Backgrounds. The selection of a background is
of prime importance, especially if it is to be permanent.
Mirror backgrounds cause windows to appear more bright
and cheerj'-, magnify the apparent size of the display, and
add to its artistic appearance. Plowever, they are in-
clined either to cause or intensify reflections upon the for-
ward plate-glass, to show the backs of fixtures, and to re-
quire more attention to the details of display. They also
have a tendency to induce the shopper to look beyond the
goods at her ov^ii reflection in the glass.
Hardwood backgrounds provide an elegance equaled
only by mirrors, and are often combined with mirrors or
draperies, with pleasing results. Care should be used in
the selection of woods. Dark finishes sometimes make the
windows look gloomy and not altogether attractive. Ma-
hogany, because of its association with richness, is probably
best, with Circassian walnut and quartered oak following
in the order mentioned. Sometimes adjustable back-
grounds are substituted for special uses and placed in
front of the permanent background. Velours or other fabrics
may be suspended or draped from rods mounted on short
brackets.
Whatever is to be the style of the background, it should
not be more than six or seven feet in height from the floor
of the window, for it must be easy for those standing close
to the outside glass to see to the top of the window without
craning the neck.
The Front of the Window. The plate-glass should not
be more than eight feet in height. It should not be obstructed
by pasted advertisements or anything that may detract
attention from the display back of it, but should be clear
and clean.
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STORE AND STOCK ARRANGEMENT
Looped silk curtains at the front of the window are most
artistic, but are great dust-catchers, and unless kept clean
detract rather than add to the good effect. Roller-shades,
if used, should be located below in a slot in the floor, so as
to be pulled up instead of down, and not shut off light un-
necessarily from the interior of the store.
Awnings should also be placed at the transom-bar so as
not to interfere with the supply of lights, and striped aw-
nings should be avoided because of their tendency to cause
disagreeable reflections within the window. One method
of overcoming these reflections and at the same time
heighten the brilliance of the display is to use awnings with
black undersides.
The Importance of Good Lighting. Due to the fact that
lighting effects have much to do with the attractiveness of
the window and interior displays, and therefore is such a big
factor in retail selling, a discussion of illumination may well
be included here.
Have you seen moths flicker around a lamp? Has it
come to your attention that places of amusement are bril-
liantly lighted? Have you noticed the ornamental lamps
that line the sides of business streets in more progressive
cities, or the glittering arches that span the principal thor-
oughfare?
If you have, you must have realized that the expense in-
curred has a further purpose than merely the attainment
of beauty. In so far only as light attracts trade is the ex-
penditure of money for its maintenance justified. Its effi-
cacy in bringing about desired results has been proven in
many instances. In one city the path of trade led down
only one side of the street, the other side being practically
deserted. Property values compared in the ratio of about
three to one. At intervals vacant stores stared out from
the less favored side, while leases across the street brought a
95
RETAIL SELLING
premium. Here was a condition demanding a remedy.
Lighting supplied the means of correcting existing conditions.
A side-street off the main thoroughfare had few pedes-
trians at night. Curtains were drawn on shop windows be-
cause no one came to see. One merchant, more progressive
than the rest, installed a flaming arc-light in front of his
establishment. People, impelled by the natural attraction
of light, were drawn out of the beaten path to his shop
windows, and patronage increased as a result. Soon neigh-
boring stores adopted similar means and the street was
thronged at night with "window shoppers."
The natural tendency of the public to enjoy displays at
night as a sort of relaxation from the work of the day should
prompt every far-seeing merchant to have his windows well
lighted. In fact, they should be better provided with illu-
mination than those around him. However, glare should
be guarded against, as excessive illumination causes eye dis-
comfort.
Outside Lighting. Light should be as nearly as possible
like daylight. For outside lighting various means may be
adopted. Their installation will call for a consideration of
the distance apart, height from the sidewalk, and cost of
maintenance.
A leading store in a Western city uses flaming arc-lights,
placed thirty-two feet apart and fifteen feet above the side-
walk. In this position their brightness attracts from a dis-
tance and their height above the line of vision does not make
their rays discomforting. For store-front illumination it
may be said in a general way that fairly large units, such as
gas or electric arcs, give a better display than a number of
small units.
Window-Lighting. In the consideration of window-light-
ing a number of facts stand out prominently. The light
must come from in front of the goods. The lamps should
96
STORE AND STOCK ARRANGEMENT
be tilted at the right angle to secure greatest efficiency.
If reflectors are used they should send all of the rays down-
ward and fewer lights will be needed, though effectiveness
should come first and economy afterward. While one should
avoid extravagance and should keep accurate records of
cost, good lighting is essential even at additional expense.
Clean lamps and reflectors will help to give better illumina-
tion and make fewer lights necessary. Frosted globes are
from seven to ten per cent, less efficient than plain globes.
While the total life of a frosted incandescent lamp is prac-
tically the same as that of a clear lamp, the frosted bulb will
turn dark somewhat more rapidly, especially if it is a carbon-
filament lamp.
The amount of reflection and absorption of materials must
also be considered. For instance, lighting adequate for a
window with a background of light wood would appear
dim if dark wood were substituted. Studded ceilings cut
off much of the efficiency of some lighting systems. Win-
dows with displays of dark goods such as men's clothing or
shoes will require a higher intensity of illumination than is
needed for light goods. For some merchandise, such as fur-
niture, a subdued light adds richness. But whatever the de-
gree of light, concentrate it on the goods. Do not show the
source of light in your windows except in set pieces in which
the illumination is part of the decoration. In order that all
sources may be invisible and no shadows cast on the goods
the lights must be placed in the front of the window and
above the heads of the passers-by.
The Interior Lighting. That the attention of those out-
side of the store may not be directed entirely to the windows,
the interior should be provided with sufficient illumination.
The lights should be even and steady. They should be as
nearly white as possible. Arc-lamps contain an excess of
purple, which is likely to affect the appearance of certain
97
RETAIL SELLING
colors. Dull yellow lights sometimes cause disappointment,
notably in the display of cut-glass. For showing colors
light should approximate daylight as nearly as possible.
However, where color-matching need not be considered, a
more cheerful light will have an unconscious but decided
influence on the shopper's attitude toward the store. Lights
may be plain or ornamental, and their general appearance
should be in keeping with the character of the store. Ground
globes are less trying to the eyes and sacrifice but little of
their efficiency.
The lighting should be uniform and, as far as possible, the
fixtures laid out in squares. The store must look well
lighted or it will compare unfavorably with other stores on
the street. Large lighting units are more attractive and
should be placed close enough together so that there will be
no trouble from shadows in between. The height of lamps
should be regulated, as lamps too low will tend toward
excessive illumination, wnth discomfort to the eyes, and
lamps too high will make shadows on the floor. It should
be kept in mind that you want the light on the goods and not
on the ceiling, and that, except in the case of indirect illu-
mination, each lamp should be equipped with a type of re-
flector that will overcome too great horizontal or vertical
scattering. In a general way the height may be regulated
so as to be approximately seven and one-half feet above the
counters, and the distance above the counters should equal
half the distance between fixtures. Such lamps as are nec-
essary to provide adequate illumination in these positions
should be installed.
The Effect of Light. Reflected light rays produce the
image on the eye. Other rays entering the eye directly
tend to confuse and actually lessen the efficiency of the sight
about one-third. As it is desirable to make it easy to see
the merchandise, all disconcerting rays should be avoided.
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STORE AND STOCK ARRANGEMENT
When you do not wish an interviewer to watch your face too
closely you place him with his face toward the light. The
effect on the workers in the store is the same in this connec-
tion. If they are obliged to face the light they will not only
experience physical suffering, but also they will be unable to
note changes of expression in the faces of customers.
Too great a degree of reflection should be guarded against,
as excessive illumination gives just as much eye-strain as in-
sufficient lighting. The reflection or absorption of light by
different colors should be considered in the selection of
fixtures and the decorations of the walls and floors of the
stores.
It is impossible here to go into the special advantages of
each type of illumination, nor into the technical methods of
estimating lighting requirements for each store, for the
limits of space require that we discuss the subject only as
it bears directly on the problem of retail selling, and such
matters can best be handled by an electrical engineer from
the local lighting company. However, this discussion should
enable the merchant to plan his lighting in a general way as
it affects selling efficiency.
The Value of Careful Stock Arrangement. One of the
large New York stores states that fully forty per cent, of
its sales are due to the arrangement of its goods, and possibly
a large share of the remaining sixty per cent, is greatly in-
fluenced by this factor.
By arrangement, artistic display alone is not meant,
though, other things being equal, stock presentation that
conforms to the rules of art will doubtless be most effective.
However, the present discussion of the matter is confined
to two elements — convenience and salability. Neither is
entirely distinctive, as in any plan one must supplement the
other. But for purposes of analysis they will be considered
separately here.
8 99
RETAIL SELLING
There are two general divisions of goods in the retail store :
(a) Reserve stock or that kept for replenishment, and *
(h) Open, or forward stock — that kept on display and from which
sales are made.
Keeping the Reserve Stock. This topic is not of so much
importance in our present discussion as that of keeping the
open stock, for the latter work devolves upon the sales force.
Yet it should be outlined briefly. The main features of
reserve-stock keeping are:
(a) Systematic arrangement, so that anything needed may be
found immediately, and that nothing which should be
transferred to open stock may be overlooked.
(b) CleanUness, that nothing may become unsalable through
neglect.
(c) Protection against theft, fire, and the possible destructiveness
of vermin.
(d) Kept at minimum size, because it represents an inactive in-
vestment on which interest, storage, insurance, and other
charges must be paid.
To have this investment maintained at a high average
throughout the year means the necessity of asking high
prices and a consequent decrease in salability. This element
is of such importance that many firms have installed time-
keeping methods to prevent merchandise from lingering in
the receiving-room or stock-rooms, to accumulate expense.
One concern has placed a time limit of four hours on the
receiving-room, and a limit of thirty days on the stock-rooms.
This matter is carefully watched through a record of goods
on entrance and on leaving each of these two divisions.
In this way, also, possible shortages are detected and immedi-
ate steps taken to prevent a recurrence. The condition of
the reserve stock affects the forward stock to an appreciable
degree, and for this reason alone deserves constant attention
on the part of those responsible for it.
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STORE AND STOCK ARRANGEMENT
Forward Stock. In a consideration of forward stock
the correct relation of sections one to another is vital. In
most stores will be found a considerable variety of goods,
even though all may come under the general classification
of shoes, groceries, or dry-goods. In department stores the
various lines are more or less separated and yet each has an
influence upon the other.
The usual method is to group smaller lines around larger
ones, as dress findings about fabrics, or fancy groceries around
sugar, tea, coffee, and other staples, the reason being that
the purchase of dress goods may call for subsequent pur-
chases of trimmings, buttons, hooks, eyes, and the like, and
that buying grocery staples may suggest other edibles.
A man buying a shirt is more likely to buy a necktie to
match the predominating shade if the stocks are in close
proximity. Clothing may help the sale of men's furnishings.
Shoes and hosiery are closely related. Linens and chinaware
are a splendid combination. Toilet preparations combine
nicely with displays of combs, brushes, and manicure ar-
ticles or other tools of beauty.
In the arrangement of various lines in a small stock one
should be careful not only to secure a beneficial effect from
each article on its neighbor, but also to avoid any distract-
ing influence. To mention fresh meat with fly-killers is al-
most an extreme, but will serve to illustrate what is meant.
The proper correlation of departments or lines should be
such as to lead the customer on and on, each purchase in
so far as possible suggesting examination of the next article
or section because of its relationship with the goods bought.
Distribution of Store Space. If the store is a large one
stocks for men and women should be separated as much as
possible. Men's furnishings departments are usually near
the entrance on the ground floor so that men shopping can
avoid traversing departments devoted to women's goods.
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RETAIL SELLING
Such lines as corsets are placed in secluded locations to avoid
the purchaser being observed by many passers-by. Lines
of children's wear are placed next to women's garments de-
partments, for the mother is, as a rule, the purchasing agent
for the home. Jewelry is given a prominent location, for who
would not be seen selecting such luxuries! Furniture and
other slow-selling lines are given locations far removed from
the distracting influence of the crowd, for the customer must
often give considerable thought to the purchase of articles
representing a comparatively large outlay and bought with
the expectation of long service.
Staples or goods of constant demand are often placed in
the rear of the store so that to get them persons must run a
gauntlet of tempting offerings and return through the same
or another array of goods suitable for supplying real or fancied
needs. At each passing point on this route to staples should
be placed attractive bits of merchandise plainly marked with
cards giving the price and other essential information and
taking advantage of every form of appeal possible. These
vantage-points may be corners of show-cases, tables, counters,
etc., but their importance should not be overlooked.
The Value of Special Locations. The value of location
in buildings is determined to a great extent by the number of
people passing. Thus, those parts of the store where most
people pass represent important locations for the placing of
goods that will cause people to stop.
Further, they represent the most advantageous points for
use in introducing new lines of goods, or to exhibit slow-
selling lines for the purpose of "speeding-up" sales. The
alert person in charge of any stock \\all see that these ad-
vantages are utilized to the fullest extent, and, further,
should any adjoining section be attracting many people, en-
deavor to "pitch his tent next to the big show" in such a
manner as to draw some of the customers into his section.
102
STORE AND STOCK ARRANGEMENT
Main aisles, the intersection of cross-aisles, stairways,
elevators, the vicinity of staples, or wherever people natu-
rally congregate, are vantage-points of great value.
This relationship of one line to another has also been
found effective in even small exhibits of stock; as, for in-
stance, the cigar show-case has on its top racks of pipes,
pipe-cleaners, and other things of interest to the smoker,
and the book display is supplemented by a showing of cur-
rent magazines, or even surmounted by a brightly glowing
reading-lamp.
The Effect of Color and Harmony. This must not be
lost sight of. Color combinations in stock arrangement
should be most pleasing to the eye. What they should be
can easily be determined by reference to a color-chart show-
ing the effect of one color upon another. Canned goods
with green and yellow labels should not be placed together,
nor should red and purple dress goods occupy the same space.
The class of trade to be appealed to may influence the de-
gree of intensity of color contrast, those most cultured
avoiding glaring effects, while those of lesser intellectual de-
velopment are most pleased by masses of bright colors and
vivid contrasts.
Such elements as this have a great deal to do with making
the goods look better, thus making them more desirable,
because value is determined entirely by how badly the cus-
tomer wants the goods.
The orderly, harmonious arrangement of goods is of value
in that it seems an indication the goods were worth while
or such care would not have been expended upon them. In
certain sections, as, for instance, bargain-squares, orderly
arrangement may, however, be detrimental to the sale of the
goods, as people might infer that the offerings had not been
of sufficient importance to attract the attention of others,
and consequently were not worthy of their attention. Con-
103
RETAIL SELLING
stant changes in stock display arc also recommended, as
familiarity with the form or contents of a showing may
lead people to pass it unnoticed. Cleanliness is desirable
at all times, as even with goods selling at reduced prices the
customer much prefers that they be usable immediately.
One merchant regulates his displays according to weather
conditions. He shows brighter colors and lighter displays on
dark days, placing darker shades in the better-lighted por-
tions of his store.
Let the Goods Talk. Each exhibition should, in addition
to being correctly placed and in keeping with art principles,
offer a demonstration of the purposes, uses, or advantages
of the goods; in other words, tell a story without words.
One of America's greatest merchants says, "Let the goods
talk!"
It is certain that as many of the goods should be in sight
as possible, for probably a large percentage of customers
are prompted to buy by seeing rather than by an actual
pressing need of the merchandise. In fact, one chain of
stores insists that everything shall be exposed to view.
Convenience. Convenience in arrangement of goods saves
time and energy for clerks and customers. Shortening the
average time of the sale will enable the clerk to make more
sales in a day and consequently increase his value to him-
self and to the store. Further, customers like to be waited
upon, not hurriedly, but quickly; moreover, they like to
deal with those who know just where the goods are.
The need for systematic and convenient stock arrange-
ment is shown by the study devoted to it by certain chains
of stores. Some of them employ expert stock-arrangers to
go from store to store, noting the arrangement of goods and
the saving of steps effected thereb3^ Many syndicate stores
are small in size, so that the clerk may almost reach any
article in stock. This is especially true of stores that cater
104
STORE AND STOCK ARRANGEMENT
to men's trade, for the men, as a rule, are in a hurry in mak-
ing purchases. Thus goods most often asked for are placed
where they may be secured quickly. This is especially true
of goods of well-known brands, which are sold "on call"
instead of by introduction.
Shoe stocks are sometimes arranged with the prices grad-
uating lengthwise of the shelves, and the sizes upward, so
that the salesman may know immediately where to find any
grade or size required.
Time represents the largest single item of expense in any
retail store, and for that reason any movement tending tow-
ard its conservation is laudable.
Accessibility. Accessibility to customers also adds sell-
ing possibilities. It is a well-known fact that people visiting
a retail store like to handle the goods so that through their
senses they may obtain most convincing evidence of quality.
This freedom of examination has. by actual test, been proven
best for all lines whose condition will permit. The dress-
goods sales of one store have been materially increased by
placing the fabrics on tables instead of behind the counters.
The exceptions to the rule are principally the following:
(a) Those goods which may not be handled for sanitary reasons.
(6) High-class, exclusive and expensive merchandise which may
in some cases be more desirable if surrounded with an
atmosphere of "hands off."
Arresting Attention of " Looker." As in a newspaper the
head-line must cause him to pause who reads hurriedly,
so stock arrangement must exercise a compelling force that
those who would pass must needs hesitate. In many cases
they will remain to buy. Further, people like to examine
goods without taking up the time of salespeople and thereby
incurring obligation to buy. They will purchase more freely
if merchandise is shown where it may be looked over and the
105
RETAIL SELLING
price and other essentials learned without reference to the
clerk. That this information may not be lacking, all goods
should be plainly marked and each display provided with a
show-card giving necessary details. These cards should fit
the display in character and size, and fanciful lettering
should be avoided. In fact, they should be so easily read and
so clearly stated that their message will be conveyed at a
glance.
Racks, tables, or any device which will serve to bring the
customer in actual contact with the merchandise will help
to effect its sale. A merchant in a Western city experimented
with show-case, shelf, counter, and table displays of goods
and found the last the best medium. Moreover, he decreased
the size of his tables to four by eight feet. The shortened
length acted as an inducement for people to walk around the
table and inspect the goods from every viewpoint, while the
narrowed width permitted customers to reach across the
table for any desired articles.
Letting the Goods Sell Themselves. The mute appeal of
stocks well arranged is most forceful, as the best personal
selling methods are those which lead the customer to believe
she has decided of her own accord. She should not be led
to feel that her mind has been directed. As the customer
enters the store there should be some display that will im-
mediately attract her attention. Such display should, how-
ever, be of goods which are called "pick-up" lines — goods
bought on impulse rather than because of an existing, im-
pelling need.
As patrons traverse the aisles new displaj'-s equally com-
pelling should meet their gaze. The woman who came to
a certain store for granulated sugar was halted in search of
that staple by a table daintily set with linen and silver.
It presented in the cut-glass bowl which adorned the center
peaches to tempt the appetite of an epicure. The sign told
106
STORE AND STOCK ARRANGEMENT
her that they came from a new lot of specially good canned
peaches and pointed to a pile heaped on a neighboring table.
Particular attention was called to the price, leaving the fruit
itself to show the quality. Little wonder that she bought
peaches, though they had been furthest from her mind when
she started shopping.
Passing down the street, on her way to the milliner's, the
olfactory nerves of Mrs. BroMTi were greeted by the aroma
of coffee from an open grocery door. Turning, she spied the
window display and its enlightening card, which said,
"Claro Coffee — 30 cts. per pound." Did she buy? Of course,
though she did not know that thirty minutes before the
grocer had sprinkled dampened coffee-grounds on the floor
for this very purpose.
The comer of a piece of dress goods, delicate in shade and
texture, hung from the counter in imminent danger of be-
coming soiled by contact with the floor. Mrs. Smith,
prompted by natural instinct of care for things perishable,
picked it up, found it pleasing to the touch, noted the price,
thought it extremely reasonable, and wondered how she
might use it. On having recovered it from danger, her eyes
roamed to adjoining fabrics, and she came under their spell
of loveliness.
The demonstrator of Yum Yum candy thrust a small
piece of this dainty confection into the hands of Mrs. Jones,
who, upon tasting it, decided the children should have a
treat, and immediately bought a pound for her own consump-
tion.
The careworn woman who stopped at the trunk-and-bag
section to view a picture of a tailor-suited woman who might
have been herself on the observation platform of the
Twentieth Century Limited, and noted also the trim travel-
ing-bags at $5.50, may not have bought that day, but her
longing for a trip back home was increased and with it a
107
RETAIL SELLING
desire for the new bag instead of the battered telescope from
the attic.
Two women entered a store — one to make a purchase, the
other to wait for a friend. The Lady-in-Waiting became rest-
less and walked about, handling various goods, until, with-
out intentionally doing so, she found something she wanted.
A meat-market proprietor handed thin slices of spiced
ham on tissue sheets to all who entered the store. More than
half bought spiced ham before leaving.
Innumerable stories might be told of the importance of
proper arrangement, emphasizing such points as the follow-
ing:
(a) The value of showing goods where they will be seen and
handled.
(6) The necessity of making each showing tell a story and at the
same time conform to principles of form and color harmony,
(c) The promotion of selling by good stock-keeping.
id) The need of drawing customers from one section to another.
What has been stated here is offered merely for its sug-
gestive value, to enable the reader to think out things for
himself as applied to his o"wn store — a process which will
develop most valuable information because of its localized
character.
VI
"GETTING PEOPLE INTO THE STORE"
In these days of live competition the merchant is con-
fronted by many complex problems. He is no longer a
"store-keeper" waiting with full shelves for a customer
\^'ith a desire for his wares to come in. He can no longer con-
tent himself with the assurance that if business doesn't
come to-day it probably will to-morrow. Unless he wants
bankruptcy he must be up and doing. Business to-day
is a sort of warfare that calls for alertness, initiative, and
push.
The modern merchant realizes that he must do more
than buy, though there is much truth in the old adage that
"goods well bought are half sold." Recently, however,
some sage has revised the time-worn proverb to read,
"Goods all sold were well bought." Selling is the main prob-
lem for the merchant to solve, and it is a term that covers
a multitude of activities. If he would prosper, the larger
portion of this selling must be at a profit, yet the vnse mer-
chant knows that at times it pays to lose money. If, for
instance, by sacrificing a dollar one might receive ten in
return he would be a fool indeed who would not relinquish
his grasp on the one to bring the many.
But selling either at a profit or at a loss cannot be accom-
plished unless people come to the store, with, of course, the
exception of mail orders, which are not of sufficient volume
109
RETAIL SELLING
in the average store to be more than the exception which
proves the rule.
With this object of getting people into the store one must
consider means of attracting their attention and arousing
their interest in the particular store to be exploited. After
having arranged the goods so as to let them sell themselves
so far as that is possible, the next thing to consider is the
window display.
Determining the Value of Window-display Elements. A
commercial window display aims at catching the attention
of passers-by and holding it until , favorable interest is
aroused. If the display is successful it pulls them into
the store to examine and to buy the things seen in the
windows. It should hold the eye by an appeal to reason,
emotion, or instinct, with as little as possible of accom-
panying features which may cause mental objections, dis-
like, or distaste.
Therefore the window display is more than the goods
shown. It includes the window itself, its frame, the front
of the building, even adjoining buildings, display surface,
backgrounds, lighting. By considering a display in its
various elements and giving such rating to each as make the
total for a perfect window one hundred, we can settle upon
certain standards for each element. We shall also have an
objective means of measurement.
The score-card below is offered as a tentative statement
of the suggestion referred to above. More or less empirical
ratings have been given to each of the most obvious elements.
In scoring an actual ^vindow, give to each element such part
of the "perfect" score named on the card as may seem fair.
If "good," do not take off more than one or two points; if
"fair," take off about one fourth of the perfect score; and
if "poor," take off not exceeding one half. See score-card
on next page:
110
"GETTING PEOPLE INTO THE STORE"
WINDOW-DISPLAY SCORE-CARD
Name of Element Perfect ABC
1. Front of building (general appearance) 7
2. Location of windows used for display purposes. ... 4
3. Glass surface, form and proportion 5
4. Window-frame 4
5. Lighting 3
6. Display surface — shape, size, proportions 5
7. Background 8
8. The display:
1. Attention value 15
2. Simplicity 5
3. Point 5
4. Color effects 4
5. Form effects 5
6. Good taste and appropriateness 5
7. Invention 5
8. Appeal 15
9. Freshness 5
Total 100
The intelligent application of the above score-card will
provide a basis for judging present and future window dis-
plays with a fair degree of accuracy. Its use is recommended
only because analysis must in every instance in any business
activity precede work instituted to overcome non-produc-
tive existing conditions.
In explanation of the above elements the first seven need
no discussion. The latter elements, however, have to do par-
ticularly with the power of the display to sell goods which
should be the aim of every window, ledge or interior display.
Attention Value. The importance of attention value
cannot be overestimated. If your display is not seen; if
it is seen by but few, and then only at a passing glance; if
it does not serve to stop many of those passing — then it is
not all that it should be from a standpoint of selling.
Ill
RETAIL SELLING
What this attention value shall be attributed to depends
in a great measure upon the character of the merchandise.
In any event, something should be shown in the window
that will cause people to give it the proper amount of atten-
tion. Sometimes striking color contrasts or unusual color
effects, sometimes an exhibit of manufacturing processes or
other elements that will appeal to curiosity or to any one of
the instincts or emotions common to all people, will be the
key-note. The important thing is to note that your display
must have this attention value to the greatest possible degree.
Simplicity. With all of your efforts devoted toward
drawing attention to the display, even at best some will
pass it with only a glance. For their benefit, and also for
the benefit of quick comprehension by those who pause,
the display should be simple rather than intricate. There is
nothing less attractive than a jumbled mass of goods in a
window. Your displays should be such as to convey a defi-
nite message in a language the majority of the onlookers
will understand without effort.
Point. There should be a particular point to each dis-
play, a centralized point on which the eye may rest; also
a point in meaning. Some one great idea should permeate
each showing, and if the preceding elements have been
given deserved attention, this point will be riveted on the
mind of the customer before she resumes her walk. We
speak of women in this sense because more women than
men will look at show windows.
Color Effects. Maximum attractiveness sometimes de-
pends on color effects. The window artist, it is presumed,
understands perfectly the handling of colors and their cor-
rect combinations to secure these much-desired effects.
See, then, that sufficient attention is given to this element in
your displays and that no hues clash, but rather that each
accentuates the beauty of the other.
112
"GETTING PEOPLE INTO THE STORE"
Form. The triangle, the pyramid, and other irregular
forms are much more attractive than rectangles or cubes.
The graceful curves of draped fabrics are much more en-
ticing than silks in bolts. Maintaining certain other demon-
strated forms or proportions ^^^th which you are already
familiar will give your windows far greater opportunities for
productiveness.
Good Taste — Appropriateness. Do the lines shown "go
well" together? Is the display seasonable? Is there any-
thing about your displays that strikes you or others as being
out of harmony with the idea of the showing or the mer-
chandizing principles of the store. Such items are all-im-
portant and of course will be given full credit in the analysis
of your efforts.
Invention. Is there something new and out of the ordi-
nary in the arrangement of goods? Has a mechanical-
motion device been used to add to the effectiveness by de-
monstrating the use of the articles displayed? Has, in fact,
any extensive skill been shown in the arrangement of the
window? Are there still opportunities for the exercise of
originality in this respect?
Appeal. Is there some central appeal, and, if so, what
is the best form of appeal that can be made? In showing
house dresses, for instance, does the display show merely
the styles and rest its argument there, or does it go still
further and, by the use of a washing-machine, a tub, a bar
of soap, or by washed samples displayed, show that these
garments are washable, that the colors are fast, etc.?
Freshness. What about dust, dead flies, soiled papers,
show-cards with thumb-marks? Are there any of these de-
tracting influences about your display? If it is not fresh
in every detail, if it has remained so long on view that it
has grown monotonous, if it lacks the attractiveness that
comes from cleanliness, apply the remedy right now.
113
RETAIL SELLING
Conclusion. The above elements have not been fully
covered in any case, but we trust enough has been said to
show the reader the furtlier application of these principles.
It is suggested that jou take the form shown and score your
windows and those of your leading competitor fairly, and
that you ask some one else to do the same thing, and then
compare your records. Such records should form a basis
for improvement along the right lines for those who have not
arrived at perfection — and that means all of us.
The following suggested comparisons will be of practical
benefit. Compare the window where your goods are shown
with the window where like goods are shown by a competitor.
(o) Which has the better location? Why?
(6) Which has better lighting? Why?
(c) Which has better background for the goods? Why?
Compare the merchandise displayed in these two windows.
(o) Which catches the eye the more forcibly — yours or your com-
petitor's? Get at the reason.
(6) Which has the greater simplicity? Why?
(c) Is a definite idea conveyed? Wlaat is the idea in each case?
(d) Are too many articles displayed in either window? Why?
What is the key-note in each window?
(a) Is it novelty of goods?
(6) Is it price?
(c) Is it freshness of goods?
(d) Is it timehness of display?
Is there in either window an influence diverting the atten-
tion from the goods?
(a) Too attractive a background?
(6) Too interesting a device used?
(c) Other reasons?
114
"GETTING PEOPLE INTO THE STORE"
The show-window is worthy of most intensive study. It
is one of the most important means of attracting immediate
trade and of creating prestige for the store.
What Goods to Show. The determination of what goods
to show in the windows is not an easy task. It would be
manifestly impossible to show all lines of goods at the same
time. Further, it may not be wise to give some lines any
representation whatever, for the reason that their display
would not pay in immediate or indirect sales, nor in a
sufficient volume of increased patronage to warrant the
expense.
Window space is nearly, if not quite, the most valuable
space in the store from a standpoint of location and rental
cost, and also because of its advertising value. Seasonable
variations influence largely the character of goods selected
for window displays. Furs cannot be shown profitably in
July, nor electric fans in January.
The policy of the store also exerts an influence. A firm
seeking high-class patronage would not show "cheap"
things. Needs peculiar to the firm, or arising from daily
problems, induce the exhibition of some lines.
The appearance of a new style or color or any one of a
thousand other happenings may be responsible for a window
showing. However, all displays should be prompted by
some good reason, and not the result of haphazard guessing.
Further, many displays will come as essential parts of care-
fully planned, business-getting campaigns. Some lines are
featured with almost wondrous regularity, others to meet the
varying demands of trade. Naturally, the more profitable
and important departments are given the preference in
window space.
The following notes regarding the displays shown by
a large store in a certain Eastern city during a year are
suggestive:
9 115
RETAIL SELLING
Men's furnishings came first,
with a total of 147 windows.
Furniture, 83.
Men's clothing, 65.
Men's shoes, 52.
Boys' clothing, 40.
Men's underwear, 27.
Women's suits, gowns, and
coats, 40.
Millinery, 58.
Misses' Wear, 20.
Waists, 37.
Furs, 16.
Women's underwear, 33.
Women's shoes, 13.
Hosiery, 11.
Gloves, 9.
Fans, 7.
Handkerchiefs, 13.
Veiling, 3.
Women's neckwear, 11.
Bathing-suits, 5.
Mourning goods, 3.
Children's dresses, 24.
Infants' wear, 13.
Children's shoes, 6.
Baby-carriages, 2.
Toys and games, 7.
Yard goods, 19.
Silks, 18.
Dress goods, 14.
Wash and white goods, 12.
Ribbons, 10.
Laces, 5.
Embroideries and trimmings, 3.
Artificial flowers, 4.
House-furnishings, 4.
Blankets, 25.
Bird-cages, 1.
China, 15.
Cut glass, 9.
Lamps, clocks, and bronzes, 17.
Pictures, 14.
Sheets and pillow-cases, 8.
Sewing-machines, 1.
Upholstery fabrics, 38.
Bathrobes, 23.
Trunks, bags, etc., 42.
Women's handbags, etc., 24.
Oriental rugs, 47.
Domestic rugs, 45.
Automobile goods, 29.
Sporting goods, 35.
Stationery, 18.
Groceries and accessories, 15.
Optical goods, 10.
Books, 9.
Umbrellas, 12.
Musical instruments, 4.
Notions, 7.
Photographic supplies, 6.
Art goods, 6.
Art supplies, 4.
Tools, 6.
Drugs, 3.
Belts, 2.
Cigars, 2.
Valentines, 1.
A careful perusal of this tabulation may show the reader
that too much attention is being given to certain lines
while others are being overlooked. The matter of display
is too important for only passing notice, and should be
handled intelligently after being viewed from every angle.
116
''GETTING PEOPLE INTO THE STORE"
Some stores have large opportunities for effective displays
about the store. One city store has a model house of
twenty-two large rooms completely furnished. But even in
the smallest community stores it is possible to find odd places
about the store which can be used for effective display, and
in a way to make the store more attractive at the same time.
The same methods as in window decoration are used.
The Place of Advertising in Selling. The proper display
of the merchandise, both on the counters and in the windows,
is not enough to attract a sufficient number of prospective
customers to the store. The next step is naturally the use
of other forms of publicity, such as newspaper advertise-
ments, folders, circular letters, and signs. In fact, the ad-
vertising work has become so technical within the last few
decades that it is now one of the largest divisions of the
retail business. Even in a small store at least one person
gives a good part of his time to it. Therefore the discussion
of the technique of advertising calls for separate treatment,
and a whole volume of this series may be given to it.
But from the standpoint of its relation to retail selling
mention is necessary here, especially in its broadest sense
— that of general salesmanship as compared with personal
salesmanship or the work of the retail clerk. Everything
that has a part in getting customers into the store is general
salesmanship or publicity and is a part of the marketing
plan of the store, even though it may be so technical as to
necessitate separate treatment.
The Types of Advertising. Retail advertising consists of
newspaper and occasionally magazine advertising, direct
advertising or circular letters and inclosures, circulars and
signs. Each has its own advantages. Package inserts, if
attractively got up, are an incentive to repeat a visit.
But it is not necessary to stop here in soliciting business.
Personal calls and calls by telephone have been used effec-
117
RETAIL SELLING
tively in small cities, though on account of the time required
by each call only a small territory can be covered. Even
indirect influences tending to create good-will and thus help-
ing to get people to visit the store may be included here. The
appearance of the store and its deliver^'' wagons convey the
impression that the store is progressive or the reverse and
thus prove either attractive or repellant. The character and
courtesy of the employees, and a score of other things, tend
to make the store liked by the people of the community, and
thus must be considered a force in drawing new customers
to the store.
Conveniences and Entertainment as Incentive to Visit
the Store. Rest-rooms, toilet-rooms, comfortable settees and
chairs, free stationery, free tea and wafers, free use of the
lunch-room, free telephone service, free parcels-check offices
and information bureaus, not only serve to attract many
people to the store, but cause those who come to have
many pleasant recollections of their visit. Many stores
give free concerts, free moving-picture shows, maintain free
playgrounds for children and free nurseries for the care of
infants while the mothers shop, have a live Santa Claus at
Christmas-time, and in other ways seek to entertain their
guests, as the customers are called, and as they should be
considered by every merchant. These stores have found
that such methods pay indirectly, but none the less surely.
Showing new styles on living models, exhibits of methods of
making various articles, demonstrations, and like events,
usually attract favorable attention and do much to interest
people in the merchandise being offered over the counters.
Special " Free Offers." A study of human nature reveals
the fact that the majority of people are susceptible to certain
influences. We all love money, and yet we love still more
the things money will buy. Many of us are what might be
termed economical. None of us would object to getting
118
"GETTING PEOPLE INTO THE STORE"
something we wished and still retaining possession of our
money. The merchant who offers free seeds, free recipe-
books, free life-insurance policies, free theater tickets, free
magazine and newspaper subscriptions, free photographs,
free dishes, free dress findings, or any one of the scores of
things that firms all over the country are offering gratuitously
to patrons who comply with certain conditions, is appeal-
ing to this desire to get something for nothing. These gifts
are usually received with favor because the recipient has
his desire for the articles satisfied without the more or less
"painful" operation of giving up the money.
The refund of railroad fares to purchasers of certain
amounts, the payment of a certain amount per mile for those
who drive in from the surrounding farms to the store, the
giving of a stamp with every twenty-five-cent purchase, the
allowance of a five-per-cent. discount on purchases made
with the presentation of a pay-envelope given factories
for use in paying their employees, these and like methods
win patronage because of their opportunities for economy.
Sales such as Package Sales, Surprise Sales, Mystic Num-
ber Sales, Mystery Sales, where an indefinite cash refund is
made after the purchase is completed; Option Sales where
one marks the price he is willing to pay on a ticket attached
to the article, and is awarded the article at that figure if
there are no higher bids; sales where each third, fifth, or
seventh article is given free of charge — and other sales of
similar nature, contests with valuable prizes, and so on —
appeal not only to the instinct of economy, but to the strain
of gambling in each of us.
Special Sales. Economy prompts people to save on the
necessities of life that they may have more to spend on the
luxuries.
In appealing to the thriftiness of the multitude special
sales of various kinds, with a diversity of titles, are held.
119
RETAIL SELLING
But the object of one and all is to offer merchandise at less
than usual prices to attract people to the store, in the hope
that they may buy, not only the specially priced items,
but other goods on which the merchant may reap a profit.
The White Sale, the Odds and Ends Sale, Sample Sale,
Factory Remnant Sale, Mill End Sale, Investment Sale,
Manufacturer's Outlet Sale, Room-making Sale, House-
cleaning Sale, Vacation Sale, Consolation Sale, Nine-cent
Sale, Dollar Sale, Department Manager's Sale, Contest of
Nations, $5 Millinery Sale, and the thousand and one others
that are extant all present price reductions that interest
those with more desires than money. Each is backed by a
logical reason for the price concessions made, so as to remove
any doubt as to their desirability; in fact, to answer before
it is asked, ''Why do Blank & Co. have this sale?"
Inducing Quick Buying. There are scores of ways, all
tried and found effectual, of inducing people to visit the
store, but once they are there it is often necessary to suggest
further action. Bargains ticketed with tags of unique shape
or color, unusual arrangement of stocks and fixtures, prizes
for largest purchases or to one buying the greatest variety of
goods. Help Yourself Sales where each must select his own
goods and take them to the wrappers' desks, all tend to in-
duce more thorough inspection of the store, with the con-
sequent result that the average total of purchases is con-
siderably larger. See-Saw Sales, where prices change every
few minutes, some going up, others being reduced; Stock-
Market Sales, with price fluctuations similar to those on the
Stock Exchange; Drop Price Sales, where the price is re-
duced a certain amount every hour, and Hour Sales, where
items are placed on sale at special prices for one hour only —
these are some of the ways of inducing quick buying and
ready response to the advertising. For the tendency with
the great majority is to desire that most which is a trifle
120
"GETTING PEOPLE INTO THE STORE'*
difficult to get or which may be obtained only through com-
plying with certain conditions. Restrictions thrown about
special offerings often have great attraction, and instead of
restricting the quantity sold, in the aggregate increase it.
It is most obvious that all special sales must be planned
most carefully and a long time in advance. However, this
work rests with the buying and advertising departments of
the business and therefore cannot be developed in this vol-
ume. The plans for buying for a special sale and for adver-
tising it receive extensive treatment in the volumes on buy-
ing and advertising.
Everything Good or Bad Advertising. Every point of
contact with customers, through animate or inanimate ob-
jects connected with the store, advertises the business. The
proprietor himself may think his position justifies disregard
of the feelings of the public. However, it does not, and if he
does not conduct himself, inside and outside the store, ac-
cording to certain standards set by society, the business will
suffer as a consequence. A clerk may imagine that his time
outside business hours is his to do with as he sees fit. If
his conduct the "night before" is reflected in his condition
the "morning after," he is not furthering the interests of
the concern. The following Service Analysis from a big
store will serve to illustrate the part taken by each division
or employee of the business :
Points of Contact with Customers
Outside the Store
Advertising:
Newspapers — Advertisements, news articles.
Circulars.
Letters — Regular correspondence. Soliciting business.
Bill-boards.
Street-car cards.
Package slips, inserts for statements, etc.
121
RETAIL SELLING
Equipment:
Building, exterior.
Sidewalk.
Signs.
Exterior lighting.
Entrances.
Windows and outside cases.
Delivery — Vehicles, uniforms and containers.
Telephones.
Individuals:
All individuals outside of business hours: executives,
salespeople, etc.
Delivery— Drivers, jumpers, messengers.
Office employees — Collectors.
Adjustment Bureau — Investigators and adjusters.
Mail- and telephone-order employees.
Telephone-switchboard employees.
Door men.
Contract bureau.
Inside the Store
Advertising:
Displays — Folders and samples.
Show-cards and signs.
Store directories.
Bulletin-boards.
Equipment:
Showcases and counters, chairs, etc.
Tables and bargain squares.
Elevators and stairways.
Merchandise stocks and displays.
Cash-carriers.
Stock-room trucks.
Store interior — General condition, lighting, heating, ven-
tilation.
Transfer office.
Rest-room conveniences.
122
"GETTING PEOPLE INTO THE STORE"
Individuals:
Salespeople.
Cash-girls and messengers.
Stock-room employees.
Porters, carpenters, etc.
Elevator starters and operators.
Inspectors and wrappers.
Mail- and telephone-order department.
Telephone service.
Bureau of adjustments.
Floor managers.
Buyers and assistant buyers.
Credit office.
Cashier.
Store detective.
Executives — Superintendent, president, vice-president.
Rest-room employees and hospital.
Fur manufacturing and repairing and storage.
Barber-shop.
Transfer-office employees.
Millinery work-room employees.
Alteration-room employees.
Custom tailoring employees.
Service at Points of Contact
The public desires the following essentials of good service at point
of contact:
Outside the Store
Advertising
Newspapers:
Vital information about merchandise offerings attractive
to the customer because of desirability or price.
Readers want real live news in newspaper advertisements
as well as honesty, clearness, legibility, attractiveness,
and distinction.
News articles about the store (not display advertising)
must not savor of enthusiastic extravagance in state-
123
RETAIL SELLING
ment, and must have other features to recommend
them to the reader aside from the name of the store.
Circulars:
Artistic, filled with worth-while news instead of gener-
alities, well illustrated, mailed or properly distributed
instead of scattered about the lawn. Timely, possibly
advance information regarding sales, such as this store
gives to its charge customers. Well-printed, good
paper, really representative of the store in every
respect.
Letters:
Regular correspondence, neat in appearance, courteous
in tone, without, if possible, the use of hackneyed
forms and expressions. Individual enough to make
an impression, but never flippant or familiar.
Form letters or letters soliciting business should be writ-
ten individually or filled in so carefully as to avoid
detection if personal in tone. Often advisable to leave
heading off, as some people can detect form letters
and will appreciate the implied compliment or be in-
spired to confidence by a frank admission that this is a
form letter.
Bill-boards and Country Signs:
A general avoidance of defacing the landscape or being
conspicuously in the "nuisance" class. If real use-
fulness can be added by giving information as to dis-
tances, etc., their service is rendered still greater. In
so far as possible there should be either openly stated
or implied benefits for the customer in all publicity —
it should do something more than advertise the goods.
Street-car Cards:
Conveniently located in cars, in restful, dignified colors
instead of glaring effects, suggestive of stability rather
than the cry of bargains; might better talk policies,
conveniences, and service, than merchandise, but
should carry specific information — tell what we do for
customers or what we will do for those who wish it.
Package Slips, Inserts, etc.:
Should partake of the general good character of all ad-
vertising; should tell about merchandise other than
that purchased. More than three should never be in-
124
"GETTING PEOPLE INTO THE STORE**
closed, and one is best. Cheap folders or manufac-
turer's "free" advertising not suitable in character
should never be used.
Equipment, Building, Exterior:
Clean, in good repair, attractive in architecture and color,
distinctive among surrounding stores, suggestive of
stability and prosperity.
Sidewalk:
Unencumbered, clean, free from ice, snow, or other sub-
stances, level, sufficient width, well drained.
Signs:
Character representative of the store; placed on level of
the eyes at extremities and entrances of building. Not
too many in number.
Exterior Lighting:
Soft, properly located, sufficient in illumination, avoidance
of glare or brightly colored effects.
Entrances:
Ease of access, properly located, avoidance of steps, doors
that swing easily and without projections to catch
garments of customers, and with noiseless hinges.
The best type of doors to avoid crowding and confusion.
Delivery:
Wagons and cars, boxes and containers, uniforms for driv-
ers, neatness in apparel of all delivery employees —
everything about the department should be spick and
span and in perfect condition.
Windows and Outside Cases:
Properly lighted, of correct proportions (depth, height,
and width), clear glass fronts properly subdivided,
right height from sidewalk, clean, attractively trimmed,
each display containing an idea and giving information
usually desired.
Telephones:
A sufficient number of trunk-lines and operators to give
prompt, efficient, courteous service. Enough exten-
sions throughout the store so that customers need
never wait.
Individuals:
Personal contact with customers outside of business
should be such that they will feel their business is or
125
RETAIL SELLING
would be appreciated. If all individuals concerned
in the business from the head down would devote a
little time outside to the cultivation of good-will for
the store the business would be greatly benefited.
Delivery — Drivers, Jumpers, Messengers:
Prompt, pleasant, efficient service in expected things, and
the performance of unexpected courtesies and un-
usual service that will impress the customer with our
interest in her welfare.
Office Employees — Collectors:
Service that shows consideration for the customer's feel-
ings, insistent without being impudent. Collections
made without offense, but, instead of driving business
away, serving to build up good- will. The employment
of strenuous methods only in extreme cases.
AdjiLStmsnt Bureau — Investigators and Adjusters:
Careful attention to complaints, prompt adjustments,
courteous treatment, at all times. More considera-
tion for the rights of the customer than for the store.
Thoroughness— unusual, unexpected service, being
careful to make the customer feel at all times that her
veracity is beyond question.
Mail- and Telephone-Order Employees:
Promptness, pleasantness, thoroughness in receipt of com-
munications and in carrying out the wishes of the
customers.
Telephone Switch-hoard Employees:
Promptness and pleasantness, courtesy at all times, seeing
that customer receives connection with the individual
desired. (Should have multigraphed instructions).
Door Men:
Courteous, kindly, reliable, neat in appearance, ready to
render unusual ser\ice and do unexpected things for
customers at all times. Must exercise watchfulness over
any vehicles left standing.
Every Employee a Salesperson. The head bookkeeper
may influence trade among his friends. The president may
refer to the store among his acquaintances. The greatest
force naturally will come from the greatest body of em-
126
"GETTING PEOPLE INTO THE STORE"
ployees, the salespeople, though delivery men, collectors,
and many others have definite opportunities to take orders
for merchandise.
Each salesperson should be a business missionary, and
should, whenever possible, inside or outside business hours,
try to bring trade to the store. Much good may be done by a
definite campaign calculated to induce each salesperson to
bring in one new customer each day. Further, salespeople
should be asked to supply their own wants from the store
by which they are employed. Any other condition -will re-
flect on the desirability of the store's stock. That they may
willingly buy in their o"wti store, purchasing should be en-
couraged by liberality in discounts and the removal of any
shopping restrictions which will not allow satisfactory se-
lection. Co-operation can never be one-sided. If the store
washes its salespeople to be "boosters" it must treat them well
in all matters concerning their personal welfare.
Part II
PERSONAL SALESMANSHIP
VII
THE SALESMAN HIMSELF
The late Thomas Dockrell told the story of "Eight-
Dollar Annie." It seems the proprietor of a large department
store wished to make a change in his glove department.
He let his buyer go and got a new one. The new man
went to France and visited all the leading manufacturers.
Then he came back to America and went through the fac-
tories here. Finally he decided to place a large order for
a special line. Delivery was made, new fixtures were in-
stalled, and expensive advertising was taken to tell the
people about the improved glove department. Finally the
first customer came in and walked up to the salesgirl, whom
he calls "Eight-Dollar Annie."
"Now," as Mr. Dockrell remarked, "no matter how careful
the preparation has been, no matter how much money has
been spent, no matter how great the mental capacity that
is being expended upon the purchase and sale of this glove,
for the moment the whole sales organization and the whole
store rests perilously upon 'Eight-Dollar Annie's' head.
If Annie fails to make the sale, down goes the whole organi-
zation."
Selling the Climax of All Activities. Whatever is done
in buying, advertising, arranging or displaying goods is with
one end in view — selling. An advertisement which, judged
by all known standards, might be called wrong, is still an
10 131
RETAIL SELLING
example of good publicity if it tells. What is often called
a "bad buy " in purchasing for stock is in reality an admirable
transaction if the goods sell. Window displays without
artistic merit are still efficient under the same standard.
Selling is the realization of anticipated results. Selling
produces the money that keeps the business running. Sell-
ing supplies funds for rent, taxes, and the other costs of
business. Selling is the most important thing any store does.
Importance of the Retail Salesman. As the direct means
of selling the retail salesman is superior to all other means.
He does not confine himself to completing sales started by
advertising or display. Often he creates selling possibilities
which other factors would not bring out.
Some stores profitably run slot-machines. The manager of
one automatic restaurant, when asked his opinion of the
comparative value of men and machines, said that men were
best, but that in his business, where an insistent demand for
the goods already existed, machines were satisfactory and
less expensive. A small store in the Middle West sells only
through vending-machines, and because of the novelty has
done a very profitable business.
Custom of course expects the salesman. Moreover, if he
is a real salesman the public prefers his service to that of
the inanimate slot-machine. But his greatest duty is to
develop sales rather than to be content with merely sup-
plying wants. On such a basis his importance to the concern
cannot be overestimated. To the customer he is the store.
Future patronage depends on his deeds or misdeeds. Any
retail business is in the hands of its salespeople, and there-
fore unusual care should be exercised to see that these are
safe hands.
Necessary Preparation for Selling. In olden times, and
to a great extent now in certain countries, it is thought
that an apprenticeship of three or four years is an essential
132
THE SALESMAN HIMSELF
preparation for selling. Many trades, formerly learned only
by this method, are now being successfully taught in a much
shorter period. If plumbers, barbers, locomotive-engineers,
and other specialists can be educated by the printed ex-
periences of authorities on each subject, why is this not true
of selling? To be sure, selling has not become an exact
science, nor has anything else. Still, much that is definite
has been determined by experimentation, and the one who
wishes to be expert in this profession should, if possible,
take advantage of what is printed on the subject.
For service in the retail store other preparation needed is :
(a) A knowledge of the policies of the business.
(6) A clear understanding of general store routine, such as making
sales-checks, etc.
(c) A knowledge of the rules, regulations, and routine peculiar to
the department.
(d) A thorough knowledge of the stock — where it is, how much
there is, what it is, the price, etc.
(e) A general understanding of the store as a whole, and the re-
lation of one department to another.
Most stores devote some time to an explanation of these
things to the new employee. One store will not allow a
new salesperson to sell until she has been in the store one
week. Another devotes the forenoons of the first three days
to instruction in the forms used by the store, and the after-
noons of these days to a study of the stock in which the new
salesperson is to be employed.
The followng bulletin, issued to the department managers
of one store, shows the attention given to preparation for
selling after instruction in store system has been completed:
To Buyers:
In the months to come new people will be added to our force
from time to time, or changed from one department to another. It
is to your interest, and the interest of the business as a whole, to
133
RETAIL SELLING
have these new arrivals become full-grown members of the store
family as soon as possible. Any attention given them the first few
days in the store will be repaid many times over by the spirit with
which they will take up the work and the greater knowledge of
their tasks. Because salespeople represent the avenue through
which all revenue must come, because they are your personal
representatives in caring for customers who come to your depart-
ment, we can well afford to give a portion of our time in getting
them started right.
First: It is suggested that you have a little talk with each new
employee, telling her enough about the business, its future possi-
bilities, and its high ideals, so she will believe in it and be enthusi-
astic over connection with such a firm. From my knowledge of
its affairs, I am sure all this can be done conscientiously. Inasmuch
as this new employee is to work in your department, the establish-
ment of a bond of interest by showing this consideration is valua-
ble, aside from the fact that its practice is sanctioned by the
Golden Rule.
Second : It is suggested that the employee be shown some things
typical of the Blank standard of merchandise in either price or
quality, so that she may believe in the lines she is called upon to
handle. In other words, sell her the goods she is expected to sell
to others. You should have no trouble in showing unusual quality
or exceptional bargains.
Third: Formally introduce the new employee to every one in
the department. This will eliminate any hesitancy on the part of
the timid, inexperienced salespeople in asking others for information,
and will relieve " the-cat-in-a-strange-garret " feeling that many of
them will otherwise have.
Fourth: Place each new salesperson under the supervision of an
experienced employee for not less than two weeks. Let it be under-
stood that this helpfulness is the duty of your experienced people.
This semi-apprenticeship will mean that the beginner will learn
quickly what is in stock, where it is, and what the rules and customs
of the department are. It will mean the elimination of many mis-
takes, better service to customers, and larger individual sales.
Stock Instruction:
It is suggested that each buyer hold two meetings of his sales-
people each week. These meetings to be from twenty to thirty
134
THE SALESMAN HIMSELF
minutes each in duration, beginning at about 8.30 a.m., for the
purpose of telling every one what the goods are. They should be
held regularly, so that new employees may be thoroughly posted
in a few weeks' time.
So that nothing may be overlooked, it is suggested that you
begin at one end of your department, and, as far as possible, give
the selling points of everything in turn. Further, you will need to
tell about new things arriving, stock you wish pushed, merchandise
that is advertised or displayed in the windows, and any merchan-
dizing event, a knowledge of which might help selling. At one meet-
ing you might simply ask questions of your salespeople, as, "Where
is this kind of goods? What grades have we in this kind of mer-
chandise?" etc.
Suggested Subjects for Stock Instructions
Where the goods are.
What quantities of each kind are in forward stock.
What quantities of each kind are in reserve stock.
What goods are on order and expected in.
What lines are to be discontinued.
What Unes are represented by our stocks.
What sizes, grades, or colors are in stock.
How long each kind of goods has been in stock.
What the selling points of each line are.
Why customers should buy this particular merchandise instead
of some other line.
What it is made of.
How it was made.
Who made it, etc.
What the Salesman Should Know. Self-analysis must
precede any great degree of success. The salesman must
be able to compare his qualifications with the requirements
of the job. These qualifications may be general, such as
are demanded for success in any kind of retail selling; or
specific, such as are demanded by certain conditions.
Among the general physical requirements desired are
health, cleanliness, poise, and endurance. To these are some-
times added strength, personal attractiveness, and dexterity.
135
RETAIL SELLING
Mental characteristics should include intelligence, cheerful-
ness, judgment, thoroughness, initiative, memory, knowledge
of the business, and general education. Moral requirements
should include honesty, loyalty, self-respect, and courage.
A complete list of the physical, mental and moral require-
ments of the ideal salesman would be most extended and
would encompass every point which would serve to make a
man a success in any line of endeavor.
The following plan from C. C. Holmes, superintendent of
the H. C. Capwell Co., Oakland, California, provides a splen-
did illustration of methods which might be adopted to secure
the adequate conception of efficiency on the part of each
employee :
From the first observation of any department store's selling organ-
ization the firm naturally gives the amount of their sales first con-
sideration, and, in their over-anxiety for "high books" to be turned
in, overlook many other points of efficiency which should be given
consideration. Without efficiency in other things which tend to
make for good salesmanship, it will be impossible for them to be
good salesmen and women. Therefore, we decided to test each
and every one of our employees and find their weak spots, thus
making it possible for us to point out their mistakes and eventually
improve our selling force. Following are the points of efficiency
that we based our test on. It is difficult to arrange them according
to importance:
Honesty. Enthusiasm.
Ability. Sincerity.
Initiative. Open-mindedness.
Knowledge of business. Loyalty.
Health. General intelligence.
Tact. Neatness.
Industry.
To do this work we selected five of our best floor men — one on
each floor — that had been with us for a number of years and had
shown that they were conscientious, thoughtful, and painstaking
in their work. The selection of the right men is of very great im-
portance, especially so with floor men, as they are inclined to show
13G
THE SALESMAN HIMSELF
more or less favoritism, and do not always consider the welfare
of the firm in preference to being called "a good fellow" by the em-
ployees in their section. We took each one separately and coached
him in what we wanted done. We also instructed him that his work
must be absolutely confidential. Otherwise when salespeople are
being corrected, and shown their faults, they may resent any
criticism made by a floor man, and be led to believe that it is a
personal fault-finding, and not facts based on their record.
Taking points of efficiency in the order named, each floor man was
told to look up the meaning of each in a good standard dictionary,
and then bring in what he thought we wanted done. In this way
we got several very helpful suggestions.
Honesty seemed to be the hardest one for them to understand.
They thought that every one was honest unless caught stealing
either merchandise or money. After we had explained the true
definition of the work, each changed his first opinion. In the ar-
ticle, "How to Advance" (see page 139), I have given the argu-
ment I used with the floor men.
Using 100% as a basis for figuring and estimating the points of
efficiency, the method of rating is briefly explained as follows:
We all know that no one is 100% eflficient. We were told that the
Civil Service Board never rates any one above 85%, but we did
not follow their method. Our very best people were marked from
90 to 95% in ability, and others very low. It might be well to say
right here that you may mistake a stock-girl or cash-boj^'s ability
and rate them 50% because of your false comparisons with sales-
people, while in reality they may be very efficient in their work and
should receive a correspondingly higher rate. The people we found
that were very industrious and always busy, trying to find work to
do, we gave a high rating, sometimes as high as 85% or 90%;
in a few instances, 100%. Those that were lazy and never did any-
thing unless told to do it, were rated less, and in a few instances,
nothing. Of course, this depends upon the good judgment of the
one making the test.
Knowledge of business is not so hard to explain. Naturally a
buyer should have a good knowledge of business with a rating of
85% or 90%, while a transfer-girl just beginning should have a
much lower rating.
The other points were arranged in the same manner. Those that
were very good were rated high, and those not so good a little less,
137
RETAIL SELLING
and so on, down to nothing if necessary. The rates on each point
were added and then averaged. The report on people having the
lowest average were carefully checked, that no mistake would be
made. If they were found as deficient as at first reported, they
were given a week's notice in which to find another position. Others
were called to the office and told where and why they should im-
prove. The buyers and assistants were given the reports of their
salespeople and were instructed to spend more time improving
their selling staff.
The information gathered was surprising. Also, we are glad to
notice that, since being informed, they are showing improvement
even in the short time of a month.
Clerk Date
No.
Dept
Names
13
O
IS
<
95
>
'S
90
-a c
MO
95
c
a
90
03
3
13
.1
3
J3
C
H
a
o
-a
o§
>>
a
_ o
11
a
a
o
<
1
1
w
<
103 Mr.
100
100
100
90
100
85
100
100
90
75
1,215
93.5
307 Miss
90
90
60
95
60
90
60
85
60
85
80
90
60
90
60
85
70
85
85
1,115
85.8
1.506 Miss ....
100
70
60
70
60
70
75
870
66.9
502 Miss
90
70
60
80
90
70
70
70
75
80
70
80
980
75.4
3.435 Mrs.
100
90
90
95
85
90
100
90
95
90
100
80
90
n,195
91 .9
No. 103
Mr.
Ver>' good salesman, full of enthusiasm, pleasing address,
neat, willing and attentive to business. Very reliable and always
trying to do the best he can.
No. 307
Miss
Very capable, enthusiastic, tactful, and a hard worker. Can
wait on more people in a given time than many others. Definite
knowledge of the business.
No. 1,506
Miss
Health poor; not as capable as she should be. Lacks initi-
138
THE SALESMAN HIMSELF
ative; knowledge of business poor. Not industrious; slow and
takes things easy. Endeavors to be pleasant to customers.
No. 502
Miss
Health fairly good. Inclined to waste time on lunch-hour.
Slow. Lacks initiative and enthusiasm. Is courteous to customers,
although at times does not wait on them as promptly as she should.
Spends too much time talking.
No. 3,435
Mrs.
A type of woman that we might take as a model on which to
pattern our saleswomen. Not too old, yet old enough to have gath-
ered a wide experience here and in the East; settled down in the
city; of good health, address and appearance. Not afraid to take
the initiative if occasion require, yet alwaj'^s willing to confer with
those in higher authority. Living on friendly terms with her fellow-
employees, and always ready to do a little more than she is being
paid for doing.
How to Advance. — The explanatory bulletin sent to
employees.
It is sometimes necessary, for various reasons, to dispense with
the services of an employee. After being notified that his services
are no longer required, about the first remark he makes to his asso-
ciates is, " I was fired," or, " They canned me to-night " ; or he may
tell some story about business being slack or the department
manager having it in for him. These are not imaginary, but actual
phrases that you and I have heard.
But stop and think for just a minute. Was that employee dis-
charged by the employer? It is quite possible that in some estab-
lishments the employee would have been discharged, but not so in
this store. I believe I can safely say that no employee has ever
been deliberately discharged by this firm. The employees rob them-
selves of their positions by failing to put forth an effort to do what
was expected of them. Their efficiency was below normal. If
you are a salesman or woman you may sell more merchandise
than any other salesperson in your department, but it does not
necessarily imply that you are the most efficient salesperson.
To be sure the sales-book is the primary consideration in the em-
139
RETAIL SELLING
ployer's mind when contemplating an increase of salary or dispens-
ing with your services, but there are many other considerations.
That you may know just where j^our weaknesses are, and that j'ou
may have an opportunity to study and improve yourseK (for w^e
can only point the way), I wuU explain what has been done, what is
being done at present, and what we intend doing.
During the month of September we completed a test of each
and ever}^ employee of this firm on the following points of efficiency :
Honesty, Ability, Initiative, Knowledge of Business, Tact, Industry,
Open-mindedness, Enthusiasm, Loyalty, General Intelligence, Neat-
ness, and Health. In addition, in the case of those selling mer-
chandise, the percentage of cost to the firm for every dollar's worth
of goods they sell was found. To eliminate the possibility of fa-
voritism, antagonism, or error creeping into this test-work, we chose
five competent people and checked one against another. In some
instances where the employee was found to be very deficient,
more thorough investigation was recommended that no injustice
might be done.
The points of efficiency are self-explanatory with but one excep-
tion, namely, Honesty. Webster's Dictionary defines honest as
"decent, honorable; characterized by integrity or fairness and
straightforwardness in conduct, thought, speech, etc.; upright,
just, truthful, sincere, faithful, not false; genuine in character
or quality; not fraudulent, not spurious; chaste, virtuous." To
take money, merchandise, or property belonging to another and use
it for your own needs or to contribute to other people is not the
only way to be dishonest. We believe that every one is honest in
that sense. Therefore, when we find you wasting our time or loaf-
ing on the job, we do not say you are dishonest with us. You are
dishonest with yourself; you are fooling yourself, not the firm for
whom you work. We know when you waste time on a purchasing
ticket, or when your time-card shows eight hours registered and
you have been doing your work only seven and one-half hours.
Possibly at lunch-time your card shows one hour away, but you
waste fifteen minutes between the clock and your department.
If you are reprimanded you grumble and complain that the floor
manager in your section is an "old crab" or "cranky," when in
reaUty he is befriending j^ou, telling j'-ou something for your own
good, possibly endeavoring to hold your position. If you are not
reprimanded you may think, "Well, I got by on that," or, "I made
140
THE SALESMAN HIMSELF
fifteen minutes on the house, all right." We know when you do
these things; they count against your efficiency. With whom
are you dishonest? Yourself, of course! Sooner or later you will
rob yourself of your position.
At present we are reehecking and putting forth every effort to
strengthen your weakness where it exists. We will continue to
employ this method at all times with the thought in view of help-
ing you to a higher standard of efficiency by pointing out, from time
to time, your faults. We all have faults and make mistakes. If
our mistakes are not corrected we will, because of our errors, never
advance, but when 3'ou or I do make an error, if we are shown where
we are wrong, we are not apt to repeat the same offense; therefore
our mistakes, which at first seem to count against us, are turning
into profit. If we are told our shortcomings, faults, or mistakes,
and have continued to disregard the correction, I should say that
we are working for the wrong firm and should resign at once.
Do not be alarmed. You are not going to lose your position
because of this efficiency rating, unless you are very far below the
average; and if that is the case, j'^ou had better start thinking how
you can do better. The time to be alarmed about your position
is after you have been told where you are deficient, and you put
forth no effort to improve. Ask yourself, "Am I sincere in my work
or do I just drift along?" Think what you would do if it were your
own business. Every morning when you come to work, say to
yourself, "I am going to do better to-day than I did yesterday;
I am going to improve myself." You may think, "I know that
kind of talk and it is all fake." If you feel that way and you are
fortunate enough to hold your position until Christmas Eve, observe
which employees are retained for the new year. Whether old or
new, it will be the most efficient. Personal perseverance counts
mightily, but there must be complete co-operation with every
other emploj^ee to get the fullest return for intelligent, pains-
taking effort.
Now! A long strong pull for the biggest and smoothest fall
business we have ever enjoyed.
On the following page are given a few of the remarks and
criticisms that were made on different employees as a result
of the investigation. Space is too limited to print a com-
plete list, but the ones given are a fair example of all reports
141
RETAIL SELLING
Mrs. S
"Wonderful ability as salesperson. Definite knowledge as to
merchandise and details of the department and a hard worker.
Verj' tactful in waiting on the trade; enthusiastic and quick to
comprehend. A valuable person for the firm. Ready power of
appreciating and doing what is required of her in all circumstances.
Alert and ready to help out in any department." (This saleswoman
has an efficiency average of 92%, which is considered very good.)
Mr.
"Very good salesman. Full of enthusiasm, pleasing address,
neat, willing and attentive to business and always trying to do
the best he can." (This salesman has an efficiency average of
94t5j%.)
Miss
"Showed the most improvement of all the girls on this floor who
attended the salesmanship school. Has an extremely receptive
mind for new ideas, and her enthusiasm is great. From a noisy,
untidy girl she has developed into a pretty smooth saleswoman,
with an average efficiency rating of 87-iV%."
(Report on a transfer-boy:)
"Quite reliable, capable, very willing and obedient. One of the
best transfer-boys I have known."
If all of our employees would average as high as the ones above
given we would have an organization above reproach.
(Reports on Department Heads:)
"Lacks ability and tact. No system in the management; easily
excited and provoked; does not pay enough attention to the busi-
ness. I think I am justified in giving the low average given. Has
a good knowledge of the business. Honest, but lacks judgment."
(Efficiency rating 75-i^%.)
"Utterly tactless. Possesses neither the refinement nor the
knowledge of human nature to handle customers. Considers rules
only as subject-matter for argument and herself their sole inter-
preter. Lacks a spirit of co-operation; restive under discipline
and eternally looking for trouble." (Efficiency rating 55y%%.)
Needless to say, this party is no longer in the house.)
"Of very low vitality, but high spirit. Intensely loyal to her
department, but takes a gloomy view of life wliich shows in all her
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THE SALESMAN HIMSELF
dealings. Devoid of cheerfulness and sympathy to such an extent
that she depresses all those in her immediate vicinity. I am sorry
to say I think this department should have some one else better
qualified."
Qualifications for Selling. Having determined the nec-
essary qualifications for selling, and the peculiar fitness of
each applicant for the position occupied, we must next take
up the development of the proper qualifications in each in-
dividual case. These qualifications will tend, first of all,
to make the salesperson acceptable to the majority of cus-
tomers. In other words, his customers should be compli-
mented by having him serve them, because of his unusual
attractiveness in making the right kind of a first impression
and the ideas which he may use subsequently.
What constitutes attractiveness? The qualifications usu-
ally that we admire and wish to imitate— the qualities we
think our friends would like. You know how much more
pleased you are to introduce a man of good appearance to
your intimate friends. You like to come in touch with good-
looking people, and good looks in this case does not mean
personal beauty or regularity of features. You like to be
associated during business transactions with those who are
your equals or betters, either physically or mentally. Any
such likes or dislikes as you may have will probably be pos-
sessed to a greater degree by those you serve.
For this reason and because of your justifiable selfishness,
you cannot afford to be other than the best in mental,
physical and moral make-up. Due to the fact that many
sales and as many promotions are the result of favorable
impressions on those you wish to influence, time spent in
gaining the right sort of personality will not be wasted.
For instance, good clothes are an evidence of success.
The successful man to have become such must be a man
of good judgment. If he agrees with me (the customer),
143
RETAIL SELLING
I must be also equally endowed with common sense. I am
pleased with this deference to my self-esteem, though the
salesman may not have analyzed the impression his apparel
created, further than to think that he attracted favorable
attention.
This does not mean that the salesman should be elaborately
dressed, but rather that his clothes be neat and show a
proper amount of self-regard. His apparel can do much
toward creating confidence in his ability in the mind of the
customer and smooth the way toward an acceptance of his
ideas. Not only should his clothes show care, but his person
should be a model of cleanliness. His nails will be well
manicured, his face cleanly shaven, his linen spotless, and
his shoes glow with the application of the brush and cloth.
His teeth will be free from the discolorations that show
neglect. To make others think well of him he must show
that he thinks enough of himself to watch what may seem
to some unimportant details. Moreover, his carriage should
also show that he is a man worth talking to. This attitude
will spring from thorough self-knowledge. It should not be
egotism, but rather self-confidence.
If your inner consciousness, your intimate knowledge of
self, does not confirm you in the belief that you are worthy
of attention, become so at once. You must not only loiow
your business, but know that you know it. Being self-con-
fident does not mean that you will try to impress the customer
openly with your belief. On the other hand, you should
try to make the customer feel that he is the important one,
but doing so does not necessarily signify that you will fall
in your own estimation. Neither does it mean that j^ou will
indulge in self-approbation to the extent that you cannot
recognize your own faults.
You cannot be too critical of yourself. No one is quite
so much interested in you as you are yourself. No one knows
144
THE SALESMAN HIMSELF
your failings quite so well as you do if you will only admit
them. Try to determine what essential qualities you lack.
Make a list of them and then set about gaining what you
most need.
Self-esteem will do more than merely promote the attrac-
tiveness that comes from the care of the clothes and person.
It will suggest that the salesman cares for his health. The
body is merely the mechanism through which the orders of
the mind may be put in force. As such it needs attention,
the same as any intricate machine would. Run an engine
for days without proper lubrication and proper fuel and see
what happens. Either some part breaks or is worn out.
Every effort one makes destroys tissue. Sleep, nourishing
foods, and vitalizing air are necessary for recuperation. Ex-
ercise is essential for development, especially of those parts
of the body seldom used in regular work.
A brain-worker may secure restful relaxation by indulging
in physical exercise. A man whose duties call for muscular
exertion may find rest and enjoyment in a good book. The
rejuvenating effect of deep breathing may easily be ascer-
tained by taking ten deep breaths every hour during the work-
ing period for a few days. Try it.
For selfish reasons you should not permit any impairment
of your health. You should, by proper care, have a super-
abundance of energy. You should be like the engine, more
powerful than the demands call for, so that no unusual
obstacles will stand in your way. Take the matter of health
seriously. If there are weak points in your physical equip-
ment, make them strong. Whatever you do in correcting
either adverse physical or mental characteristics, do so be-
cause you are helping yourself.
Physique. Health is absolutely essential to success. But
those who are only normally healthy sometimes have neither
the strength nor the endurance that will make possible the ac-
145
RETAIL SELLING
complishment of signal results. If added to health we have
vigor that will enable us to complete our tasks quickly, and
do them well, and the vitality or staying qualities that will
permit exertion when others are exhausted, we have a de-
cided advantage. Negative physical qualities that will
place you at a disadvantage are debility, intemperance, and
illness.
No man can be at his best if his body is out of tune. Some
simple health suggestions have been made before. Further
ones are:
1. Get out in the morning sunshine. Stay out of doors as much
as possible, and when indoors see that there is a plentiful
supply of good air.
2. Take long walks. Not so long as to bring about exhaustion,
however; common sense will teach you when to stop. Take
deep breaths while you are walking.
3. Drink milk — lots of it. If you are troubled with insomnia,
drink a glass of hot milk or eat something before retiring.
The body needs food fuel to keep it running through the
night, old-fashioned health cranks to the contrary. If this does
not bring about the desired effect, tr}' a cold bath with a
brisk rub-down.
4. Do not be too circumscribed in your diet. In moderate quan-
tities almost anything you wish is right. Eating fruit and
eggs is advised, but aside from these two items no definite
rules of diet can be laid down for the use of any particular
individual. If you find that certain things do not agree
with you, you do not need a health expert to tell you to let
them alone.
Relaxation. At regular intervals throughout the day, if
possible, relax. This is especially advisable after unusual
mental or physical exertion. The tension of the muscles
should be removed and the blood allowed to flow to the used
parts of the body. Practise relaxing in the morning before
you arise. You will be surprised at its beneficial effects.
Don't Worry. Be cheerful. Worry kills more men than
146
THE SALESMAN HIMSELF
work. Just ask yourself, "What will I care about this a year
from now?" Worry lowers your vitality and makes you less
fitted for the duties of your position. After all, the things
we worry most about seldom come to pass; and what if they
do? These same things have probably happened to hundreds
of others, and they have withstood the shock.
You can scarcely be worse handicapped than some men
who have made the greatest business successes. Marshall
Field at one time clerked in a country store; John Wana-
maker delivered his first bill of goods in a wheelbarrow.
What others have done you can do. Nothing is impossible
to the man with grit. You are never a failure till you admit
it. Worry only places the goal of success farther away.
Study Yourself. If you cannot convince yourself that
you will gain something worth while you might as well not
try. It does not matter who carries the title of manager in
your establishment. What you gain must come through
your own efforts. We no longer work for people, although we
may work wuth them.
You should be tactful and courteous in serving customers,
because these are marks of good breeding and show that you
have a knowledge of social amenities. Your morals should
be above reproach as an evidence of a degree of self-regard
that will not permit you to lower yourself in your owti esti-
mation by doing amiihing not strictly in accordance with the
dictates of conscience. You will be honest, fair, and just
because it is right to be so. You will be kind and considerate
equally to children and elderly people because you would
want others to treat you or yours with the same degree of
consideration.
You will actually want to be of service to customers be-
cause possessed of the right spirit, that inner something that
makes us want to please those whose good opinion we value.
And we cannot value the good opinion of the customer too
TT 147
RETAIL SELLING
highly. He pays your salary and all other expenses of the
store. This thought Mould suggest doing everything pos-
sible to please patrons, as well as your associates and su-
periors in the business. Find out what they would like, then
do it.
If you have not enough ingenuity to determine the proper
course, ask questions freely. A customer will never resent
your efforts to fulfil his desires. Your employer will ap-
preciate the lo3'alty that will prompt you to seek ways and
means to work in accord with his plans and ideas.
Turn the search-light of introspection on yourself. Scan
your physical characteristics. Try to find ways in which they
may be improved. It ought not to be difficult for any one
to see faults worthy of correction. Eliminate vagaries of
temperament that may be distasteful to j^our patrons. Study
your mind. See if you cannot suggest the development of
some dormant qualities. Make out a list of negative quali-
ties and replace them, one by one, with positive opposites.
Do not use half-way measures. Do not be satisfied with
"lukewarm" honesty that will countenance seemingly un-
important falsehoods. Have the courage to be honest,
"though the heavens fall"! You may not be able to gain
perfection, but keep on striving.
That you may enjoy life to the utmost and be most valu-
able in your profession you should come as near the ideal
man as possible. There are three kinds of men, (a) those
who are merely receptive, take all and give nothing; (6)
those who are productive, take ideas and use them to gain
results ; and (c) those who, in addition to the foregoing, are
creative, and not only use the ideas of others, but work out
plans of their own.
If you belong to the class designated as "a," you should
put forth every possible effort to gain entrance to class "b,"
and from there progress to class "c," the creative. The
148
THE SALESMAN HIMSELF
negative qualities in juxtaposition to the foregoing are (a)
defective; (6) perversive; (c) destructive.
Analysis of Self. The chart shown herewith gives the
qualifications that will characterize the successful man.
They are designated in the proper relation of progression
or retrogression. To make them more plain, plus and minus
signs have been used.
PHYSIQUE:
+ Health, Vigor, Vitality.
— Debility, Intemperance, Illness.
ACTIVITY:
+ Industry, Reliability, Initiative.
— Idleness, Carelessness, Waste.
PLEASURE:
-f Enjoyment, Entertainment, Refinement.
— Depression, Ostentation, Cynicism.
MENTALITY:
+ Intelligence, Education, Originality.
— Ignorance, Pretense, Falsehood.
SOCIETY:
+ Geniality, Hospitality, Love.
— Selfishness, Pride, Malice.
BEAUTY:
+ Good Taste, Skill, Creation.
— Insensibility, Affectation, Defacement.
INCOME:
+ Livelihood, Thrift, Enterprise.
— Shiftlessness, Debt, Theft.
PATRIOTISM:
+ Loyalty, Co-operation, Reform.
— Indifference, Corruption, Anarchy.
That you may have a more definite understanding of the
working of this chart this explanation of the last group is
offered :
Patriotism is not only love of one's country, but also love
of any power that exercises sovereignty over the individual.
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RETAIL S1:LLING
In the case of the salesman patriotism may refer to the firm
by which he is employed.
You can readily realize that one may be passively loyal;
he may not do more than keep his own actions circumscribed
by the bounds of righteousness. If, however, he can add to
this personal loyalty the co-operation of others secured
through his efforts, he has done his employer a worth-while
service. If he were to go further and utilize his own efforts
and those of others in reforming existing conditions, if he
can suggest ways and means of bettering the store and its
services or producing additional profits, he has attained
maximum efficiency in this respect.
Take the negative qualities. Indifference to the welfare
of his firm will surely result in losses for them through loss
of custom or depreciation of stock and fixtures and additional
expense caused by carelessness.
The next step, corruption, will doubtless mean, in this
case, voicing personal grievances against the concern in
the presence of other employees, so that their loyalty may
be impaired, or it may mean advising co-workers "not to
work so hard because it won't be appreciated."
The third step, anarchy, may be responsible for the de-
struction of an employer's property in a spirit of "getting
even" for some fanciful wrong or for encouraging others to
break the rules of the house.
Special Qualifications. In addition to the foregoing gen-
eral qualifications for selling fitness, each department and
each kind of work will have special requirements. Thus
salespeople in candy sections should be of a type who look
cleanly and attractive. In notions, briskness and activity,
usually associated with small people, is desired. In infant's-
wear sections, where mothers may wish advice regarding
apparel for their offspring, active elderly women are some-
times most suitable. The fat man has no place in a shoe
160
THE SALESMAN HIMSELF
department, and the rug or furniture salesman must have a
certain amount of muscle.
Studious book-lovers are best suited for books. Athletic-
looking young men fit into sporting-goods sections. Well-
formed women may be chosen for ready-to-wear departments,
due to the fact that they are often asked to try on garments ;
and so on, throughout each section of the store.
It is suggested that general qualifications be given first
consideration, and that this be followed by outlining very
carefully the needs peculiar to each section of the store,
based on first-hand knowledge.
VIII
KNOWING THE STORE AND THE MERCHANDISE
"That's not my business," said a salesman, when noticing a
pile of goods from another section lying on the floor in the stock-
room and becoming soiled and unsalable.
"Those people in the accounting-office don't know anything,"
said another to an aggrieved customer who came to the counter to
complain about a mistake in her bill.
"Yes, I'll send it down to the dehvery-room immediately, but I
can't promise you will get it on time, they are so careless."
"Yes" (speaking to another salesperson), "I bought these at
's. They never have anything in our shoe department that
I want."
To a customer: " They certainly do work us hard here. I don't
believe I can stand it much longer."
To a friend: " I saw the loveliest garments in 's window this
morning, and so reasonable, too."
The foregoing are actual instances. Those guilty did not
realize the harm done to the business which provided them
with a livelihood. They did not realize that the success of
the salesman and that of the store are linked inseparably, and
that the business must prosper if it is to offer in the future
the opportunities the salesman hopes for. It must gain
steadily if new jobs are to materialize.
The Salesman Is the Store. The salesman who does not
realize that in working for the store he is w'orking for him-
self must get a new viewpoint. Inversely, if he works
against the store in which he is employed he is working
1.52
KNOWING HIS MERCHANDISE
against himself, as is every other employee who does not do
his best.
An old adage says that one rotten apple in a barrel will
soon spoil all the others. This is just as true of business.
One salesman who does things that are not sanctioned by
the firm will be imitated by the others, to the considerable
detriment of the entire body. If one cares naught for him-
self he should at least refrain from doing wrong, because of
the example set by his actions.
Proper conduct and co-operation should come as a result
of a clear understanding that each salesman is working for
the store as a whole and not for one department alone. This
being true, it is advisable for him to learn as much about
the store as possible, so that he may best carry out the wishes
of the firm and, further, so that he may be sufficiently well
informed to answer questions intelligently.
The Rules of the Store. The salesman should be thorough-
ly conversant with all rules in operation. He should know
them not only in letter, but in spirit as well, so that when
exceptions occur he may act wisely. He should realize that
these rules have been formulated not because of desire on the
part of any one to dictate, but because they offer a short
cut to success ; because they put him immediately in touch
with the best way of doing things as determined by the ex-
perience of the management of that particular store.
Therefore he should make up his mind to obey the rules.
Not always will he understand them and feel they are en-
tirely necessary. However, there was some reason for
making the same, and a rule that might be unnecessary in
his particular case must be made for the others. The guilty
and innocent must share alike in the case where a large
number are employed. Until such time as a rule proves
wrong it is his duty to obey.
The salesman should know what is going on around him
153
RETAIL SELLING
in the store and study out ways and means of improvement.
He should place himself in the position of the "boss."
Would you stand for careless handling or ignorance of the
stock, lack of attention to work, for waste of time and ma-
terials, or for untactful dealing with your customers if you
were boss?
The Customs of the Store. Further, he should know the
customs and traditions of the business. A study of its his-
tory and gro^vth will be valuable as pointing out why cer-
tain things are done in a certain way. He will know the rea-
son back of the store's policies, with which, of course, he
must be conversant.
He should know which lines of goods the firm or his de-
partment manager wishes pushed and exert himself to carry
out their desires. A certain line of goods in a department
may be "slow sellers," for no matter how careful the depart-
ment buyer may be, such cases are bound to develop. If
left unsold it is necessary to mark down, resulting in loss to
the department. The salesman should show not only the
goods that appeal to him, but also show others, for there is a
fascination in a piece of goods that appeals to one person
that might not appeal to another. Certain lines carry greater
profits. The department is only one small part of the whole
organization whose purpose is to make profits.
Such preference may mean extra profit, giving the public
unusual values, or trying in each case to sell better goods
than those inquired for. It is good policy to show the better
qualities of merchandise. It is complimentary to the cus-
tomer, and often results in the purchasing of higher-priced
goods. Statistics show that more people are buying higher
grade articles each year. The customer of the rural dis-
trict to-day pays full}^ 50% more for articles of apparel than
he did a few years back.
In any event, the salesman should acquaint himself with
154
KNOWING HIS MERCHANDISE
the wishes of his superiors, and, like a good soldier, carry
them out with military exactness. He should know the
routine of the entire store: When deliveries go and where;
what becomes of the sales-checks he makes out; what hap-
pens to goods bought by the firm as they come into the
store. He should know many general things in connection
with the business, such as :
(a) What is its standing in the community.
(6) How does it compare with similar establishments.
It is the duty of the salesman to learn how the store he is
serving compares with the other stores of the locality, not
only as to class of customers, but also as to the quality of
goods, delivery system, and general service. The wide-
awake, open-minded salesperson has little difficulty in be-
coming well informed along these lines.
(c) What unusual buying or selling facilities has it that tend to
make it pre-eminent.
Certain stores send their department buyers to the cities
on buying trips in order to give their customers the benefit
of the newest things that the market has to offer, while
others must content themselves by purchasing from the small
line of the salesman who may make the town once, twice, or
three times a year. The mere fact that the goods are picked
out right at the market has a great influence on the opinion
of the purchaser, he feeling that it is the up-to-the-minute
goods.
(d) What are the activities of factors contributory to selling;
as the credit office, the adjustment bureau, the delivery,
the telephone service, etc.
The salesperson should be well informed on these matters
in order to impart such knowledge to the customer, should
155
RETAIL SELLING
he be asked for information. Your delivery system may be
much more accurate or certain than that of one of the other
stores; your store may be more willing to make adjustments
and exchanges than some of the others are, or you may
maintain an order department by telephone for the conve-
nience of customers. The salesman in the largest store
should and can have just as much general knowledge con-
cerning the business if he will intelligently and persistently
ask questions. Whenever anything occurs which show^s this
supply of knowledge is deficient, he should immediately as-
certain the facts lacking.
The Necessity of Knowing about Other Departments.
Many salesmen confine their attention to one department,
and so are never well enough informed to accept bet-
ter positions requiring general knowledge. "Where is the
lace that is on sale?" asked a customer in a store recently.
"I'm sure I don't know% madam," the salesman was obliged
to confess. The night before, the advertising had stated
that this lace sale was one of the store's big events, that it
marked an epoch in merchandizing, etc.
The inquirer rightly concluded that the sale could not be
of much importance if the salesmen, those who had a chance
to get "behind the scenes," did not know about it. She
not only left the store without buying, but in the future dis-
credited the advertising of that store, infecting others with
her disbelief. Advertising alone will not sell goods. It is
simply a means of interesting the people in what is on sale.
It is the duty of the salesperson to begin where the advertis-
ing left off; he must, with enthusiasm, show what goods are
advertised; be able, upon being asked regarding a certain
advertised article, to state at once just the talking-points of
the commodity. This alertness on the part of the sales-
person in knowing just what is advertised, the price at which
it is to be sold, and the price at which it was previously sold,
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KNOWING HIS MERCHANDISE
immediately suggests to the purchaser that the salesman is
well up on the line and inspires confidence in his word and
ability.
It is difficult to estimate the amount of money lost to the
store in this one instance, because the salesman did not
know. True, certain stores require salesmen to read all of
the advertising and sign it, showing that it has been read,
but often this reading is little more than a glance. Further,
no salesman should be so unmindful of the welfare of the
store with which he is connected that supervision will be
necessary to get him to read the advertising.
The Voice of the Store. He must know what the voice
of the store says, what it tells the public, so that he may
"back up" any claims honestly made. He ought to study
the firm's advertising conscientiously, because advertised
goods sell easiest (being half sold by printer's ink when the
customer comes in).
It is not enough that he should know about advertising
and special sales so that he may answer questions. He
should use his knowledge in suggesting these other depart-
ments to those with whom he comes in contact. He should
help every department in the house, believing that his
efforts will be reciprocated.
Further, he should, whenever possible, learn of arrivals of
new or unusual things in other departments, and in a general
way should know about the regular stocks in every section.
This should be true especially of those lines closely related to
his own. If his stock happens to be dress-goods, he should
know the trimming and lining stocks.
General Information Regarding the Store. There will be
many opportunities through this knowledge to increase the
business of the store. The real salesman will know the loca-
tion of every stock in the store so as to avoid misdirecting
customers and so as to be able to tell those who hesitate
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RETAIL SELLING
about going to another department how easy it is to get there.
He should know the location and in a general way much
about the rest-rooms, public telephones, and other store con-
veniences for customers.
He should know as many of the employees of the store as
possible in all divisions and impress each one favorably, that
he may have the assistance of any in the future should he
require it. He should know all about his particular section,
the lines kept there, the requirements of his job, and the
schedule of his duties.
He should ever seek to learn those things which the man-
agement has to consider; as, if he is one of the right stamp,
he is a manager in embryo. Further, he can, when this in-
formation is gained, make many practical suggestions to the
management, which will serve the double purpose of helping
to build business for the store and of advertising his ideas
and ability to those who have greatest influence over his
promotion.
The Knowledge of Store Routine. He should know all
of the mechanical details of selling, as stock-keeping, making
out sales-checks and forms, etc. There are many different
kinds of transactions in the average store and each of these
must be handled in a different way.
The following list of transactions is from one large store:
1. C. 0. D. (Collect on Delivery).
2. Paid taken.
3. Paid sent.
4. Charge taken.
5. Charge sent.
6. Charged to one address and sent to another.
7. Even exchange.
8. Uneven exchange.
9. Discount.
10. C. O. D. deposit.
1 1 . Credit to cover.
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KNOWING HIS MERCHANDISE
12. Special delivery.
13. Employee's purchase taken and charged.
14. Employee's purchase charged and sent to the door.
15. Employee's purchase charged and sent home.
16. Employee's purchase paid.
17. C. O. D. driver accept check.
18. Part cash and part paid.
19. Inclosed packages.
20. Transfer taken.
21. Transfer sent.
22. L. 0. G. (Ladies' own goods.)
23. Future delivery.
24. Memo, charge.
There are many cases when the salesman's checks must be
vouched for by some one else, require the signature of an
executive. Some of these transactions are listed here :
1. Price correct.
2. Omit check.
3. Special delivery.
4. Future date.
5. As is.
6. C. 0. D. exchanges.
7. Charged to one, another taking.
8. Charged to one address, sent to another.
9. Part delivered on sent check.
10. Charged and taken, over $10.00.
11. Deposits.
12. Delivered, paid, or charged.
13. New delivered, old sent.
14. See paid credits.
15. L. 0. G.
16. Sent or taken with L. 0. G.
17. Special orders, original and duplicate.
18. Accept check C. 0. D.
19. Discounts.
20. Inside price.
21. Holding checks.
22. Measure or quantity correct.
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23. Don't unpack.
24. Inclosures.
25. Accommodations.
26. Exchanges.
27. Paid and charge credits.
28. Refunds.
29. Paid with bank checks.
30. Permit selection C. O. D.
31. Missing or void checks.
32. Use of more than one check on same transaction.
33. See deposits.
Special Information the Salesman Should Have. Among
the problems which should claim the attention of the sales-
man are the following :
(a) Present tendencies regarding styles and prices in the goods he
handles.
The buyer of suits, cloaks, and ready-to-wear articles must
at all times be informed as to changing styles in order to pre-
vent an over-stock on styles "of a season," which, after the
fad has passed, must of necessity be sold at a great sacrifice.
He must be posted as to the general market conditions af-
fecting his goods, both in the finished garment and in the
products that are used in the manufacture of the article.
(6) Are his wares going out of fashion? Becoming scarce and ex-
pensive, or going down in price?
What are the general and specific business conditions among
industries from which his customers get the money they
may spend in the store?
The industrial conditions of the community in which the
store is located must be thoroughly understood. If business
conditions are good in general the natural result is that
people will spend their money for more than mere necessi-
ties, while during periods of depression only the necessary
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KNOWING HIS MERCHANDISE
expenditures are made. The store is no larger than the com-
munity which it serves, and the general condition of the sur-
rounding territory has its effect upon the business of the store.
(c) The present condition of his stock. Is it clean, well assorted,
up to date and desirable in every way?
Is there much inactive merchandise, many "slow sellers"?
What prices sell best, and why?
Is the tendency toward "trading up" — i. e., selling a con-
stantly enlarging amount of more expensive goods?
Are certain things not now in stock needed?
Is there too much of certain kinds of stock, and what and why?
It is the duty of each and every salesperson to be well
posted as to the general condition of his stock, and in gen-
eral to know the approximate amount of stock, etc. If
there are slow sellers, those are the articles that should be
"pushed," for the new goods sell far more readily.
(d) The mental, moral, and physical conditions of others in his
department. What can he do to help each individual so
that the store and the department may be benefited ulti-
mately?
It may be seen that the task of acquiring essential knowl-
edge for superior selling is not an easy one nor one momentary
in nature. Instead, it requires hard work and continued
effort.
General Information. Every salesman should read the
newspapers and be well informed on topics of the day.
Having this knowledge will enable him to arrive at a com-
mon point of interest when conversing with customers and
often help him to ride safely over dangerous shoals in sales.
If Mrs. Brown, who gave a bridge party the night before, stops
at his counter, a tactful reference to that event will be sure to
please her.
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RETAIL SELLING
When Mr. Jones moves into a new liouse, a notation of that fact
sent to the house-furnishing departments may mean additional
sales for the store.
Mr. Smith stops to buy shirts and is congratulated on being the
father of a new arrival on earth. Smith is delighted that things
so dear to him are known to the salesman.
Mrs. Thompson, on giving her address for a send-parcel, is
apprised of the fact that the salesman knows she has just taken
up residence in the city and is proud that she has favored the store
with a visit.
Condolence is offered to farmer Olson, whose barn burned the
other night.
Congratulations are offered to Mrs. Johnson, whose daughter
just graduated from high school.
An inquiry is made regarding the health of Mr. Smythe, who is
making a necessary visit to the store during his convalescence.
Or, the salesman exhibits a more than usual intimate knowledge
of the customer's business, commends him for its progress, sympa-
thizes with him regarding its duties and cares.
In a word, the salesman should be so well informed gen-
erally that he can talk intelligently about the things in which
the customer is interested. If this is possible the customer
is sure to be interested in him and in what he says.
Interest is reciprocal. We must give it to get it. Any
efforts expended in the direction suggested will more than
repay the salesman for the time spent. The real salesman
to-day knows his business first of all, but in addition knows
those things which his customers wish him to know, and
realizes that the knowledge is a royal road to their favor.
Knowing the Merchandise.
"Is this all linen?" inquired the customer.
"I believe it is, madam," replied the salesman.
"But don't you know?" said the customer, with some
show of anger. The salesman, obliged to confess his lack of
knowledge, naturally lost the sale.
A thorough knowledge of the goods he is handling will en-
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KNOWING HIS MERCHANDISE
able any salesman to far outshine those less diligent in the
search for facts. What he knows will help him to explain
goods more clearly and forcefully, to advise customers cor-
rectly in helping them to choose, and to overcome objections
that may be expressed by word or action. Further, exten-
sive knowledge will enable the salesman to reclaim any sales
seemingly lost by bringing up further arguments and ad-
vancing points not mentioned before.
The thoroughly posted salesman need never lack for selling
ammunition. Often he turns what seems to be a disadvantage
into an advantage.
"Is this all wool?" the customer inquires.
"No, madam, it is not," replies the wide-awake salesman,
"but the small percentage of cotton gives it a greater ten-
sile strength, and it will wear longer than all wool."
The Salesman an Expert Adviser. To advise customers
intelligently in the selection of merchandise one must under-
stand their desires and the means of fulfilment. Desires
are usually dictated by selfish interests. Goods to sell readily
must supply definite wants, and the salesman, to be success-
ful, must be able to determine the fitness of his goods for
the purposes required. For instance, a customer might
want shoes for wear during a hunting trip, and the sale be
more readily consummated by showing him how the shoes
to be sold will supply his needs. The problem of learning
all details in connection with any line of goods is no small
one. Yet, if one seeks to be the expert adviser a salesman
should be, such knowledge is essential. The skilled salesman
is not the man who is willing to sell only the goods that are
asked for and desired. Salesmanship is not the ability to sell
goods desired, but to create a desire for goods and bring
about a sale. The one who is well posted as to styles, quali-
ties, color schemes, etc., is the one who is being "waited for"
by a steady clientele. He should make a study of every
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possible phase of his Hue in order to l)e in a position to make
suggestions to his customer. In a small city in the North-
west the greater part of the purchase of dress goods is made
at one store. Perhaps this is not because the quality of the
goods is any better, but simply because the salesman in
charge of the stock has made it a point to be well posted as to
style, trimmings, and even as to the way in which the garment
should be designed. Customers satisfied are sure to return
to you when they are in need of goods.
Knowledge Inspires Confidence. First of all, the influ-
ence of recognized knowledge in securing the confidence of
the customer is decidedly valuable. Our belief in statements
is ordinarily measured by our faith in the one who makes
them. If the salesman can show that he knows his subject
fully, by stating facts of which the customer is cognizant,
the customer will be more ready to accept statements of un-
known facts. Knowing the goods thoroughly will also mean
that the salesman will be more enthusiastic over what they
will do for the customer, and can in a measure transmit this
enthusiasm to the customer, and thereby create a desire for
the goods. Moreover, a thorough miderstanding of the
qualifications of the goods will enable the salesman to better
judge of their suitability to the uses of the customer. In his
capacity as expert adviser he should know all that is possible
about his particular line.
This is an age when the customer comes well informed, and
it is necessary that the salesman be in a position not only to
further the knowledge of his customer, but also to compare
his own line with other lines, pointing out the superiority
of his goods as to serviceability and distinction, without
disparaging in any way those of his competitor.
Two or more stores may handle goods of the same quality
and price. Perhaps the store that is the more convenient is
not the one where Mrs. Blank may shop, but she goes to the
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KNOWING HIS MERCHANDISE
inconvenience of greater distance, not because the goods are
of better quality, but simply because there is an atmosphere
about the store — their manner of doing business and the
courtesy and willingness on the part of the salespeople —
that makes shopping a real pleasure. It is this atmosphere
that consummates the trade.
How to Learn the Line. There are manj?^ sources from
which an ambitious salesman may draw the detailed informa-
tion required. The department buyer, coming in contact
with the manufacturer's representative, is in a position to
learn of the process of manufacture and the products used
in the finished article. Assistant buyers, also, are usually
well informed and can help the salesman.
His superiors, the traveling representatives of the manufac-
turer or wholesaler, technical books and periodicals, people
who have used the articles, and a careful examination of
the goods themselves, will prove valuable sources of knowl-
edge. Many manufacturers are realizing their obligation to
assist the merchant and his assistants in learning about the
merchandise, through specially prepared booklets. Some
even go so far as to conduct correspondence courses, for which
only a nominal charge is made. The advertisements of
manufacturers should also be carefully perused, as they
usually give reasons for purchase that the salesman may use
in his work. This investigation should also cover similar
lines handled by competitive stores, so that the salesman may
discover and be able to tell the customer why his goods are
best. This search for understanding will be intensely inter-
esting and will invest the goods with new attractiveness.
As a suggestion of the possible knowledge to be gained by
study of any line we mention the following:
Quality. Is the article desirable, and if so, why?
The desirability of the article should be thoroughly studied
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from every possible angle. The salesman should not study
it from the point of view of the salesperson. He should place
himself in the position of the purchaser and ask himself:
Why is the article particularly desirable to him?
Are any special processes of manufacture responsible for
durability?
Is it made of better material?
Is it the result of expert workmanship?
Special processes of manufacture render the finished com-
modity of greater or less value. For instance, leather for
dressed-kid gloves is subjected to a special method of tanning,
by which, under the influence of heat and treatment with a
mixture of flour, eggs, and alum, the material is worked up
until it is rendered soft and flexible. Other methods of
tanning are much less expensive, but the kid in the finished
product lacks the softness and wearing qualities.
Is it inspected or tested for flaws?
Many of the large manufacturers, and likewise many re-
tail establishments, maintain laboratories for the testing of
various commodities before they are presented to the pub-
lic — testing for quality, etc., sorting out into firsts and sec-
onds.
Is it guaranteed?
It is well to remember that if articles are guaranteed there
is always some reason for this guarantee. The trunk manu-
facturer who guarantees his trunk for a period of five years
naturally puts in a much better quality of material than the
manufacturer who is able to put a guarantee of only one
year upon his article. The various qualities of trunks or
other commodities, carrying with them a guarantee, should
be thoroughly studied in order to talk their selling-points.
Is it too light or too heavy in weight for the purpose the
customer has in mind?
The salesman should endeavor at all times to grasp an
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KNOWING ins MERCHANDISE
idea of the use of the goods which are inquired for in order to
be in a position to decide whether or not the goods are of
too heavy or too light a weight. The customer who buys
goods and, after expending both time and money in the use
of same, finds that it is either too heavy or too light for
the purpose which it is to be used for, will seldom return to
the department or store. The dissatisfied customer means
practically a lost one.
Is it made by hand, or is any extra care shown in its manu-
facture?
Where did the raw material come from, and why is it
especially suited to the needs it is to supply?
Will it decay, fade, warp, rust, or in any way become less
valuable in service?
Does it possess any characteristic of beauty?
There are many more questions that might be asked by
the possible patron with reference to quality. The sales-
man should try to determine what these might be, so that
he may have the answers ready should occasion arise. For
instance, in the event that foods are being sold, their in-
gredients, the method of preparation, their healthfulness and
palatableness, may well be the bases of research.
Style. Style often recommends the purchase of merchan-
dise which would not be bought solely because of its utility.
The article may have fashion features that make it ex-
tremely desirable. The salesman should determine just
what these are, and make use of them in serving his cus-
tomers. If, aside from the style element, the article is at-
tractive, such facts will furnish the right sort of selling
s^jimunition.
Is it to appeal to other senses than sight?
Can you smell it or taste it?
Has it an element of comfort or pleasure?
Will the customer enjoy owning and using it, and why?
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Try to obtain definite facts. To say that the article is beau-
tiful does not mean as much as to show how it is beautiful,
and before the salesman can give these ideas to his customer
he must first have them himself. The observing salesman
never misses an opportunity of grasping new ideas and
offering them to his customer. For instance, one in the dress-
fabrics department should be posted not only upon his own
line, but upon those lines that go to make up the finished
garment. He might suggest, after making a sale of a certain
piece of goods, that a certain trimming would greatl}^ add
to its beauty. The average customer, when tactfully ap-
proached, is very willing to accept suggestions, especially
when the suggestions are such as to enhance the style of the
finished garment.
If owning the article would save the purchaser either time,
effort, or money, be sure to see that your prospect finds it
out.
Is it low in price, considering quality, and why?
If it is high-priced, what may be said in defense of its
price? Sometimes the expensive things are least expensive
in the long run. A thorough knowledge of quality will en-
able the salesman to show why the high price is necessary.
The biographies of many successful men prove that much of
their success was due to a full understanding of the things
that they were selling. You cannot know too much about the
goods. You cannot be too well informed to meet the vary-
ing demands of the public.
Talk with people who have used the article, if possible, and
get the benefit of their experience. Talk with those who
for some reason have made a particular study of the article
and its adaptability to certain uses. Read all available
matter, get in touch with every source of information pos-
sible, and make the knowledge obtained yours.
System in Handling Goods. The first thing a salesman
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KNOWING HIS MERCHANDISE
should do on entering a store or department with which he
is not familiar is to find out what is in stock, and where
everything is. It will not do to wait until the customer comes
in to look for things asked for. When an inquiry is made
the salesman should be able to find what is inquired for at
once. When it is necessary for a salesman to look for an
article in stock it immediately suggests a lack of familiarity
with the line and tends at once to lessen the confidence the
purchaser might have in the salesman. The customer en-
tering a department is always more favorably impressed by
the salesman who, upon being asked for a certain commodity,
turns to it at once. The salesman should not at any time
show a tendency toward forcing the customer to decide
quickly, but at the same time he should remember that time
is money, and that if his sales total at the end of the day is
to be satisfactory each hour must produce its quota. Time
spent in studying the stock will pay in increased sales for
the salesman and the store.
The Human- Interest Appeal. Take an ordinary comb,
for instance. An investigation of its history will reveal many
interesting things. The first combs were doubtless made from
the branches of thorn-trees. Excavators in searching for
relics found in a tomb of the stone age a comb made of the
withes of the yew-tree, tied together with sinews of animals.
From the ruins of ancient Troy wonderfully ornate combs
have been recovered. Coming down to modern times, we
find the hard-rubber comb and combs made of galaith, a
product made out of milk.
Take the oriental rug. Its weird patterns may picture
the tragedies of a human life if we could but read them. It
may be that this bit of floor-covering has occupied a place
of honor in an eastern temple, and that its gloss is the result
of the tread of sandaled Mohammedans.
The rearing of silkworms was kept a secret by the Chinese
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RETAIL SELLING
for two thousand years. For twenty-four centuries silk
was woven only for royal raiment. Aside from historical
associations, many practical things concerning the goods
may be determined by investigation. We may learn that
"spun silk" is from the outside of the cocoon, that linen
fiber is from the flax stalk, that a lime bath is used to
remove the hair from skins to be used for gloves,. that
grass-bleached linens are best because not treated with acids,
that the sheen of cottons is sometimes produced by pass-
ing through a flame which may lessen tensile strength,
that "moire" effects are obtained by passing fabrics over
heated rollers, that silks are "loaded" with metallic salts to
give them greater "body," that the fleece on the surface of
outing flannels is produced by certain processes that do not
make for greater durability, that the luster of mercerized
goods is produced by putting it through a solution of caustic
soda, etc. Knowing these things will help the salesman to
talk intelligently regarding his goods and may serve to show
where his lines are commendable.
Selecting the Interesting Facts. There are so many in-
teresting things to be learned about merchandise that the
subject need never lose its interest. However, all study
should be based on commercial needs first. No customer
would want to listen to a lecture on the cultivation, ginning,
and bleaching of cotton. She is interested in knowing about
its serviceability and wearing qualities.
No real salesman would attempt to describe all the vari-
ous grades of wool and the handling of other raw materi-
als in selling a woman's suit. Instead, he would probably
call attention to its style features, its form-fitting quali-
ties, its durable lining, the fact that it is double-sewed with
silk to prevent ripping, and made of pre-shrunk fabric so as
to retain its shape when exposed to the elements.
While the salesman should never talk as if he knew more
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KNOWING HIS MERCHANDISE
than the customer, he should be so well prepared that no
question might be asked which he could not answer immedi-
ately. Moreover, he should base what he says on facts, so
that he may be positive in his statements. He should know
which are the points of greatest importance, the points in
which the goods excel other articles. Without this knowl-
edge he has little right to pose as an expert adviser. Fur-
ther, few wants can be created by telling the customer what
he already knows.
Genuine service is the only sort that makes a customer
feel that this store is the only store to shop in, and only
can we create this feeling by giving genuine service — ^making
each and every customer feel as though they were the first
and best customer of the day. "Courtesy suggests courtes3^"
Knowledge of Goods in Stock. Due to the constant
movement of goods, only regular inspection of stock will en-
able the salesman to keep posted. This should be done
daily so that he may avoid interesting a customer in some-
thing he cannot supply. He should be able to notify his
superior when stocks are running low and when there is
danger that sales may be lost because goods are not at hand
when wanted. The salesman must have a thorough knowl-
edge of his stock; the location and quality; what goods are
in stock, and when certain lines are exhausted. Upon being
asked for a certain article, he should be able to turn immedi-
ately to the fixture and produce the desired goods.
It is very essential that he loiow the character, quality,
and value of his merchandise in order to "talk his own line"
in comparison with others. Exaggeration should never enter
into the sale of goods, for it not only destroj'^s the belief of
the customer in his ability, but immediately marks him as
insincere. Be sure, before interesting a customer in a cer-
tain commodity, that you can supply exactly the desire you
have created. Confidence in oneself stimulates confidence
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RETAIL SELLING
in you by others. Knowledge of stock inspires self-con-
fidence.
Regarding the stock as a whole, he should also know:
(o) Where the goods are, so that he may find them immediately
and save time for himself and for the customer.
(b) Which lines sell best and which show a tendency toward slow-
ness.
(c) How long each article has been in stock, so that he may, in
the interests of the department, sell those things which
arrived first.
{d) Which lines the buyer wishes "pushed," either because of
greater profit or for other reasons,
(e) The stock as a whole, regarding price, size, or color.
In addition he should know the specific qualifications of
each article.
(a) Why it was made. What it is to be used for.
(6) Where it was made. Is it up to date in style, has any saving
been effected b}^ its manufacture during dull seasons, etc.?
(c) How was it made? Are there any processes of manufacture
that make it particularly desirable, etc.?
{(l) What is it made of? Do the raw materials used especially
recommend it, and why?
(e) What will it do? Beautify, protect, nourish; be durable,
comfortable or convenient?
Usefulness of the Goods. In most cases goods are bought
with the expectation of use. To be able to describe fully
and clearly the usefulness of an article is to make it more
valuable to the customer. Before an individual can be in-
duced to spend money for merchandise he must be convinced
that the goods are worth more to him than their cost — that
in some way he is going to benefit by the transaction. It
should be the aim of the salesman at all times to show how
his goods will fit the needs of his customer. Salesmanship
begins to exert its influence most when the salesman describes
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KNOWING HIS MERCHANDISE
the merchandise. If he can tell what gives it its money value
he is assured of success in the majority of cases.
Price of Articles. It is the salesman's duty to see that all
goods are plainly marked, so that there may be no question
about price. The salesman should know the price of every-
thing in stock. To omit this is to trust to memory — which
is not alwaj's to be relied upon. This information, coupled
■wdth the understanding that nothing is high-priced, because
unusual qualifications justify the higher figure, will admira-
bly equip any one for efficient seUing.
Where to Get Merchandise Knowledge.
(a) From the goods themselves. Look over j'our wares much as
a customer might. Imagine that you are buj'ing the goods
yourself, and consider them from this standpoint.
(b) Ask your fellow-salesmen or listen to their descriptions of the
goods to customers.
(c) Consult the man who bought the goods. He is a speciaUst
and can give you many valuable pointers that will be of
material assistance in selling.
(d) Speak to the manager and other executives about your goods.
Get their opinions and the benefit of their experiences
gained through actual use.
(c) Consult the salesman who sold the goods to the house, if that
is possible. Tell him frankly that you want to know all
about his lines and ask him to supply additional information
that he may not now have.
(/) Write to the manufacturer. Get all of his "Dealer-co-opera-
tion" literature and study it thoroughly. If he conducts a
correspondence course or issues a magazine regarding his
merchandise, use it.
(g) Read trade papers dealing with your lines, advertising pages
and all. Write them for additional information.
(h) Read the advertisements in current magazines and news-
papers. This space is often expensive and usually contains
the important essentials regarding the goods.
(i) Go to the public hbrary. You will find a vast fund of informa-
tion there and be able to learn many things the average
salesman does not know. Consult the encyclopedia.
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0) Read the fashion magazines and fashion pages in the daily
newspapers. It is from this source that many of the cus-
tomers gain their information on which to base inquiries.
This knowledge ought to be at your "finger-tips." You
ought to know all that the customer knows — and more.
(k) Know what other stores in your locality are showing in lines
similar to your own. Keep in close touch with their stocks
so as to learn from their successes and failures.
Get the habit of asking questions. Take advantage of the ex-
perience and research of others. Sometimes the results of
years of study are told in a few words. Be a specialist so
far as your lines are concerned. This is the day of special-
izing. Know more about your goods than any one else,
and see how easy selling becomes.
IX
STUDYING THE CUSTOMER
It is frequently said we need most to be reminded of the
things which should be the most obvious. If that be so, it
is well to remark at once that a satisfied customer is the best
advertisement for any store. A business can survive only
through a sufficient volume of steady patronage, and this can
be secured only by pleasing the majority of patrons. Were
merchants able to tell accurately the likes and dislikes of
every customer, there would be no retail failures, no need
for advertising or window displays to attract new patrons,
and many of the costs of business could be eliminated.
However, all people are different in certain respects, and
it would be impossible to recommend any methods which
would result in a sale every time. All that may be hoped
for is to suggest methods which will be successful in most
cases, or in so many cases that their use is justified.
This is especially true with customers whose peculiarities
cannot be known to the salespeople because of lack of
acquaintance.
When we come to know people intimately, we can come
nearer pleasing them in every instance, but it will, doubt-
less, remain true that even in the smallest hamlet many cus-
tomers will not be known intimately, at least, by all sales-
people. For that reason, first consideration of selling will
be based upon instincts and emotions or characteristics
common to all people. The supreme test of all selling service
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RETAIL SELLING
must be in answer to tiie question, "Do customers usu-
ally like this method?"
The Instinct of Self-preservation, Who would question
the common existence of an instinct of self-preservation? It
is one of the traits with which all are endowed by nature.
It is the instinct which inspires the bee and the ant in frantic
efforts to lay aside subsistence for the future. It is that
which causes a person to hold up his hands to ward off a
blow without realizing what he is doing.
The Instinct of Possession. This makes all want to own
things. It is largely responsible for purchases. It is one of
the fundamentals, from which has outgrown the liberal re-
turn and exchange policies regarding goods sold, for no
merchant wants goods sent back, because of the expense of
additional delivery, lost sales when goods are out of stock for
a certain time, added cost necessitated by the efforts to sell
again, and further loss from merchandise brought back in
unsalable condition. Still, stores pursue their liberal policy
because the instinct of possession tempts the purchaser to
retain the goods, once she has had them.
For instance, a rug is sent on approval. As soon as it
arrives at the home, it is placed on the floor, the furniture
rearranged, and the effect noted with considerable satisfac-
tion. Once this rug has been in the possession of the custom-
er, its surrender would seem a distinct loss.
Many probable sales are successfully concluded because
the customer wishes to hold the merchandise she has. Hence
the seeming philanthropy of the retail store, and the often
generous policy of sending goods with the understanding
that they may be returned without question. The woman
who is in need of one waist has three sent, to make selection
at home. In such cases, the possession of the goods tempts
her to keep two, or even three, instead of one.
This instinct has been found to influence so many sales
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STUDYING THE CUSTOMER
that it is still a generally accepted practice by the best
stores, in spite of the recent agitation seeking to restrict
returns. Naturally, customers might be expected to take
advantage of a store's liberality in this respect, but a recent
investigation in one store showed that the loss was so small
as to be scarcely worthy of notice.
The Instinct of Companionship. This is responsible for
the purchase of most articles intended to be beautifying in
their effect. We want others to like us and to seek our
society. We want to be attired so as to be admired. We
instinctively seek the presence of others Just as animals
travel in herds, and birds flock together. Statements re-
garding the becomingness of garments, mental pictures of
the admiration certain to result from donning this suit or hat,
are effective selling arguments. No one doubts the exist-
ence of this common trait and its effect upon all lines of
goods. The only essentials of life are food, clothing, and
shelter, yet how much beyond actual necessity have we gone
in supplying the wants of humankind !
The Instinct of Vanity. This induces people to wear
furs in midsummer, or to go lightly clad on bleak days.
We wear kid gloves on sweltering days largely for this reason,
and not, as might be presumed, to keep our hands warm.
Carpet slippers are much more comfortable than high-
heeled, patent-leather dancing-pumps, but milady insists on
modishness, and footwear that will, if possible, make her
feet look smaller than they really are. Dainty appearance
in shoes is often of more importance in selling than durabil-
ity. Illustrations innumerable could be offered, but they
would only serve to prove an established fact — that all
people are vain, that all are susceptible to tactful flattery.
When a saleswoman induces a customer to try on a coat,
and then, stepping back a few paces, admires it, she appeals
to the woman's vanity most effectively.
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The Instinct of Imitation, It is this that makes us imi-
tate those above us in social station. We are all natural
imitators. Stand on the corner a few minutes and stare at
the sky. Immediately you will find a crowd al)out 3'ou
doing likewise. Say "Good morning" to your friends, some
afternoon, and note that the majority respond ^vith the
same words.
Note the effect of testimonials in advertising, as, for
instance, patent medicines. Without imitation many quack
nostrums would find no market. Without our natural tend-
ency to imitate and to take many things on faith, instead
of troubling to investigate, selling would be much more
difficult. The reason people buy more readily in a crowd is
because of this instinct of imitation.
When we see an advertisement of a set of books stating
that a bank president is one of the purchasers, we are influ-
enced because we trust in his intelligence and judgment, and,
further, we like to own things that he does.
Various Other Instincts. Curiosity is another natural
characteristic. Shrouding certain merchandise with an air
of mystery may serve to make it more attractive.
The parental instinct, or love of children, is common to
all. The most confirmed bachelor likes children and the
things which typify childhood.
The instincts of hunting and building have, doubtless, come
to us from the earliest times. The search for bargains is one
demonstration of the existence of the first instinct. People
do like to look through collections of merchandise, as on
special aisle tables, for things wanted. The sale of knock-
down furniture, portable houses, and other things that need
to be put together shows that we still like to construct.
The Emotion of Fear. This is an outgrowi-h of the in-
stinct of self-preservation. It is apparent in many sales.
Purchases are often delayed because the customer fears she
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STUDYING THE CUSTOMER
will regret later. Fear is responsible for most of the objec-
tions made in buying. It is not that we do not want the
article offered, but rather, that we are afraid we might be
sorry if we bought.
The Traits of Customers. Intuition and practice will do
most for the salesman in judging the people with whom he
comes in contact. In doing this he should look for the
good traits, as every person is possessed of some. Even the
crankiest person is usually liked by his dog, and there is a
way to the favor of every one, if the salesman can but find it.
The traits common to children are also found in grown-
ups. What adult does not enjoy a visit to a toy section at
holiday time? Who does not wish, watching a children's
playroom, that he might join in the sport? Just as a child
likes to handle things, so do its parents. No one will ques-
tion the statement that customers, generally, do want to
handle the goods.
The Environment of Customers. Character is made
largely by enviromnent, and for that reason the salesman
should know as much as possible about the social interests
of his customers, their home surroundings, their associates,
their habits of living, means of gaining a livelihood, and
means of enjoyment.
Becoming possessed of these facts does not mean gossiping.
This the salesman will not indulge in, for fear of giving of-
fense. But, through tactful inquiries inside and outside of
the store, by reference to directories, by mingling with the
customers in a social way, he may determine what many of
these customers are interested in. Then, in conversation
with customers in the store, he will use the facts gained so
as to further his purpose.
Find Out What Customers Like. If we do not know
what people wish us to do, we sometimes experience difficulty
in pleasing them. If, however, we can find out what they
1.4 179
RETAIL SELLING
like, we are well on the way toward establishing ourselves
in their favor.
The salesman should strive to make every customer inter-
ested in him and in what he has to say. He should make
people want him to serve them and, having completed the
sale, send them away so delighted that they will immediately
look for him on their return. The salesman's individuality
will do much to induce more pleasant feelings on the part
of the customer, but what he says and does is of even greater
importance. If customers come to the counter or enter the
department, concerning whom the salesperson has none of
this information, some general means of meeting them must
be used.
Customers are Naturally Selfish and Lazy. We may
adopt, as a rule, the fact that each customer enters the store
for selfish reasons. Take these two facts as the guide of
your conduct in salesmanship — people are naturally selfish
and naturally lazy. Even the most energetic are looking
forward to the time when they can quit work, though many
of them viall not admit it.
With these two facts fixed firmly in your mind, common
sense would suggest that you show the customer how the
article will give him pleasure or save him trouble. It will
also suggest that in serving him you cater to his vanity,
which is but another manifestation of selfishness, and to his
love of ease, by saving him all mental or physical exertion
possible.
Handling the Selfish Customer. You cannot be too po-
lite in serving customers, and courtesy, which is tactful
flattery, should be apparent in every move and speech. You
will lose no opportunity of impressing upon the customer
that he is the most important visitor you have had that
day, that you are anxious to please him in every respect,
that your interest in his welfare is even greater than your
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STUDYING THE CUSTOMER
interest in the affairs of the concern. You will do this be-
cause, if you do the things he likes, he will immediately
classify you mentally as one who has the same kind of
thoughts that he has, and because he regards his personal
opinions as more valuable than those of any one else, he
will think you a man of good judgment.
You can ill afford to overlook this element of self-approba-
tion. By speaking his name, by carrjang out his wishes, by
seeming to agree wdth his opinions, you are using a subtle
means of flattery that cannot but 'w^n his approval and con-
fidence. And let us recognize, right here, that securing con-
fidence is the first move in the sale, for, if the customer does
not believe what you tell him, it will not matter what you
say. Then let us determine, in the first few minutes of
contact, as nearly as possible, what his opinions are, and his
likes and dislikes. Let us do this tactfully, so that our
motive may not become apparent.
The game of selling is a game of minds, and those who
succeed must resort to the kind of strategy that would
make a great general or a captain of industry.
Handling the Lazy Customer. In appealing to the
laziness that is incorporated in the make-up of every indi-
vidual you will minister to the customer's personal comfort
in every way. You vnW not ask him to select merchandise
from a pile, but instead will place before him such pieces as
he may suggest. You will notice which of these pieces he
favors, and immediately play upon his self-esteem by favor-
ing that particular piece yourself. You will not ask him
to do anything that you can do for him, but you will
show him the same degree of deference you would were
he a king.
Let the Customer Sell Himself. You will remember the
customer is the man with the money. There are often many
obstacles in the way of transferring this money from his
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pocket to the coffers of the store. Your salesmanship will
be effective only so far as you enlist the aid of the customer
by tactful service. An expert salesman once said to a pros-
pective customer: "I am investigating mind-phenomena.
I want to stand by for ten minutes and watch you sell this
article to yourself."
The same is true, practically, of every sale — the customer
sells himself. But this condition is brought about through
the aid of the salesman in directing the customer's mind. To
do this successfully the salesman must be thoroughly con-
vinced of the value of his merchandise and its suitability
for the required needs.
Catering to the Customer's Vanity. The customer is
vain. This vanity differs as to degree of intensity, but is
always present. When you smile and seem glad to see a
customer, you are winning favor, because of ministering to
self-esteem. When you are tactful enough to show what he
is interested in at once, you appeal strongly to his regard of
self, and compliment him subtly on his good judgment.
When, by watching his eyes or any unconscious movements,
you are enabled to determine his line of thought, your ex-
pression of views in accord with his, will win his favor.
When you are able to discuss general topics in which he
is interested, you confirm his opinion that the things he
is interested in are of sufficient importance so that others,
you especially, have taken cognizance of them.
When you listen attentively to what he has to say, you
create a pleasurable feeling. When you watch him intently
and seem to hang on every word he utters, he enjoys the
sense of being some one of importance. When you defer
to his wishes, show him what he asks for, or agree with what
he has to say, he enjoys it. If, in addition you can render
him some special service, he will be pleased, and to say that
some person prominent in his sphere of activity holds the
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STUDYING THE CUSTOMER
same opinion as he does is to transfer him to the seventh
heaven of delight.
Make the Customer Like You and Your Store. You
should always seek to please your customers, because it is
good business. You want them to like you, to like your
goods, and to like your store. The right sort of personal
service will effect your ends. If you expect people to ap-
prove of the things you do, simply do what they wall like.
You cannot have too clear a conception of the value of
courtesy, and any added out-of-the-ordinary manifestations
you may be able to make will help bring customers to the
store and cause them to speak favorably of your estabhsh-
ment.
Grumpy Mr. Jones may be pleased, the same as your
other customers. It may be a trifle more difficult in his
case, but that is all the more reason why he should be satis-
fied. Any one can do the easy things. Perhaps half of his
crankiness is assumed, anyway. You may not be able to
slap him on the back, as you would one of the more jovial
sort, but, nevertheless, he has vulnerable points, if you can
but find them.
Poor Mr. Poverty comes to your department probably
feeling that the world is imkind, that people do not appre-
ciate his sterling qualities simply because he lacks money.
To refer in any way to his financial condition would be to
array yourself with the opposing faction. Instead, you will
give him the same treatment you would Mr. Wealthy.
Mr. Poverty will appreciate your attitude more than Mr.
Wealthy, because he is not surfeited with attention. Brick-
bats, instead of bouquets, usually come his way, and if you
are the exceptional one to offer the flowers of approbation
you may be sure he will be pleased.
Mrs. Fluster enters the store, on a hot summer afternoon.
As she approaches your department you courteously offer
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a chair, and she is soated. Tactfully hand her a fan.
Then, because she is thinking of the weather, you might
say, "It's dreadfully warm, isn't it?" Of course she will
agree with you. You might go further and suggest that you
bring her a drink of ice-water. You might ask if she would
like to remove her coat, saying that you will have it sent to
the cloak-room. There are countless things that you might
do in a case of this kind, to minister to her personal com-
fort and secure a favorable mental attitude toward you. Her
eyes wander over the displays, and finally rest upon an
article in the bottom of an adjacent showcase. You imme-
diately get this article, and show it, as if you were so much
interested in it that you wanted her to see it. Or she may
pick up the end of a piece of dress goods draped on the
counter. This, of course, would be your cue, to say some-
thing about the fabric.
A clever salesman once made a sale by remarking to the
customer, "I see you understand clothing." A merchant
attracted women to a showing of garments by asking them
to come that he might have the benefit of their opinions
regarding the styles shown.
People buy things for what these things can do for them.
They come to you to be served because of what you can and
will do for them. Let us repeat : people do things solely for
selfish reasons. There is no better point of attack in any
personality than selfishness. Store conveniences are ar-
ranged and stocks are secured solely because of the self-
interest of the public. Selfishness is a potent reason for
the failure of businesses that depend for patronage on
friendship alone.
Analyze Your Own Motives. If you can study out new
and unusual methods of appealing to selfishness, your suc-
cess in selling is assured. Analyze your own motives. Take
a look inside. Why did you buy the necktie vou have on?
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STUDYING THE CUSTOMER
Was it not because you thought you would get pleasure from
wearing it, that it reflected your good taste and general good
judgment? Every time you put it on don't you, metaphor-
ically, ''pat yourself on the back" for being "smart" enough
to pick it out?
Yesterday you bought a dress for your wife. Unselfish?
Not a bit! You, personally, will get much enjoyment from
seeing her wear it, and, too, your friends, who compliment
your wife, will confirm your opinion that you are a very
fine specimen of successful manhood, to be able to do such
a thing. What is fame? Merely getting others to say the
same things about us that we already believe.
Your Success Depends upon Your Ability to Please the
Customer. To return to the customer. Show him, by every-
thing you say and do, that you believe him to be as important
as he thinks he is. To be sure, you must do this tactfully, or
it will have a semblance of ridicule and will not seem sin-
cere. As a matter of fact, he is important to you, for it is
only by pleasing him that you may hope to gain the greatest
measure of success. Your financial reward depends on the
amount you sell and the number of patrons you serve sat-
isfactorily. You can be of the greatest good to yourself
and to your concern, by giving the sort of service that will
tend to build up a personal following.
In further analysis of the sale, additional things which
make the whole world kin will be mentioned. It is sufficient
to note here that there are many instincts common to all
people, and that in basing our selling efforts on such char-
acteristics we may hope for a greater degree of success, es-
pecially with those whom we do not know intimately enough
to cater to their peculiarities.
Classification of Customers. However, in many in-
dividuals certain characteristics predominate, and for that
reason we may classify them into fairly well defined types.
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RETAIL SELLING
While we judge, in many cases, largely by external appear-
ances, the writer is not convinced that character analysis
is accurate in all of its deductions. Often a person thought
disagreeable at first glance turns out to be a most congenial
individual. The high forehead does not always betoken a
superior degree of intelligence. The protruding under jaw is
not always indicative of pugnacity. Some of the most des-
perate criminals have all of the earmarks of good breeding.
We are now, however, consciously or unconsciously, classi-
fying customers as they come to us. How nearly right we
may be will depend in many cases on what our judgment is
based. This basis may be previous experience, or careful
noting of the actions, words, apparel, and other indications,
each an expression of the customer's personality. Some of
the more common types of customers, and suggested meth-
ods of handling them, will be worthy of consideration, even
though the analysis is far from final. Each type of customer
calls for special treatment.
The Undecided Customer. Some people experience diffi-
culty in arriving at a decision, and it will be necessary to
help people of this type.
Ordinarily, delay is occasioned by fear of consequences.
They are afraid they may be sorry if they buy. Therefore,
before the sale can be made satisfactorily they must believe
that there can be no regrets later. Fear must be overcome
by assurance of future satisfaction. The advantage of
immediate buying must be clearly demonstrated. There
should be a reason for prompt consummation of each trans-
action, inasmuch as sales not made to-day are usually not
made at all.
The undecided customer needs the assistance of the sales-
man, and the degree to which this helpfulness is exercised
will determine, in many cases, whether the goods are re-
turned or stay sold.
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STUDYING THE CUSTOMER
The Vacillating Customer. Closely allied to the type
mentioned above is the customer whose mind changes rap-
idly. The minds of some people vacillate almost continu-
ously. They are never quite sure of anything. They, also,
need help.
With such a customer, the salesman may well assume
that she has decided to buy, and any one of a number of
methods which will convey this impression to her is ad-
visable.
If definite statements can be secured, even regarding un-
important things, these statements may be used effectively
later, in securing decision. Intelligent persistence in the over-
coming of objections made to the purchase will aid materi-
ally in securing decision from this class of customer.
Methods sometimes adopted in getting such customers to
make up their minds, are:
(a) Placing the goods aside as if decision had been made.
(6) Beginning to make out sales-slip.
(c) Asking some question that will convey assumption that selec-
tion is made, as "How many j^ards will you require?"
"Have you a charge account, or do you wish to pay for
it?" "Shall we send it or will you take it with you?"
(d) Beginning to measure goods, placing them in the parcel-carrier,
or starting to wrap them.
It is understood that methods such as the above are
recommended only for this particular tjT^e of customer, and
that great tact must be exercised in their use. There should
never be any show of forcing the customer to take the
goods, but, instead, merely the assumption that the customer
has already arrived at a decision.
The Distrustful Customer. Some people are still labor-
ing under the impression that the retailer is dishonest.
They come to the store in a watchful, distrustful frame of
mind, and are constantly looking for attempts to cheat
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RETAIL SICLMNG
them. Such ;i cvisloincr must he inspired with confidence in
the salesman. Possibly one of the most effective ways of
doing this is to state obvious facts in the description of
goods, or to demonstrate the merits of the merchandise
in such a way that the customer may tost it herself.
To make a statement regarding the article in question
carries conviction, to a certain degree. To supplement this
statement by actually showing what the goods are, or will
do, removes all doubts with most people, who believe more
thoroughly what they see than what is told to them. To
show the customer how to test the goods and to induce her
to test them in such a way that she will be firmly convinced
of their merits is to overcome suspicions that might retard
the sale. Sometimes admitting that the goods are not per-
fect in every detail, as with "seconds," and pointing out the
imperfections, will inspire confidence and a thorough belief
in the honesty of the salesman.
The Sanguine Customer. The one who, in her own esti-
mation, at least, knows all about the goods, is almost the
exact opposite of the foregoing type. She needs not so
much the encouragement of confidence and proof of value
in the goods as subtle flattery through agreement with what
she has to say. In fact, she should be encouraged to tell the
salesperson all about the merchandise and its good qualities.
She should be induced tactfully to sell the article to herself.
Asking her advice will minister to her self-esteem. Per-
mitting her to talk wll usually bring about a favorable re-
sult. There should be no semblance of argument. One
should never directly dispute statements she makes, nor
talk as if he knew more about the goods than she does.
The Talkative Customer. Closely allied with the pre-
ceding type is the talkative customer — the one who talks
merely to be saying something, rather than with a definite
object in view.
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STUDYING THE CUSTOMER
The great danger with this type is that they may talk
themselves out of the sale, or change the subject of conver-
sation entirely. When they seem to be drifting from the
business at hand, it is well for the salesman, by bringing up
new or unmentioned qualifications of the article, to direct
their conversation back to the proper channels. If they can
be confined to the business of buying, they will often talk
themselves into a purchase.
The Indifferent Customer. When patrons enthuse over
or criticize the goods shown them, selling talks may be
adapted to the needs of the situation. Their actions give
the salesperson a clue as to what may or may not please
them, and he can direct his forces accordingly. But when
the customer is indifferent and does not respond to initial
efforts to interest her, the situation becomes more compli-
cated.
In this case reserve must be broken dowTi and resistance
overcome. This may mean approaching the problem from
various angles, concentrating on each in turn until some de-
gree of interest is manifested. When this interest is apparent
it should be a signal for the salesman to center his attack on
this point of least resistance, whether it be style, durability,
price, or what not. Indifference is often a defensive pose.
Such people are afraid to give up too readily to the sales-
person, feeling that they might be led into unwise buying.
It is safe to assume with this type, as with others, that they
came to the store and to the department primarily because
they were considering buying.
The Silent Customer. Such a customer is possibly only
a variation of the foregoing type, but in some cases she is
merely the reverse of the talkative customer, in that while
she has little to say, her facial expression and actions show
the interest she fails to voice.
This customer should be induced to talk by asking her
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RETAIL SELLING
questions which will require detailed answers, instead of the
monosyllabic "Yes" or "No." If it seems impossible to in-
duce her to talk about things immediately concerned in the
sale, find something of mutual interest, as the weather,
civic events of recent occurrence, etc., avoiding politics, re-
ligion, the war, or any subjects which might bring about
differences and unpleasantness.
In any event she should be induced to talk. Once the con-
versation is started, it can usually be directed into the right
paths — the roads that lead to sales.
The Put-It-Off Customer. This type has acquired the
habit of putting off until to-morrow what might be done to-
day. There may be and possibly is no reason why she
should delay purchasing, except for her natural tendency
to procrastinate.
Such a customer should be showoi the great advantage of
immediate buying, and further, the possible unpleasant re-
sults of failing to buy now. The merchandise in question
may be short in supply, with the possibility of not being
able to get it in the future. It may be an exclusive novelty
which will not be duplicated. It may be advancing in
price almost daily. There are many real reasons in almost
any case which the well-informed salesperson may use to
overcome this hesitancy.
The Prejudiced Customer. As a result of previous dis-
appointment in some store or for other reasons, certain cus-
tomers are prejudiced against the store, the salespeople, or
its goods. This mental attitude must be overcome in very
much the same way as with the distrustful customer.
The customer must be convinced immediately that her
prejudice is without foundation, but consummate tact must
be exercised so that she may be altogether agreeable in her
admissions of being wrong. Time may be well spent in the
beginning of a sale to this type of customer in overcoming
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STUDYING THE CUSTOMER
all existing prejudices and getting a greater degree of mental
harmony between customer and store, two factors whose
interests are and should be mutual.
The Nervous Customer. The nervous customer is usually
in a hurry, or at least imagines she is, and wants prompt,
quick service. She thinks rapidly, and unless information
can be given her in brief, concise form, her mind is liable to
run on ahead. She may and often does jump at conclusions,
and these are not always conducive to the success of the sale.
She will like best the salesperson who thinks and talks
as rapidly as she does, but without any semblance of hurry,
which might make her more nervous. Goods should be
shown immediately. Questions should be answered without
hesitancy or delay. The sale should be consummated as
quickly as possible. This is the type of person who runs
across the street in front of a street-car, stops, turns around,
and watches it go by.
The Deliberate Customer. She is the exact opposite of
the nervous type. One who does not wish to be handled
hurriedly, and, as a matter of fact, will resent such treatment.
Her mind does not work quickly. Ideas must be advanced
slowly and in logical order if they are to be fully understood.
Explanation must be detailed and the purchase discussed
from various angles.
Conversation on general subjects aside from the purchase
may sometimes be indulged in profitably. The main thing
to remember, however, is not to hurry in either speech or
action.
The Tired Customer. In spite of everything done to
make shopping easy, it is still a tiresome task. In com-
mon with elderly people and invalids, this customer
should first of all be made comfortable. Such a customer
should be seated whenever possible, so that she may be
relieved from all physical strain, and the mind left free to
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consider the purchase in question. Customers in this class
should be shown the consideration mentioned before any
suggestion of purchase is made.
The Looker. "No, thank you," replied a customer to a
salesperson's inquiry regarding her wants ; "I am just look-
ing around."
A real salesman would have assured her that he was glad
to have her look around, that she need feel under no obli-
gation to bu}', and, following these statements, would have
engaged her in conversation relative to some line on dis-
play. His exhibit of and arguments for his wares would be
ingeniously indirect, but none the less to the point.
In his own mind he would realize that "just looking" is
a protection used by many who actualty come to buy, but
wish to avoid the over-insistent methods of " anxious-to-sell "
salespeople. All people who enter a retail store are inter-
ested to some degree in merchandise, but like to feel that
they are at liberty to buy or not to buy.
The safest plan is to show something to every "looker"
who lingers long enough to give one the opportunity. With
those who continue to stroll about the department the sales-
man must be most tactful. It will not do to follow them or
to watch them too closely, yet they should be kept constantly
under supervision, so that immediately they show marked
interest in any article the salesman may be at hand with well-
chosen reasons why they should buy.
Some one has said, "The looker of to-day is often the
buyer of to-morrow." Moreover, the looker of to-day will,
in many cases, be the buyer of to-day, if handled prop-
erly.
The Dignified Customer. To be able to reflect her per-
sonality means certainty of her favor. One of tlie traits
common to all people is self-satisfaction. As you view
yourself in the mirror, or indulge in introspection, and are
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STUDYING THE CUSTOMER
pleased with what you find, you may be able to detect one
or two minor points which you grudgingly admit might be
bettered, but in the main the ideal of the individual is his
own present personality.
When the dignified customer finds a salesman who avoids
flippancy, is reserved, quiet, and conservative, she is pleased.
Inversely, the congenial customer would doubtless be re-
pelled by this atmosphere, and would be pleased only by
some show of cordiality.
Cordiality, in this case, does not mean famiUarity, which
should, of course, never be indulged in. It may mean laugh-
ing at the humorous sallies of the customer, but never re-
plying in kind. The salesman can usually tell by what the
customer is and does, what she likes best, and can regulate
his service accordingly.
Customers who Speak Broken English. Those who speak
brokenly, or who show lack of educational advantages,
should be treated with a great deal of patience. Language
should be simplified to meet their requirements. Any sem-
blance of ridicule, or the display of superior knowledge,
should be guarded against. They are usually sensitive re-
garding their lack of ability to express themselves, and noth-
ing should cause them to feel that the salesman is anything
but pleased with the opportunity of serving them. This
should also be true of those customers who inquire for out-
of-date or old-fashioned articles. Don't remind customers
that asked-for goods are out of style. Sometimes the cus-
tomer is better informed than the salesperson.
The Waiting Customer. The waiting customer should be
entertained and kept in good humor by showing merchan-
dise, whether she is waiting for a friend, or for a parcel to be
wrapped, or for some other reason. Every spare moment
should be used in this, and other ways, to build future if
not immediate business.
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RETAIL SELLING
As with the "looker," permission to show the goods should
not be asked. Few people care to troul)le salespeople unless
they intend to buy, feeling that they may be expected to
purchase.
The Economical Customer. This customer should be
shown all points suggesting durability, and the explanation
of the goods should, whenever possible, show how the cus-
tomer will save money by buying. On the other hand, the
customer who wants what she wants, regardless of price,
should be impressed with the desirability of the article,
aside from value consideration.
The Woman Shopping for Her Child. The woman shop-
ping for her child should be led tactfully to talk about the
child. There is no more certain way to the heart of the
mother than through the child, and besides, all salespeople
are, or should be, interested in children.
Children Shopping. Children should be shown every
consideration, even though at times they may be trouble-
some. Their wants should be filled exactly. They should
not be made to wait any longer than necessary. What-
ever happens in the store will doubtless be reported in
the home, and, besides, the children of to-day are the
future customers of the store. Salespeople should, in all
cases, be especially considerate of children who come to
their counters.
The Man Shopping. The man in a department devoted
to the sale of women's goods is usually embarrassed. He
feels decidedly out of place and needs help. Often he is
not very certain regarding the article for which he came,
and throws himself on the mercy of the salesperson. He
likes prompt, helpful service, and will be grateful for any-
thing done to lessen his task.
The Customer who Waits for Some Other Salesperson.
This customer should receive the attention of the saleswoman
194
STUDYING THE CUSTOMER
who approaches her, provided no other customers are still
to be served.
Mrs. Jones says, "No, thank you; I believe I'll wait for
Miss So-and-So." The efficient saleswoman who has greeted
her may reply, "Miss So-and-So will doubtless.be at liberty
in just a moment, and I will tell her you are waiting. Could
I get something for you in the mean time?" This would be
preferable to the altogether too-usual "All right," and the
subsequent watching the customer wait, as much as to say,
" I am glad you are obliged to wait so long."
Other Types of Customers. The foregoing is not, by any
means, a complete list of types of customers. Doubtless the
reader may, from his experience, supply many others. For
instance, that most desirable of all types — the customer who
knows just what she wants. These customers, however, do
not present a serious problem to those who understand their
business. With them, serving is largely a matter of prompt-
ness and pleasantness.
Sometimes, however, complications may arise through cus-
tomers coming in together. In these cases, both must be
pleased, but especially the one who seems to have the great-
est influence, whether she is the one making the purchase
or not. If closing the sale seems impossible because of the
interference of the non-purchasing customer, it is often
advisable in some way to eliminate her, by getting her inter-
ested in something else. This situation will, however, be
discussed at greater length later.
The classification of customers and their peculiarities is
worthy the attention of every one engaged in selling. It is
the first step in the intensive service that will lend an un-
usual character to the salesmanship of the one who aims at
high efficiency in selling.
14
X
PRINCIPLES OF SALESMANSHIP
The saleswoman in the bookstore, after finding oat the
wants of the customer, selected the volume asked for and
held it out before him. Then she ran over the pages, linger-
ing on those illustrated in color. All this time she was talk-
ing to the customer about the book.
During the procedure the proprietor was watching the
main floor from his little office on the balcony, as was his
frequent practice during the day. It gave him a better view
of things than he could get from the store floor, and yet did
not take the place of mingling with the customers. In fact,
he divided a good portion of the day between working
around among the clerks and customers, and viewing the
main floor from the balcony.
This particular sale interested him much. The customer
seemed absorbed in what the salesperson was saying. Sev-
eral times he seemed to reach out, as if to take the book.
Finally he told the salesperson he would come in again,
and left the store.
Why the Sale Failed. What brought about the result?.
Of course the proprietor could not say to a certainty. Yet
his knowledge of the principles of salesmanship led him to
a very safe conclusion. The customer wanted to handle the
book, and didn't get a chance. It seems of small importance.
Yet the experienced retailer knows it is not. In such a case
196
PRINCIPLES OF SALESMANSHIP
as this it would have helped much in closing the sale. In
fact, it is such a little thing as this which frequently stands
between success and failure in retail selling.
Analysis of the Sale. Just as this failure was analyzed,
so any other may be. Analysis is just as possible in sales-
manship as in anything else. The study to prevent useless
motions in factory work was ridiculed until its value in
dollars and cents was demonstrated. Other methods of
scientific management have finally been adopted, and have
brought big savings. In every case their adoption has been
preceded by a thorough analysis and the whole process has
been ridiculed until the results were beyond a doubt.
The one who studies the problems of selling with the idea
of increasing the efficiency of salespeople must first study
present methods and find out what is right or wrong about
them. He must be able to analyze a sale. He must be able
to look on and tell with some degree of certainty why one'
customer buys and another does not. He must be able to
criticize helpfully. He must tell not only what is wrong,
but also how it may be corrected.
For this purpose he will need some form of sales analysis,
such as the following, based on the steps in the sale, each
step being allowed its proportionate rating. On this basis,
any sale may be analyzed and graded so as to show the
efficiency of the salesperson and the causes of any inefficiency.
Steps in the Sale.
Attracting attention 20%
Arousing interest 20%
Creating desire 15%
Closing the sale 20%
Introducing other goods 10%
Securing good-will 15%
Total 100%
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RETAIL SELLING
This may be subdivided so as to show good and bad
features more sharply. The following is such an analysis
of the steps in the sale :
Attracting Attention
Promptness Alertness, watchfulness 1
Discontinuing other work 1
Rapidity of advance 1
Point at which customer is met ... 1
Total 4
Attitude Showing recognition 1
Showing expectancy and deference. 1
Appearing energetic 1
Self-confident bearing 1
Total 4
Facial expression Pleasant 1
Expectant 1
Total 2
Attentiveness Unexpected service 1
Catch customer's first words 1
Total 2
Form of speech Courteous 1
Suited to customer 1
Offering service immediately 1
Using customer's name 1
Total 4
Tone of voice Audible, distinct 1
Sincere 1
Rhythmical 1
Suited to customer 1
Total 4
Grand total 20
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PRINCIPLES OF SALESMANSHIP
Arousing Interest
1. First words
regarding merchandise. Definite information 3
Most vital selling-point 2
Positive statement 1
Referring to purpose of purchase . . 1
Total 7
2. First actions in
showing goods Promptness in showing 2
Bringing goods to customer 2
Placing goods in reach 2
Displaying to best advantage 4
Use — Color — Form.
Removal of objectional features
Handling to enhance value 1
Showing right goods 2
Total "is
Grand total 20
Creating Desire
1. By words Following up interest 2
Adapting to customers' suggestions
Supplying new ideas as needed ....
Answering questions readily
Anticipating objections
Using most vital selling-points ....
Citing personal experience
Using evidence of other purchasers
or authorities
Getting customer to agree
Total 10
2. By actions Sliowing right quantities
Displaying to best advantage
Showing points of superiority
Appealing to the senses
Comparison with other goods
Total 5
Grand total 15
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RETAIL SELLING
Closing the Sale
1. Recognizing best
time to close ....
2. Closing by words Finding reasons for delay 2
Overcoming expressed objections . . 2
Referring to customers' approval . . 1
Showing advantage of immediate
buying 2
Suggesting that decision is made. 1
Getting customers' consent 1
Total.
3. By actions Eliminating other goods 1
Overcoming expressed objections . . 2
Demonstrating approval merits ... 1
Suggesting that decision is made . . 2
Total 6
Grand total 20
Introducing Other Goods
L Merchandise Allied lines 1
In own department 1
In other departments 1
Inferred preference 1
Advertised articles 1
New goods 1
Total 6
2. Form of speech Service instead of selling 1
Suggesting further wants 1
Tone of voice 1
Suggesting future purchases 1
Total 4
Grand total 10
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PRINCIPLES OF SALESMANSHIP
Securing CvMomers' Good-Will
1. During the sale By prompt service 1
By attentiveness 1
By courtesy 1
By merchandise knowledge 1
By unexpected service 2
Total 6
2. After the sale By continued interest 4
By expression of gratitude 2
By invitation to call again 1
By invitation to take advantage of
special service features 1
By accompanying to department
limits on departure 1
Total 9
Grand total 15
Attracting Attention. The first general division has to
do with attracting the attention of the customer to the sales-
clerk. The object should be to make the first impression
favorable in every respect. As the old saying goes, "first
impressions are lasting," or, at least, they influence the
customer during the time covered by the sale.
Working with the Mind on the Aisle. By alertness and
watchfulness is meant working with the mind on the aisle.
The salesman will know of the customer's approach and be
ready for the sale.
He will be ready to discontinue anything which may be
taking his attention. Stock-work must wait. Chats with
friends must cease at once. No matter what the salesperson
may be doing, unless it be the serving of another customer,
it must give way to the new customer.
Discontinuing Other Work. This is not by any means
an easy matter, as any one dislikes being interrupted when
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RETAIL SELLING
engaged in necessary work. Generally it will be stock-keep-
ing, and this is important, to be sure. It is one of the most
valuable aids in selling, but of itself it is not selling. Goods
well arranged and kept clean will sell easier, but even then
they will not sell themselves. The customer must have the
preference over all other work.
Rapidity of Advance. As soon as he sees the customer
the clerk should step forward briskly. His bearing should
be one of the man who knows his business and is not only
willing, but anxious, to be of service. However, he should
not display too great a degree of anxiety. He should not
rush at the customer, nor yet travel at the pace of a snail.
Point at which Customer is Met. The customer should
be met at least half-way within the limits of the department.
Going forward to greet an approaching patron is an act of
courtesy that all will appreciate. Waiting for the customer
to come to the salesman does not impress her with the fact
that she is most welcome. Like Mohammed, the waiting
salesman will usually find it much better to "go to the
mountain."
Showing Recognition. The salesman should not avoid
one customer for another who, he thinks, might buy more.
He should take each in the order of entrance to the depart-
ment, and at once he should let the customer know he is
ready to be of service. Any show of favoritism or of select-
ing customers is certain to result seriously. Even though
engaged, he should glance pleasantly at each customer on
her approach, or show recognition of her presence in some
other way.
Showing Expectancy and Deference. Customers like to
feel that the clerk was waiting specially to serve them. Def-
erence will naturally be a part of the expectant attitude of
the salesperson.
Facial Expression. The salesman should not only be
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PRINCIPLES OF SALESMANSHIP
prompt in waiting on every customer, but he should also
be pleasant and agreeable, because these characteristics are
likely to be reflected by the customer. Many sales are
spoiled by a scowl at the beginning. The successful sales-
man is always pleasant and interested. So much has been
said regarding the value of the smile that it does not need
extensive comment. The worst grouch who enters the store
may be changed by an agreeable and smiling salesperson.
On the other hand, the face reflecting unhappiness repels.
Pity for such a person often starts a recital of troubles.
Sometimes the smile is overdone, and some kinds of smiles
are out of place in a store. The following classification
gives a few of them:
1. The pitying smile when customer signifies a desire to look at a
cheaper article than the first shown him.
2. The sarcastic smile when customer intimates he is a more com-
petent judge of his own needs than is the clerk.
3. The knowing smile when customer says she is buying an inex-
pensive garment for the maid.
4. The idiotic, meaningless, vacant, perpetual smile of the clerk
who considers a smirk his stock in trade.
5. The bored smile when customer speaks pridefullj^ of the excep-
tional cleverness of her sister-in-law's second cousin's children.
6. The " Heaven-help-me " smile exchanged with a fellow-employee
when customer finds difficulty in deciding between two
silverware patterns.
Attentiveness. The salesman should be all attention.
His physical attitude should show that he is anxious to hear
what the customer has to say. This may sometimes be
shown effectively by an inclination of the body or head, or
by raising the eyebrows in an expectant expression.
Salutation. Various forms of greeting are used in many
stores. These show marked differences, ranging from the
abrupt, "Something I can do for you?" to the suave, "Have
you had attention, sir? "
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RETAIL SELLING
These, however, tend toward monotonous sameness if
used throughout the store. Even the most courteous phrase
loses much of its pleasant sound after being heard fourteen
times in succession. In most cases it is infinitely better to
use the ordinary salutations exchanged between friends, as
*' Good morning." These do not force the thought to buying,
and their use gives the customer a chance to tell what he
wants without being asked — an opportunity just as desir-
able, as it is unusual, in the average store.
If to the salutation may be added the name of the custom-
er, she will, in most cases, be pleased. There is something
attractive about one's name. Seen in print, it is read over
and over. So when spoken by a clerk it appeals to our
vanity. In many stores it is one of the rules that clerks
should take every means to learn the names of customers.
Appearance and Voice. The salesman's appearance will
have much to do with his favorable reception by the custo-
mer. A good physique is valuable. The body should be
erect, the chin held firmly in position, and the shoulders
straight. The clothing and person should be clean and free
from perfume or cosmetic. Many stores insist on certain
standards in dress, particularly for the women. Plain black
waists and skirts are required in winter, and plain white
waists with black skirts, in summer. Frequently the girls
change from street clothes to working-clothes at the store.
The voice should be clear, low in pitch, but distinct, and
every utterance should breathe sincerity.
This covers the first step in the sale, and may require
only a few seconds. Of course, the subdivisions blend with
one another so as to be noticeable only when picked apart for
analysis. This step serves its purpose when it creates a
favorable first impression.
Preparing for the Second Step. There are no infallible
methods of "sizing up" customers. Character analysis is,
204
PRINCIPLES OF SALESMANSHIP
as yet, far from an exact science. Yet we are uncon-
sciously sizing up people now, and the more practice we
have the better we will be able to immediately classify
customers.
However, many of the types mentioned in a preceding
chapter are immediately distinguishable. The austere type,
firm in opinion, and with a considerable degree of self-esteem,
stands out widely in comparison with the vacillating type,
whose hesitancy in approach and shifting eyes often betokens
lack of decision. The " style-at-any-price " and the prac-
tical, who ask about durability, have marked differences.
By the cultivation of observation, one soon classifies cus-
tomers almost intuitively. Further, the apparel of the cus-
tomer may, and does, give a very definite idea as to style
and color preferences. The woman garbed in blue likes
blue, or has at some time liked blue, and the salesman has a
basis of interest on which to build. However, some have
worn a certain color, such as blue, so long that they have
tired of it. In that event some other shade should be shown.
This other shade should be one that will contrast or har-
monize pleasingly with the color now being worn.
Sizing up the customers correctly will mean that the
salesman will show first what will please best. The customer
couldn't fail to be delighted and complimented by such
service.
Building on the First Step. The first step, in any sale, is
that of selling the salesman's personality to the customer.
Anything which attracts favorable attention to the sales-
man is advisable.
The reception of the customer is of vital importance. The
occasion may be her first trip to the store. If that is true,
and the store is to be judged by its service, no one loyal to
the interests of the firm can be otherwise than gracious,^
courteous, and attentive. To ask the customer to repeat
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RETAIL SELLING
her request because of inattention is to place an obstacle in
the way of the sale.
Transfer the Attention to the Goods. But to secure
favorable attention for the salesman alone is insufficient.
It must be transferred to the goods, if sales are to result.
With the customer who is handling merchandise as the
salesman approaches all preliminaries may well be omitted,
and the first statement refer directly to the goods. What this
statement will be depends upon the salesman's judgment of
the customer. It should be the best reason why that partic-
ular customer should be interested in that particular line of
goods; style for one, desirability for another, price-saving
for another, and so on.
Bring Out the Vital Selling-Point. However, unless price
is the only desirable qualification of the goods, do not men-
tion it first. The mere statement that a garment is "ten dol-
lars" is not nearly so effective as, ''This is one of our newest
garments. A wonderful value at ten dollars, isn't it?"
Above all, the expert salesman will refrain from saying,
"What price do you want to pay?" The customer may not
know just how much she wishes to pay. Besides, the men-
tion of "pay" reminds her of the disagreeable part of the
transaction — the spending of money.
Questions should be avoided in beginning any sale, be-
cause they show that the salesman is not willing to show
any except those goods in which the customer is interested.
No one likes to be obliged to tell width, size, price, etc., be-
fore being permitted to see merchandise.
In such cases it is assumed that the customer is looking at
some particular article. But if the customer merely asks
to look at dress goods, try to show first what, in your esti-
mation, will nearest approximate the customer's needs and
wants.
Show Goods of Medium Quality First. In obedience to
206
PRINCIPLES OF SALESMANSHIP
an inquiry it has been found the best poHcy to show medium-
priced goods first, and to follow their presentation by the
exhibition of two or three other grades, each slightly higher
in price. Back of this suggestion is the fact that if medium-
grade goods are shown first, two avenues of escape are pro-
vided. One may go upward or downward in price, whereas
if the higher-priced lines are shown first, and do not please,
the sale is often lost. Beginning with medium-priced goods
and grading upward, each succeeding article looks better by
comparison with the last. In grading downward, each article
suffers by comparison with the last.
Showing the most expensive first will mean in many cases
that the customer who cannot, or will not, pay the price
will leave without buying anything. Ordinarily she will not
say, "Show me something cheaper." She will not want to
admit that she cannot afford to pay the prices asked. A re-
quest for something less expensive is almost invariably ac-
companied with the one excuse, "It is for every-day wear,"
"It is for the maid," or something of the sort. However, all
customers do like to say, "Show me something better."
They may be ashamed at being caught in a bargain base-
ment, looking for chances to save, but no one buying dia-
monds or other luxuries wishes to be overlooked by passing
friends. The showing of three or four grades almost simul'
taneously will eliminate any possibility of displeasing the
customer through showing "too cheap" merchandise.
Bringing Goods to the Customer. When the article is
only one of a complete line, as colors, sizes, etc., it is well to
ask the customer to step to the section of the department
where the complete assortment is displayed.
When this is not the case, bringing the goods the length
of the section without asking the customer to "step this
way" may be giving her a little extra service that she will
appreciate. Certain goods, because of their bulk or weight,
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RETAIL SELLING
cannot be taken to the customer, but any one can carry a
spool of thread.
Bring staple goods to the customer whenever you can;
ask her to come to the case, rack, or counter that has a
complete assortment when doing so may influence her to
become interested in similar things.
Handling Goods. Customers like to handle goods and
should be allowed to do so when this will assist you in making
the sale. This, ordinarily, can be done without danger of
damaging the merchandise, in the greater number of lines
which are represented in the store. Some goods, of course,
cannot be handled, for sanitary reasons, and in these cases
this suggestion would not apply.
It has also been suggested that if there are any tests of
quality that the customers may apply, your application of
them while the customer is handling the goods may induce
her to do likewise, and help to convince her of their durabil-
ity or good wearing qualities.
In any event, it is good business to get the goods into the
customer's hands with as little delay as possible.
All goods will be shown willingly, but not in such great
quantities as to confuse. All goods will be handled in such
a manner as to enhance their value, by showing that the
salesman appreciates their worthiness. The salesman's ad-
miration for his wares will often inspire the same feeling in
the customer. Merchandise tossed out carelessly for inspec-
tion does not command the respect of the customer.
From the beginning of the sale the salesman's attention
will be concentrated on the customer he is serving. He will
not converse with other people, nor look about aimlessly.
He will not have his thoughts on something else, and go
about the sale absent-mindedly. As has been said before,
the first statement regarding the goods should be the best
reason why customers ought to buy them. This reason is
208
PRINCIPLES OF SALESMANSHIP
different in every case, but it should be stated in a positive
manner, as though the salesman were certain of the facts.
He should not "guess, wonder, or believe" that what he
says is true. He should know that it is, that his statement
may carry full conviction.
These first words in the sale should never be uttered in a
way that might lead the customer to think that the sales-
man believes he is voicing the heretofore unknown. He
should never talk as if he knew more than the customer.
One salesman had the disagreeable habit of correcting cus-
tomers' mispronunciations, and wondered why he lost sales.
Another, when asked for dimity, showed cross-bar muslin,
and said, "This is cross-bar muslin. That is what you
want." Patrons resent being thus reprimanded, and nothing
is to be gained by such action, except possibly a momentary
feeling of elation through the showing of knowledge. Words
and actions should supplement each other during the sale,
but it is especially important that everything possible be
done at the beginning, to create a favorable impression.
Doing so means shortening the average time of each sale,
with the result that the salesman may make more sales.
Show as Well as Describe. The customer should be
shown, as well as told of, the merits of the article, on
its first appearance. The article should at all times be
presented to best advantage. In other words, the goods
should be demonstrated. Silks draped are very much
more attractive than when closely rolled in a bolt. Trim-
mings and laces should be shown over some fabric — pos*-
sibly the salesman's sleeve — to bring out the beauties of
design. Parasols show up to best advantage when opened.
Perfume sells easiest by the use of an atomizer. Sheer
fabrics are shown over delicate plain shades, to give the
impression of daintiness. Jew^elry is shown on black vel-
vet pads, that it may be more brilliant through the elim-
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RETAIL SELLING
ination of complicating light-rays. Hand-bags, nicely lined
or fitted, arc opened on handing to the customer. Men's
neckwear is deftly tied in the shape it will assume when
worn. Men's shirts are slipped inside the salesman's coat,
with the hand covering the unsightly neckband, so the cus-
tomer may see just how they will appear when worn. A
fold of taffeta silk is pulled up from the piece and stands
erect, showing exactly the "body" of the fabric. Cloths for
men's clothes are draped over the arm in the form of a
sleeve. Collars are held together in front as though circling
the neck. Crepe and other fabrics which will not wrinkle
are crushed in the hand, on being shown — a most convinc-
ing way of showing good qualities. The clever salesman
snaps the corner of note-paper as he hands it to the cus-
tomer, in a measure to demonstrate its quality. The sales-
man's hand is passed over the face of soft fabrics, and the
customer does likewise. The backs of gloves are shown, be-
cause the palms are usually of an inferior grade of leather,
and, further, the backs are ornamented with stitching. Their
elasticity is demonstrated by slightly stretching the back, as
it is handed to the customer. The salesman picks up a con-
venient piece of tissue-paper to show the sharpness of the
shears he expects to sell. A table set with fine linen and
silver has a cut-glass bowl in the center, filled with luscious
peaches that (so the salesman says) came from one of the
cans selling at fifteen cents each. Samples of candy are
handed to prospective purchasers, that they may taste it.
Rubber bathing-caps are stretched, to show the resistance
of the fabric. The salesman's hand, slipped into fine hosiery,
demonstrates its sheerness. Unbreakable phonograph records
are dropped on the floor or struck against the counter. Me-
chanical devices are operating when first the customer sees
them. Almost every line may be demonstrated so that the
customer need not imagine nor depend upon the salesman's
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PRINCIPLES OF SALESMANSHIP
assertions regarding the usefulness of the article. In most
cases this demonstration should be followed by placing the
article immediately in the customer's hands, so that she
may, by imitation, be led to test it for herself. In other
words, she should be given a chance to sell the article to
herself.
Show Under Best Possible Conditions. The article should
in every instance be shown under the best possible condi-
tions. Anything which may detract from its good appear-
ance should be removed. Perfumes cannot well be exhibited
with Limburger cheese, nor fine dress goods with woolen
blankets. The stage should be properly set for the sale.
Colors which might clash should be removed. Showing
purple and red together would not serve to enhance the
beauty of either.
The form and way in which the goods are first offered will
have much to do with their immediate acceptance. During
this initial period the salesman should note carefully what
effect his words and actions are having on the customer. If
her eyes brighten, if she reaches for the goods, if she asks
questions or in any other way shows interest, he will know
that his purpose has been accomplished. If, instead, she
pushes the goods to one side, changing the subject of conver-
sation, or in some other way showing a lack of interest, he will
know that there is something faulty with his presentation —
that, for some reason, it has not appealed to her — and will
renew his attack from another angle. For instance, if he
has been demonstrating style, he may change to durability.
The moment, however, that he notes the wanted spark of
interest, he will use every endeavor to fan it into the flame
of desire, to make the customer actually want the goods so
much that she cannot be happy without them. And here
the second step will have been completed.
The Method of Creating Desire. Having aroused in-
15 211
RETAIL SELLING
terest in the goods for sale, this interest should be followed
up by the demonstration of further merits of the article or
the addition of other arguments. The initial statement has
given the most important selling-points. The additional sell-
ing talk may well begin with some less vital point, and
other more important ones may be added later.
If the first statement is sufficient to make the sale, it will
not be necessary to say or do anything further. If it is not,
considerable talk may be required. However, the salesman
should never lose patience with customers. He should con-
tinue to show goods until the customer is satisfied. One ex-
perienced salesman has remarked that often there is too
much talk and too little merchandise offered the customer.
Following the Customer's Wishes. The salesman must
be quick to adapt his sho^\^ng to the wishes of the customer.
Occasionally these wishes are expressed verbally. At other
times, they are shown only by the actions of the customer.
Whatever the mode of expression, the salesman's speech and
actions should be immediately adjusted to the customer's
statement.
Goods are not often bought without objections being
made. It should be the salesman's duty to anticipate and
prevent the expression of possible objections when he can,
by a full description and explanation of the goods. Instead
of waiting for the customer to say, "I believe this will fade,"
he should explain the process of dyeing by which fastness of
color is insured. The very act of voicing an objection gives
it weight. On the other hand, do not follow the negative
method. Telling what the goods will not do may create
doubt in the mind of the customer. Instead, tell what the
good points of the merchandise are, and what it will do.
The ultimate aim is, of course, to have a score of reasons
why the customer should buy, and not one why she should
not.
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PRINCIPLES OF SALESMANSHIP
Agree with the Customer. Yet, try as he may, the sales-
man wall not be able to overcome all objections before they
are expressed, and when expression is given to possible faults
of the merchandise, direct opposition or argument will usu-
ally arouse antagonism instead of convincing the customer.
In fact, argument should never be used wdth a customer.
Instead, in overcoming objections, the salesman will begin
his statement very tactfully, possibly by making an admis-
sion that in certain ways the customer is right. He may say,
"I am very glad you brought that to my attention. It does
seem as though that might be the case, but — " followed by
convincing statements that will accomplish his purpose.
Or, ''Mrs. So-and-So" (some one prominent socially)
"thought the same about this, but — " "with the same kind
of statements to follow, as mentioned before. This is one
of the most valuable qualifications of the expert salesman,
and it is never required more than in the overcoming of
objections.
Answer Inquiries Promptly. Questions should be an-
swered promptly and readily. Any hesitancy, or show of
lack of knowledge by delay in replying to customer's queries,
is certain to impair or totally destroy the confidence so
necessary to successful selling. The salesman's expert
knowledge of goods will stand him in good stead in such con-
tingencies. The interest aroused by the first display and
explanation of the goods must be maintained and strength-
ened, for when interest is strong we instinctively want to
possess.
Further Selling-Points. These will be utilized at this
period. Give the customer additional reasons — need, com-
fort, happiness, satisfaction of ownership, etc., why she
should buy. She should be made to anticipate the pleasure
of possession. Further demonstration of approved wants
may also be necessary; for instance, pointing definitely to
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RETAIL SELLING
some especially meritorious feature, so there may be no
possibility of the customer overlooking it.
Let Her Talk. By tactfully questioning, the customer
should be induced to talk about the goods, and to agree that
many of the good things the salesman says about the mer-
chandise are true. These verbal agreements may be used
later in securing decision, if it becomes necessary to help the
customer to decide. Ordinarily the greatest assistance of
such statements will be in inducing the customer to convince
herself.
The manner of speech must be sincere and earnest at all
times. The spending of money is serious to most people.
Should the customer be humorous, appreciate the jokes, but
do not attempt to add to them from your own supply.
Cheery words used from time to time will relieve the monot-
ony and seeming sordidness of selling, but in most cases it
is well to confine oneself to a discussion of the goods, un-
less encouraged to do differently.
One should never appear too anxious to sell, but instead,
more interested in the customer's ultimate satisfaction. The
salesman must be the personification of patience, and yet
he should realize that the sooner the transaction is finished
the less will be opportunities for interference that will over-
throw his plans.
The Final Appeal. At this period, the salesman will use
every means of appeal. Practically all ideas enter the mind
through one or another of the physical senses. Each idea
going to the brain through these senses leaves its impress
there. The strength of an idea regarding the goods may be
increased by multiplying the impression.
The customer sees an article, hears its merits extolled,
feels, tastes, or smells it, as the case may be, and her impres-
sions are much more definite. The imagination also supplies
many ideas and the customer must be led to think how the
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PRINCIPLES OF SALESMANSHIP
goods will look, feel, sound, smell, or taste, in actual use.
Some are eye-minded, others are ear-minded — i. e., some re-
ceive strongest expressions through the sense of sight, and
others through the sense of hearing. However this may be,
one impression will supplement the other. While most
people are impulsive by nature, impulse is, through the con-
stant practice of self-control, governed to a great degree.
Because of that fact, appeal must, in some instances, be
made to reason. The superiority of the goods or their de-
sirability must be proved by a definite comparison with
other goods. One clever salesperson secured decision to buy
by comparing the article in question with something known
to be undesirable.
Closing the Sale. Having used any or all of the plans
suggested for creating desire, it may still be necessary to
help the customer decide. Prompted by a fear of conse-
quences, some hesitate to state definitely that they will
take the article in question. With every objection overcome
and the customer, for that reason, thinking favorably of the
purchase, the right moment for closing the sale has arrived.
A brief resume of the important points already men-
tioned, restating facts in a different way, will bring about
decision to purchase in most cases. With impulsive custom-
ers, the assumption that decision has been made may be
sufficient. Beginning to make out the sales-check, measure
the goods, wrap up the purchase, or place it in the parcel-
carrier, are actions that will show the customer that the
salesman believes the transaction is closed. Questions as,
"Will you take it, or shall I send it?" ''Have you a charge
account?" "How many yards will you need?" "What next
may I show you?" will convey the same impression. These
methods are suggested for use only when the customer, al-
though knowing all she wants to know about the article, still
hesitates in decision.
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RETAIL SELLING
The Best Time to Close. The best time for their use can
only be determined by careful observation of the customer.
When that time has come, details not required should be
left unexplained. Many salesmen talk beyond the point of
closing, with resultant loss of sales. Selection should be
made easier by eliminating those things which do not seem
of primary interest. The human mind cannot consider the
relative merits of a dozen things at once. The final choice
can be made easiest if there is only a limited variety — three
or four articles at most.
Further, when a customer is asked concerning one article,
"Will you take this?" she may very readily say "No," but
when the query is, "Which one wall you take?" "No" will
not answer the question. Instead, the customer feels that
she is expected to like one article better than the other, and
may, for this reason, decide.
Methods of closing must be handled very tactfully. The
impression that the salesman is trying to force goods will be
avoided at all times. However, one may always be persist-
ent in helping the customer to buy to best advantage.
Completing the sale, however, means more than merely
gaining the customer's consent. The goods should be sold
in such a way that the customer will be perfectly satisfied
after deliberate reflection. They should be delivered when
promised and in good condition. Bills should be sent at time
requested. What occurs in contributory activities is of vast
importance because of its tendency to build good-will through
thoroughly satisfying customers.
Introducing Other Goods. Suggestion-sale plans will be
fully explained in a succeeding chapter. They are, and
should be, a vital part of every sale. No transaction should
be considered complete until every selling possibility has
been exhausted. Moreover, the suggestion of additional
articles, if handled properly, is not distasteful.
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PRINCIPLES OF SALESMANSHIP
No one objects when the salesman shows goods, provided
no obligation is incurred. All who visit a retail store are
interested to some degree in the things to be fomid there.
All women like to look at merchandise so as to keep posted
on styles and other changes in the character of goods in stock.
The Attitude in Suggestion Sales. Showing additional
articles must always be with an attitude which bespeaks a
desire to serve rather than a desire to sell. On the intro-
duction of these other goods the salesman may be met with
a protest that the customer "does not wish to buy." When
this is true, his reply will be the assurance that the custom-
er need feel no obligation, but that, as he is disengaged, he
should like to show the goods.
In the lace department, in a certain New York store, one
saleswoman made such a record in sales that the firm sta-
tioned some one to watch her, and find out how she did it.
That individual found that when Miss Clever Saleswoman
had finished with a customer, while the package was being
wrapped, she took a box of laces from the shelves, placed
them on the counter, and began taking the pieces of lace out,
one at a time, draping them over her hand as she did so, to
show the beauty of pattern. She said nothing to the cus-
tomer, but in many instances curiosity prompted patrons to
inquire regarding the laces being handled, and many sales
resulted. In this case the method of making suggestion
sales was merely by giving the goods a chance to talk for
themselves.
Suggesting additional articles may mean merely bringing
them under the observation of the customer. In other cases,
however, some reason for exhibiting additional articles should
be given. This reason should always be the best-selling
point.
The Goods for Suggestion Sales. Ordinarily it is not
advisable to ask the customer's permission in attempting
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RETAIL SELLING
suggestion sales. No one wants to trouble the salesman nor
feel that they are under obligations to buy or to give ex-
cuses because they have asked to be sho"wn various articles.
Making sales of this character is usually a matter of very
tactful presentation. The goods in question should be suited
to the customer's needs, and the salesman should really be
expected to think of them if he is intent on giving good ser-
vice. For instance, if a man's shirt has been purchased, a
necktie to match might be much needed. In fact, whenever
possible, related lines should be suggested. What those lines
are will depend upon the article purchased. They should be
things which will "go well" with that purchase, making it
look better, wear longer, or enhancing its value in some other
way.
Goods thus related will sell much easier because the pur-
chase of the one article naturally suggests the use of the
other. Suggestions of this sort follow the trend of the cus-
tomer's mind. Other goods suitable for suggestion sales be-
cause of some present foundation of interest are:
New Goods. As has been mentioned, the sight of new or
unusual things is always welcome, and newness is, of itself,
sufficient justification for showing.
Advertised Goods. Usually such goods are distinctive
in some way, or they would not have been advertised. Fur-
ther, the advertising, if properly done, has taken some of the
necessary initial steps in the sale. Advertised goods sell
easier because the public is acquainted ^ith at least some of
their merits, and they are, in a sense, already half sold.
Advertised goods includes not only the merchandise men-
tioned in the advertising of the retailer, but also that given
^\Tide publicity by the manufacturer, in magazines of national
circulation. It is suggested that the salesman keep in close
touch witli these advertisements, that he read them care-
fully, so that he may loiow which of the lines in his stock are
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PRINCIPLES OF SALESMANSHIP
being advertised, and further, that he learn the selling-points
of such articles. Magazine space is so expensive that ordi-
narily the manufacturer is most careful in his selection of
felling-points. Thus, much valuable information may be
gained from this source, with little or no trouble. The sales-
man should, at least, know what his firm has to say about its
goods, and which lines, in their estimation, show sufficient
selling possibilities to justify the use of advertising.
Special Values. Any article selling at less than regular
price may well be used for suggestion sales, even if not ad-
vertised. The interest shown by calling money-saving
opportunities to the attention of the customer can result in
nothing but good-will, except with that type who care
nothing about expense.
Special Articles. These may be selected for suggestion-
sale purposes. This gives the salesman something definite
on which to fix his mind, and because of this definiteness, it
is often found very practical. The motive back of the selec-
tion of articles may be the pleasing of customers by showing
special values or the reduction of stock in slow-selling lines.
The Salesman's Favorite Line. The one he likes best can
be used most effectively for this purpose, as he can talk en-
thusiastically about this line without conscious effort. Every
salesman has something in his department that he likes bet-
ter than other things. Then let him use these things as a
basis for suggestion sales.
The Customer's Preference. This may be expressed by
her approval, her previous selection of kindred lines, or her
present examination of some goods displayed. It gives a
known basis of interest on which to work, and means that
success will come with comparative ease.
Centering on a Single Department. This method of mak-
ing suggestion sales in one's own department is obviously
the best and most natural thing to do. However, this does
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RETAIL SELLING
not exhaust the possibilities of suggestion selling. They are
as broad as the variety of goods handled in the store.
Suggestions may be general, taking in all parts of the store
at a time, or they may be confined to certain departments.
For certain big sale events confined to one department, all
other sections are asked to use their power of suggestion on
their customers with most beneficial results. For instance,
a silk sale was notably successful through combining this
plan with the advertising. Another concern experimented
by having salespeople in all departments suggest gloves, with
the result that the glove department doubled its business
without extra advertising. Still another store had its em-
ployees call the attention of friends and acquaintances to a
shirt sale. This also proved very successful. All people are
amenable to suggestion, but it is a power which lies dormant
in many stores, a force which might be used without added
expense to increase the net profits of a store a goodly per-
centage. Certainly no salesman should overlook the chance
of turning the time usually v/asted in waiting for parcels and
change to good account.
The Value of Good- Will. What happens after the sale
is often more important than the transaction itself. Most
businesses could not survive if each customer made but one
purchase and never came near the store again. It costs
considerable in advertising, window display, etc., to induce
people to come to the store. An additional amount must be
spent in keeping them coming until they have the habit.
Then good service will do much to retain their good-will.
The good-will of each customer is so valuable that no one
should be allowed to leave the store dissatisfied in even the
smallest detail. Even if intangible, the good-will, ase vi-
denced by continued patronage, is very valuable. Were a
going concern to sell out, it would receive, in many cases,
a large amount for its good-will.
220
PRINCIPLES OF SALESMANSHIP
Securing Good-Will. One of the most important func-
tions of the salesman, therefore, is to build up and retain
good-will. All during the sale he has ample opportunity to
accomplish this purpose by attentive, courteous service,
which goes a step beyond politeness and does the unex-
pected and seemingly unnecessary for customers. His
knowledge of merchandise, as evidenced by his selling talk,
is also a potent factor, in that, all other things being equal,
people prefer dealing with those who know their business.
But probably the most important period in the sale is the
few moments just preceding the customer's departure. We
are prone to remember best the things which happen last.
In small stores, when other customers are not waiting, it may
be possible for the salesman to escort the customer to the
door. In a large store, this is manifestly impossible. In its
stead, the salesman may well accompany the customer to
the limit of his department, and bid her "Good day," with
a smile. Failing in this, his eyes may follow her as she leaves.
In any event, he should be loath to have her leave, as the
longer her stay in the department is prolonged, the greater
will be the chances of sale.
On her departure she should be asked to call again, and,
if possible, some definite reason and definite date be given
for this call. An invitation to "drop in when you are down
this way," is altogether too general in character, when
goods are coming into most departments continuously, or
there are other events in the immediate future which would
make a succeeding visit decidedly worth while to the cus-
tomer.
Every transaction should, of course, be closed with an ex-
pression of gratitude, a sincere, earnest "Thank you," that
shows appreciation of favor.
Some one has said that most salespeople are like an elec-
tric light. So long as they can see money in prospect they
221
RETAIL SELLING
glimmer and dazzle, but, once the jingling silver or the crisp
bill passes across the counter, off goes the switch and out
goes the light.
The salesman who realizes the value of good-will must be
just as interested in customers after their money is spent as
before. There must be no lessening of attention or service.
The right kind of leave-taking will mean that each customer
will go out a missionary for the business, that when in need
in the future she will return to that store, that she will un-
consciously induce her friends to trade there, and, what is
of most interest to the salesman, that many of the sales thus
resulting will come to him. Through good-will the salesman
may build up a personal following that will make his future
secure. By virtue of this following he forms a basis of trade,
a certain volume of business which is assured, and to which
he may add by increasing his clientele.
He must realize that, no matter who owns the store, he is
in business for himself, and that satisfactory volume can
only come as a result of good-will. Every customer he serves
should be anxious to come to him again whenever real or
fancied needs present themselves.
In the first step of the sale, the salesman sells himself to
the customer. In succeeding steps he sells merchandise until
the final "securing of good-will," when he again repeats the
first process. This resume briefly outlines a plan which
cannot fail. Its consistent practice is recommended to those
engaged in that most interesting and profitable of all pro-
fessions — selling.
Part III
TRAINING PEOPLE TO SELL MORE GOODS
XI
THE PURPOSE OF TRAINING FOR RETAIL SALESMANSHIP
The Two Aims. Books have been written, magazine ar-
ticles printed, and the impression circulated by various
other means that the lot of the retail worker is a hard one.
Women's clubs, actuated by the best of motives, have sought
to relieve what they believed to be very bad conditions in
this field of endeavor. Laws have been passed to make
store environment more healthful and pleasant. From time
to time there have been great waves of social uplift, to which,
in many cases, salespeople have submitted rather than voice
opposition which might endanger their jobs.
In the opinion of the writer much effort has been wasted
in attacking problems which might have been more quickly
solved through increased earnings of the individual. Mer-
chants do not want to "fire" salespeople. It is far better for
the store to retain its employees because they come to know
the peculiar needs, traditions, and methods of the business,
and because the average customer likes to shop in a store
where she knows the salespeople and they know her. Further,
there is an attendant cost to the "hiring" and "firing" that,
if reduced, can make a substantial saving.
Still, changes among the store personnel are frequent,
largely because of individual inefficiencies and because of the
lack of information which could be supplied by proper
training.
The purposes of training salespeople are, therefore, first:
225
RETAIL SELLING
increased profit for the firm through increased individual
productiveness; second, increased profit for the individual
through increased earning capacity.
Increased Profit for the Firm. The importance of the
salesman has been discussed in preceding chapters, with
special emphasis on the fact that he represented the produc-
tive end of the business. Still, he does more than make sales.
Through the bettered service which results from proper
training, steady patronage is built up, and that greatest of
all assets, satisfied customers, secured.
Training raises the tone of the store, makes it fit more
closely the needs and demands of its clientele, and means
selling more merchandise, making more profit, better stock-
keeping, and many other desirable things which are in many
cases secured only by constant supervision.
In years past businesses have been developed in every
other detail, but it is only recently that merchants have
awakened to the fact that more attention should be given
to the person who sells the goods.
Training for Selling as a Profession. Training of the
right sort will promote loyalty and co-operation to a degree
impossible by other means. It makes the salesperson want
to do something for himself, the accomplishment of which
will benefit the store. Then it shows him how to do it.
The professions and trades all demand training, because
employees have found that this training pays. Why not,
then, attack the problem of retail salesmanship training
with the belief that it, too, will pay? Most corporations
do train their salesmen, whether they have merchandise
or service to sell. Insurance companies, railroads, light-
ing companies, telephone companies — all lines are represent-
ed in this movement. Why? Rest assured not entirely
because of philanthropy. Simply because it is profitable
in many ways.
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RETAIL SALESMANSHIP
Individual earnings are always in proper relation to pro-
ductiveness. The man who earns only one dollar for his
employer can never expect to receive two dollars for his
work. To be sure, he will never get all that he earns, for
the employer, who risks capital, must receive a return com-
mensurate with such risk, and every one knows that the risk
is far from small in retailing. The merchant buys labor,
just as he buys many commodities, and for the same reason
— profit.
It is a well-established fact that the new salesperson is
ordinarily, for a limited time, a liability instead of an asset.
He may make so many mistakes and lose so many sales
and customers through lack of knowledge during the first
three months that it will take six months more of profitable
effort to make up the losses. This is true, also, though to a
lesser degree, of salespeople coming from other stores. They
may have been rated "excellent," but what they did in one
store might not suit the other.
The Value of the Salesperson. Training is important
from the standpoint of the store, but its greatest value is to
the individual.
(a) It helps him to avoid troubles caused by mistakes.
(b) It helps him to hold the job which furnishes his livelihood.
(c) It enables him to become proficient in a business activity where
unusual efficiency is quickly recognized.
(d) It makes his work more interesting and enjoyable, takes the
drudgery out of his daily tasks.
(e) It enables him to earn more money.
(/) It gives him basic methods of influencing people which will
be valuable in whatever he may attempt to do.
(g) Its benefits are so many and so varied that they cannot be
easily classified.
There is a popular belief among certain stores that train-
ing does not pay, because many of the salespeople are women
i6 227
RETAIL SELLING
who do not stay long with one store, but leave, either to get
married or because of some trivial, unpleasant happening.
While this may be true in certain respects, the retail store
must, of necessity, continue to employ women, and many
women must, of necessity, look to the store for employment.
Store associations and training can do much for those
women who realize their advantages.
First of all, they may learn to do things in a way that will
assure their permanent employment; through increased earn-
ing power they may, to a large degree, become independent;
they are given an opportunity to learn much regarding goods
they may have to buy in the future.
"Women are admirably fitted for most kinds of store work.
It is a profession far removed, in its details, from the monot-
ony of factory work. It provides opportunities for meeting
congenial, intellectual people among the customers. Little
wonder, then, that girls and young women flock to the ranks
of the retail store.
As they come, training should provide a means whereby
they may stay, and, staying, prosper. The welfare of the
store and that of its salespeople are linked together insepa-
rably. If one benefits, the other does likewise. If one fails,
the other is bound to lose.
What Shall This Training Be. Training for selling should
cover a number of essentials. It should be cultural to the
extent that salespeople may be able to truly represent the
store and its ideals. Its aim should be to make better men
and women, mentally, morally, and physically.
But in discussing the ethical side, with its comprehensive
advantages, one must not overlook the fact that the great-
est good to all can come with least delay, by devoting atten-
tion to training for selling. The value of acceptable person-
ality and its development should not be minimized, but the
really important thing is, after all, that, havir? ;■ pf^'^^'ct
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RETAIL SALESMANSHIP
human selling-machine, we must use it in the right way to
secure maximum results in selling.
Suiting Selling Methods to Circumstances. The selling
organization itself, and some of the methods of using it, have
been mentioned in preceding chapters. Other methods suit-
able to the particular problems of each store should be
evolved, in keeping with practices and principles mentioned
before. Methods should be regulated to the business they
are to serve. Fifth Avenue, New York, may demand dig-
nified service in selling; Kalamazoo, Michigan, may call for
congeniality; Red Dog, Arizona, may want gruffness; and
Palm Beach, Florida, unobtrusiveness.
Applying Specialty Methods to Retail Selling. The work
of some successful manufacturers furnishes the key to the
situation. One firm called in all of its traveling salesmen,
and at a meeting asked each to explain the methods used in
selling the type of machine on which he had most success.
A free exchange of ideas was encouraged, and from these
was made up an invaluable selling manual containing ideas
found practical by tests. The usual objections to making a
purchase were listed, and each man gave his method of
overcoming them, so that others might benefit from his
experience.
The sales manager of a prominent Western factory called
each of his salesmen, in turn, as they came from trips, and
asked each to explain to him, as he would to a prospect, a
new machine being put out by the company. A stenogra-
pher, on the other side of a partition, took down these ex-
planations, and a typewritten copy of the talk was handed
to the salesman and the sales manager the next morning.
The stenographer's part was a secret, so far as the sales-
man was concerned, until he received the copy of his own
selling talk. The perusal of this talk not only led the
salesmen to better their presentations, but furnished ex-
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RETAIL SELLING
cellent material for a selling manual, similar to the one
mentioned before.
Standardizing Selling Methods. Everywhere, concerns
are endeavoring to standardize selling methods so that these
standards may be used as a basis for training. Once the pre-
liminary work of analysis and standardization in any store
has been accomplished, the next thing is to explain this
method so clearly that it must be understood, and then in-
duce salespeople to try the method suggested and demon-
strate its value. The standards suggested are those which
will be approved by the majority of customers. It would be
impossible to develop methods which will be successful in
every case.
The Foundation of Selling Habits. The mind cannot well
be too conscious of the fundamental details of sales conduct,
as promptness, pleasantness, etc., if it is to be alert to detect
the varying effect upon each individual customer. In other
words, the salesperson, in approaching, should not be think-
ing, "I must overcome every objection this customer makes."
Such consciousness will tend to make the sale stilted. Once
having determined what the proper methods shall be, the
salesperson should take them up, one at a time, and practise
them continuously, until each in turn becomes a habit.
One can acquire the habit of promptness, or any other
essential. The smile of welcome may become second nature
to such an extent that it would require an effort for one to
frown. Proper bearing can be made habitual. Note the
erectness of carriage of the soldier, the swinging gate of
the sailor.
The formation of good selling habits is easier than that of
other habits. All it requires is concentration for a certain
period of time, until the individual does right automatically.
As the fire-horse immediately responds to the sound of the
gong, so should the salesman be trained to be "on the job"
230
RETAIL SALESMANSHIP
instantly when the customer approaches. The process takes
time and patience, but its rewards are certain and decidedly
worth while.
One must be careful, however, not to attempt the acqui-
sition of too many habits at one time. Better a soldier thor-
oughly trained in marksmanship than one but indifferently
efficient in all his duties. Better a salesman trained to do
one thing well than to do a number of things poorly.
The Development of Each Individual. The development
of each salesperson cannot help giving a wonderful impetus to
the business. It should be based on a careful analysis made
by:
(a) The salesperson.
(b) The department manager or proprietor.
(c) The floor manager or disciplinarian of the section in which the
salesperson is employed.
These anatyses should then be carefully compared, and
any radical difference made the subject of further investi-
gation, that the facts may be determined. With the anal-
ysis completed, individual needs may be determined and
supplied, and the process of development carried on not only
very generally but intensively.
One such plan used by a certain store is as follows.
While it may seem too pretentious for a small store, it can
be modified readily to suit conditions.
Individual Development Plan. So that all people in-
fluenced might be well informed regarding the various phases
of this plan, explanations were sent to the floor manager,
buyer, and the salespeople. These explanations cover the
essential points dealing, first of all, vdih the object of the
plan, which was to increase the earning capacity of each
individual. The necessity for exactness was impressed upon
them, and the necessity for knowing the personality and
231
RETAIL SELLING
character of employees, as well as their ability shown by
sales.
Three divisions of the business were requested to make
analyses in conjunction with those made by the salespeople.
Each analysis was sent to the manager's office without one
individual knowing what the other had done. The object
of this was so that there might be no unfairness or favoritism
shown. The fact was impressed upon each individual that
good retail service meant something more than mere selling
of goods, and that other qualifications in addition to selling
ability would be taken into account in rating employees'
efficiency. These other qualifications were not only listed,
but explained from the standpoint of the business. So that
slight variations from the standard might be noted, the
ratings were given in percentages: Perfect being 100%;
good, 75%; fair, 50%; poor, 25%; very poor, 10%.
The plan was involved primarily for the benefit of those
employees who, while doing good, conscientious work, often
did not have a sales record which compared satisfactorily
with others who may have been neglecting important duties,
such as stock-keeping. Those making the ratings were cau-
tioned not to be too lenient, but to be as exact as possible.
It was pointed out that in order to secure a high degree of
efficiency that must be demanded and expected.
The fact was also mentioned that this plan should not be
looked upon merely as a means of voicing complaints, but
that all criticism offered to be constructive, and that there
should be a real reason given when necessary for any rating.
These blanks when filled out were collected and sent to the
general manager's office. The effect could not but be good,
because of the fact that the essentials of good selling service
are kept constantly before those who might be able to regu-
late it.
The reports of the buyers, floor managers, and assistant
232
RETAIL SALESMANSHIP
superintendent were necessarily much more brief than
those made out by the individual employee. They contained
such questions as these:
Is the salesperson's appearance typical of the store?
Is she amenable to discipline?
Is she courteous at all times?
Is she loyal to the business?
Has she initiative?
Does she do things without being told?
Is it necessary to tell her more than once what to do?
Has she shown evidence of lack of education?
Does she work well with other people, or is she a disturbing
factor in the department?
Is she interested in her work?
Is she fitted physically for work in her department, or should
she be transferred?
Do 3^ou think she is improving in efficiencj'?
What is her record for exactness?
Does she make many errors, and which most frequently?
Is she industrious?
The following questions regarding various qualifications
were given as a basis for judging:
Appearance: Does she conform to the regulations of the store
as to dress, personal cleanliness, neatness,
business-like attitude, and efficiency?
Manner: Is she pleasant, courteous, calm, keen, confident,
but not overly so, kind, sympathetic, cheerful?
Loyalty: Has she the interest of the company at heart, be-
lieving in the store in every detail, lacking petty
jealous}^, and refraining from the discussion of
company affairs with outsiders?
Cc-operation: Does she co-operate with the other members of
the department and store in the furthering of
the firm's business and interests, in the keep-
ing of the rules and regulations laid down, and
in carr>^ing out new systems and changes
suggested?
233
RETAIL SELLING
Responsibility: Is it necessary to give instructions as to methods
and duties more than once, or does she carrj-^
them out without further supervision; show
good judgment, rehabihty, wiUingness to co-
operate, honest, trusty, good at carrying out
of details, etc.?
Has she foresight enough to see things to be done
without being told, carrying them out to
satisfactory completion; original, alert, de-
sirous of learning business?
Is she careless in manner of doing work, making
of sales-checks, etc., and endeavoring to avoid
all errors?
Is she regular in attendance at the store, reporting
for work on time, keeping of appointments
and promises made to customers?
When not waiting upon customers is she sitting
down, visiting with other salespeople, day-
dreaming and listless, or does she work on
her stock, etc.?
Has she such knowledge of her stock and mer-
chandise that she inspires confidence in cus-
tomers; interested enough in the store to read
advertisements, not only of her own depart-
ment, but of others, in order to be of general
assistance to inquiring customers; and possess
information as to special service of store, such
as rest-rooms, mailing-desks, transfer-desks,
telephone-booths, location of other depart-
ments, etc.?
Notice to Salespeople. The following excerpts from no-
tice sent to salespeople will serve to show its general content :
There has been some thought among certain employees of this
store that the sales record was the only thing which counted. This,
of course, is not true, and it may be interesting to you to know that
in the past, in making advances and offering new opportunities,
many other things have been taken into consideration. However,
there may have been some injustices because of the fact that this
234
Initiative :
Accuracy:
Punctuality :
Industrious :
Knowledge of
Business:
RETAIL SALESMANSHIP
information was not systematically aiTanged and in most avail-
able form. For that reason we are asking your co-operation in
installing and operating a plan which we beUeve will be mutually
beneficial. From your standpoint it will mean that those neces-
sary things which might be lost sight of, though none the less es-
sential for the best interests of the business, will be given full credit.
Among these, of course, are stock-work, service to customers not
reflected in immediate sales, assisting other employees. In fact,
all those things which go to make up a harmonious condition in
the store family. We are first of all sending this information to
you. It is to be your plan, and will be effective only if it is carried
out with great exactness. The attached blank is for self-analysis.
When it is filled out and returned to the manager's office the in-
formation given thereon will be considered confidential. For that
reason, please be as frank, honest, and fair in making your answers
as possible. Others have been analyzing you during your entire
time of employment. We believe that you should first find out
your own strength or weakness and correct it before it comes
to the attention of others.
This analysis, in addition to showing you yourself in a true
light, will be valuable to you in analyzing other people with whom
you come in contact. If you do not imderstand the plan fully,
ask some one of your friends to help you, or come to the educational
office for assistance. Though some of the questions may seem
unimportant, we can assure you that they are all valuable, and that
there is no thought of making the plan too burdensome. We will
ask you to fill in blanks similar to those attached, once every three
months, and hope and believe that succeeding ratings will show
constant improvement in j^our own estimation.
The ratings will be given in percentage, so that greater exact-
ness may be obtained. The percentages will conform to the fol-
lowing standards: Perfect, 100%; good, 75%; fair, 50%; poor
25%; very poor, 10%.
One hundred per cent, will mean that, in your own estimation,
you are perfect in the qualifications mentioned.
Seventy-five per cent, will mean that there is a possibility of slight
improvement.
Ten per cent, or less will mean that the quality is not only lack-
ing, but has been replaced by its opposite, whose effect is destruc-
tive instead of constructive.
235
RETAIL SELLING
In addition to blanks listing and defining the qualifica-
tions issued to floor managers and buyers, a slip was pro-
vided on which the following questions were listed:
Why did you seek employment with this concern?
Has j^our experience with this concern been such as to make
you believe you are in the right place?
Do you find your work too difficult or hours too long?
Do you like the merchandise you are handling? If not, mention
other lines you would prefer.
What is your greatest ambition in life?
Are you making definite plans to attain it?
What were your last three positions, and how did you like
them?
Are you subject to illness frequently?
Give date and duration of last illness.
What are you doing to improve your health?
What are you doing to improve your knowledge of the business?
Do you read the newspapers? If so, which ones?
What other lines of goods do you understand other than those
in the department in which you are emploj^ed?
What is your school education?
In what studies were you particularly proficient?
Have you any bad habits which interfere with business?
Do you have difficulty in getting along with your associates?
Are you honest in word and deed?
Are you especially fitted for some kind of work not now being
carried on? If so, what?
Do you believe you are working up to full capacity?
Do you experience difficulty in figuring sales-checks?
Are you economical in providing for personal needs?
Are there any business problems you would like explained?
Do you read the advertising regularly?
Do you have many customers who wait for you?
Have you noticed conditions about your department which
might be improved? If so, what?
Have you recently had any misunderstanding with any one in
the store?
Do you believe that you are progressing rapidly enough in your
work?
236
_Religion_
RETAIL SALESMANSHIP
RATING CARD FOR SALESPEOPLE
Name Dept . No .
Possible Transfers
Progress to Date
Nationality
Health
Personality
See Reports I Floor Manager
on Salespeople ) " -
Average Efficiency Rating
Knowledge of Stock
Care of Stock
Ratine.^
Buyor_
Asst. Supt.
Sales Record
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Returns
Net Sales _
Total Sales
—
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—
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Rank in Dept.
Salary Percentage
Rating as above
Accuracv Record
—
No. of Errors
Rank in Dept.
Times Late
—
Times Absent
—
Ratine
Rank in Store
237
RETAIL SELLING
The Personnel File. One of the most important files of the
manager's office and that of the superintendent should be
the personnel file, in which an envelope or folder is given to
each emploj^ee for the collection of evidence of ability. In
addition to the application blank, this envelope or folder
should contain all letters from references given by the em-
ployee, all records of errors, and all sales records. Much
of this information may be summarized on a card which
should also be inclosed in the folder mentioned. This card
\y\\\ contain among other information the following: Name,
Department, Number. These cards should be filed alpha-
betically by departments and a cross file should be main-
tained under the heading of "possible transfers," showing
which salespeople are eligible for vacancies that may occur.
The Result of the Rating Plan. Great good will come to
all concerned as a result of the intelligent operation of such
a plan as the foregoing. It is certain to react advantageously
for the store by instilling into the hearts and minds of em-
ployees the spirit of the game.
Its greatest benefits, however, will revert to the sales-
person. He will, through being constantly reminded of the
importance of the qualifications, become a better individual
outside as well as inside the store. He will have visualized
those things which are necessary to success.
Such a plan points out plainly the road he must take, and
acts as a constant reminder to keep him from being diverted
into by-paths. He will sell more and to better advantage.
A larger percentage of the goods he sends out will stay sold.
He will be very much more valuable to the store and to
himself if he is sufficiently impressed by self-analysis with
liis needs and by the knowledge that his results must pass
under the critical eye of the management.
Shown the need, the development of habits of efficiency
is, as has been mentioned before, largely a matter of doing
238
RETAIL SALESMANSHIP
the right thing over and over, until it becomes second
nature. However, visualization of the task aids materially
in its accomplishment. With that thought in view a plan,
such as is described in succeeding chapters, should be in-
stalled by which to follow up the analysis and rating in order
to take special advantage of it.
XII
SELLING MORE GOODS
Two Ways to Sell More Goods. It must not be forgotten
that every dollar of revenue for the retail store comes
through the efforts of its sales force. Of course, the sales
fluctuate widely, according to the type of store, the season,
and other obvious influences. But the most important fac-
tor is the selling ability of the individual clerk. Each person
behind the counter averages a certain number of sales daily,
and each sale is of an average amount. To increase each
of these averages, which the efficiency engineer would call
the units of selling, is the problem.
In a certain store last year the average number of sales
per person was increased from thirty-two to forty-three
daily. In other words, each salesperson served nearly
one-third more people each day, with no change of work-
ing hours. During the same period the average amount
of each sale was increased from $.94 to $1.13. Considering
both averages, the sales increase per clerk approximated
nearly two-thirds. Except for a greater prosperity generally
throughout the city, which would account for an increase
of 15% to 25%, other factors were nearly identical. Prac-
tically the same corps of buyers supplied the merchandise,
getting it generally from the same sources as during the
preceding year. The same force of window-trimmers dis-
played the goods. The advertising was but slightly in-
240
SELLING MORE GOODS
creased. So the gain in total sales of approximately 40%
must be attributed to two causes only :
(a) The increased prosperity of the city, as shown by gains of 15%
to 20% in business of other stores.
(6) The increased selhng efficiency of each clerk, which must
be given credit for the d-emauider of the excess of 35%
to 40%.
Of these two influences it will be seen that the second was
by far the more productive, though the first would doubtless
have made an increase possible without extra effort. But
the financial advantage was not the only one. The special
training in selling resulted in better service to the customer
and more steady patronage, with a corresponding increase in
good will. Even had results been much less, the effort would
have been decidedly worth while.
How It Was Done. In addition to the regular instruction
of salespeople, of the kind described in other chapters in
which both these possibilities were brought out, special
cards were used, on which each clerk might keep his own
record, and special rewards were offered. The contests were
of two kinds — one based upon the number of patrons served,
the other upon the number of "suggestion sales" made.
The cards were distributed every Monday morning, and col-
lected at store-closing on Saturday evening. The results
were tabulated, and the prizes awarded on Tuesday. The
reverse side of each card (see Form I) contained an explana-
tion of the plan. In the first contest the results could not
be based directly on the number of sales, because some
kinds of stock, such as ready-to-wear, are naturally more
slow selling than other kinds, such as notions. Nor was it
possible to balance matters by giving any credit for the
amount of the sale, as it would be manifestly unfair to expect
the notions clerk to equal in sales volume one in ready-to-
241
RETAIL SELLING
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SELLING MORE GOODS
wear garments. In order to equalize everything, standards
of the number of sales which should be made in each depart-
ment were made from the records of the previous year. The
average department was used as a standard, and in the sec-
tions such as the notions and other staple small wares, where
goods move most rapidly, handicaps were given. Similarly,
allowances were given the sections where goods move more
slowly than an average. In this way all sections were put
on an equable basis. The job of setting the standards, or
determining the unit operations, required considerable time,
but the results proved the time to have been well spent. In
a smaller store, where clerks go freely from one department
to another, the plan has been found to work satisfactorily
without such grading, for the sales will average over fast-
selling and slow-selling goods.
In the regular talks to the salespeople the necessity for
promptness, knowledge of goods, and stock arrangement was
emphasized as necessary to prize-winning results. Further-
more, it was pointed out that increased sales would result in
salary advancement. Then, after the plan had been in oper-
ation a few weeks, the second card was given out, with the
request that each salesperson watch his own shortcomings,
with a view to their elimination. Form II was used for
the purpose. At the same time in the talks to salespeople
the necessity for self-analysis and the detection and correc-
tion of faults before they were noticed by others were fully
explained. The greatest advantage lay in the fact that each
person Tcept his own record, for these cards were not turned
in to the management. The actual record on the card forced
the matter to his mind in a way not to be forgotten and not
allowed to remain unheeded. We all like to discover our
own faults and correct them before our superiors discover
them, too. The method, again, is fully as useful in a small
store as in a department store.
17 243
RETAIL SELLING
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244
SELLING MORE GOODS
Suggestion Sales. Two results were obtained from the
first plan. In addition to increasing the number of sales
per person, by impressing on each clerk the value of time
and the necessity of waiting on as many customers as pos-
sible, it made promptness and quick service habitual with
the majority of salespeople. As soon as the plan had been
in operation long enough to accomplish these results, "Sug-
gestion Sales" were instituted as a means of increasing the
average amount of each customer's purchase. The card
used for this plan is shown in Form IIL
The suggestion sale, as will be noted from the reverse side
of Form III, consisted of (a) selling an additional article not
inquired for; or (6) selling goods to the customers who are
"just looking"; or (c) selling goods to a person who has
stated that he does not wish to buy. Thus the sale might
consist of only one article, or of several, each additional
article counting as an additional suggestion sale. In order
to prevent the objection that it would require extra time to
keep the record of such sales, the clerks were instructed to
make a dot or a cross opposite the amount of each such sale
on the carbon copy of each sale in the sales-book, or on the
index-sheet. Then the record could be made up in a moment
at the end of the day.
In the regular talks to salespeople while this plan was being
developed, the following points were explained :
(a) The importance of the plan and the effect upon the business
and upon each salesperson's record.
(6) The necessity for fairness and honesty in keeping the record.
(c) The manner in which suggestions might be made tactfully
and without the possibility of arousing suspicion or resent-
ment, yet none the less effectively.
(d) The kind of goods which were most likely to insure a favorable
response.
(e) The prizes to be awarded and the personal satisfaction from
demonstrating in this way a knowledge of salesmanship
and an ability to use it successfully.
245
RETAIL SELLING
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SELLING MORE GOODS
In a smaller store, such as a haberdashery or a shoe-store,
even better results have been obtained, because it is possible
to take up the matter personally with each clerk and show
him just how to attend to each detail.
Suggesting Other Goods. In stores made of many sec-
tions and occupying two or more floors, an effort should be
made by every clerk, and especially those in the main sec-
tions, to promote "circulation of customers." A recent
country-wide investigation of retailing showed that patrons,
as a rule, visit three departments of a department store. If
this number could be increased to five, it is estimated the
sales would increase 25%, because so much buying is done
impulsively. The customer frequently does not realize
clearly his (or her) wants until a casual sight of the goods,
and an opportunity to handle them create a desire.
The fact that the customer is kept within the store is
important in that she is given a greater opportunity for
recollection of unfilled wants. Recently an Eastern store,
in an advertisement, told how one of its patrons from a
small town came to the store immediately on her arrival in
the city, and, finding everything needed there, did not leave
the building until train-time. In most cases that would not
be possible. Impelled by curiosity, the customer, especially
if a woman, would want to visit several other stores to com-
pare prices and styles. However, in a small city the custom-
ers, and especially the farmers who come to town only
once or twice a week, are less likely to "shop." Frequently
out-of-town customers make their headquarters at one gen-
eral store and visit no other. In either city or country store
much may be done to lengthen the customer's stay by pro-
viding a place to rest, toilet conveniences, and the like. But
visits to other departments is the means that should be en-
couraged.
Various plans have been suggested to encourage circula-
247
RETAIL SELLING
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SELLING MORE GOODS
tion of customers. One of the most effective is that used by
a city department store, and illustrated by Form IV. This is
another example of the value of definitely outlining a task
and of providing a convenient record, so that each person
can note his progress. Other plans, suited to different types
of stores, will be outlined; but all have the same object in
view, and all methods are, in many respects, similar. In
connection with Form IV, special bulletins were provided.
Of course, in a smaller store the work could be done more
effectively by a personal talk with each salesperson, in which
an individual plan of action could be developed for each
clerk.
SELLING-SERVICE BULLETIN No. 26
Co-operation — team-work — is responsible for the success of all
great enterprises. If this firm is to have the Best store in the
countrj^ and to become an institution that we can be proud of
more than ever, we must all put our shoulders to the wheel and help
push, conscientiously and continuously.
You are to be congratulated on the splendid showing in suggestion
sales the past few weeks. It is something to be proud of — a record
of five thousand suggestion sales per week.
But you and I know there is no such thing as standing still, and be-
cause we cannot afford to slip back we must keep on going forward.
And so, beginning Mondaj'^, we are going to change the form of
the suggestion-sale proposition, though every one will of course
keep on suggesting things in their own departments just the same
as in the past.
The new idea is this: Each one of us will help some one else to
increase his or her sales. Each one of us will have a suggestion
"partner" to whom we will send customers as often as possible
during the coming week. When we have finished with a customer
we will very tactfully suggest she go to the department in which
our "partner" is employed and ask for Miss or Mr. , as
the case may be.
If these suggestions are made in the right way no one will be
offended, but instead will appreciate the fact that you are taking
an unusual amount of interest in them, for, of course, you will
249
RETAIL SELLING
mention some reason from their standpoint why a visit to the de-
partment suggested is advisable.
Cards will be distributed bearing your "partner's" name and
department at the top. On these cards you will keep track of the
number of people each day that you send to this department, and
at the same time she will be sending you customers that will help
to increase your sales.
When the week is finished add up the numbers on your card,
sign your own name and department, and the cards will then be
handed to your Floor Manager.
SELLING-SERVICE BULLETIN No. 28.
For the Suggestion-Sale Plan for the coming week you will kindly
refer customers to those departments opposite your own on the
following list. No mention has been made of individuals to whom
you are to send customers, and this will be left to your discre-
tion. The prizes will go to the one suggesting departments, as
above, the greatest number of times. Blank cards provided for
that purpose need only to be filled out daily, signed, and handed
to your Floor Manager Saturday night. The list of departments
follows:
Wash Goods
Embroideries
Linens
China
Corsets
Muslin Underwear
Domestics
Bedding
Infants' Wear
Toys
Bedding
Domestics
Muslin Underwear
Negligee
Veilings
Millinery
Dress Goods
Patterns
Boys' Clothing
Toys
Silks
Laces
Haberdashery
Trunks
Negligee
Corsets
Men's Hats
Men's Shoes
Linings
Dress Goods
Women's Shoes
Hosiery
Notions
Ribbons
Men's Shoes
Haberdashery
Embroideries
Infants' Wear
Suits
Waists
Ribbons
Millinery
Children's Outerwear Millinery
Toilet Goods
Handkerchiefs
Millinery
Suits
Handkerchiefs
Neckwear
China
Linens
Neckwear
Jewelry
House Furnishings
China
Leather Goods
Art Goods
Lamps
Books
Jewelry
Toilet Goods
Toys
Infants' Wear
Hosiery
Shoes
Books
Lamps
Knit Underwear
Veilings
Stationery
Notions
Gloves
Leather Goods
Trunks
Men's Furnishings
Patterns
Dress Goods
Waists
Silks
Art Goods
Linens
Laces
Wash Goods
XIII
HOW TO TEACH RETAIL SALESMANSHIP
Before beginning instruction it will be necessary to have
a suitable place in which the meetings may be held. This
should, if possible, be removed from the active scenes of
business, so that concentration in class-work may be se-
cured. A corner in the carpet and rug department during
early morning hours is frequently the most suitable place
in a store having no auditorium or class-rooms.
The equipment need not be elaborate. A table, black-
board, and a sufficient number of chairs are all that will be
needed in the beginning. Later, cases containing educa-
tional exhibits showing the development of merchandise may
be secured and placed on the walls. Many manufacturers
furnish these exhibits without charge. Possibly one may
want a show-case and a counter, to make demonstration
sales more realistic, but in the beginning these may be con-
ducted by using a table.
In a large store it is necessary to have a careful means of
recording attendance. Passes similar to the following,
showing time of leaving the department, are given to the
salespeople by the floor managers (see Form I). Should
the salesperson not be able to leave the department at the
time designated, the actual time of leaving is noted in the
lower left-hand corner, by the floor manager.
251
RETAIL SELLING
FORM I
Service Conference
M Dept
Please report to Mr. Fisk, on the day and hour marked below,
in on floor
Monday Thursday .
Tuesday Friday . . .
Wednesday Saturday .
Left Dept.
O.K.
M.
Signed
FORM II
Service Conference
Time of Arrival .
Time of Leaving.
252
HOW TO TEACH RETAIL SALESMANSHIP
These passes are exchanged at the class-room for Form
II, which is stamped with a time stamp in the square at the
left, and on leaving the class-room this form is stamped
again, in the square on the right. Before re-entering the
department salespeople hand these stamped passes to the
floor manager, who can thus detect any waste of time in go-
ing to or coming from the class-room. In a small store a
class-room record-book will be the only thing needed to
keep attendance records.
The Time of Classes. This should be arranged so as
not to interfere with business or departmental duties. It
will, in most cases, be early in the morning, immediately after
the opening of the store. If the store opens at 8.30 a.m.,
fifteen minutes may be allowed for the salespeople to get their
stock in order for the day. The first class wall then be held.
Promptness in class attendance must be insisted upon, or
much of the time will be wasted. Each class should be held
for a period approximating thirty minutes. Longer periods
are tiresome to the salespeople and interest cannot be easily
maintained. An interval of ten minutes should be allowed
between classes, and all classes should end just as promptly
as they begin. In this way all classes will be over and the
salespeople back in the departments before the crowds
begin to come in.
Who Shall Attend ? Every one engaged in selling. Those
most experienced should be asked to come for the benefit of
their counsel — the younger because of the opportunity af-
forded for learning from their elders. Attendance should be
compulsory, just as the administration of medicine must
sometimes be forced. However, much tact must be used
with the older employees, for there is certain to be some an-
tagonism displayed by such salespeople, and often they are
the ones who need instruction most. Any laxness in insist-
ing upon attendance will mean disorganization of the classes.
253
RETAIL SELLING
After a preliminary period of three or six months, depend-
ing upon the needs of the salespeople, classes may be sub-
divided differently. The proper basis at this time is term of
experience and position in the store, and salespeople gradu-
ate automatically from one class into the next.
One such division is as follows:
Class A. Assistant buyers and heads of stock.
Class B. Those who have been in the store five years or more.
Class C. Those whose experience in the store covers a period of
three to five years.
Class D. One to three years.
Class E. Six months to one year.
Class F. Three to six months.
Class G. Entrance to three months.
In order that there may be no crossing of lines at this
period an outline of the subjects to be taken up and the
order of study must be determined carefully in advance.
Such an outline might be as follows:
CLASS-INSTRUCTION OUTLINE
Class A
Talk I. What value is; how it may be increased — by display,
by timeliness, by form in which it is offered. General rules appli-
cable to buying; how general conditions affect prices, demand,
scarcity, utility of time and place. Looking ahead and regulating
stock accordingly. General aspects of business as a foundation for
future instruction.
Talk 2. — Management; the position of the department manager
in the organization, and why; duties and responsibilities; de-
partment organization with delegation of authority, why and how;
what the manager should be personally; how to qualify for deijart-
ment management.
Talk 3. Analyzing the local market; planning a six months'
selling campaign; locating prospective business; making each
salesperson a factor in securing new customers; business extension.
Talk 4. The value of location; what determines it; how does
254
HOW TO TEACH RETAIL SALESMANSHIP
it apply to the arrangement of goods in each department; greater
selling possibilities; saving of time and materials; making one de-
partment help another; stock-keeping, its importance.
Talk 5. Advertising, why, what, how and when; how publicity
can create business; what the mission of retail advertising really
is; what to advertise to accomplish the purpose; when to adver-
tise most liberally; how to plan and carry out special sales, fore-
seeing advertising possibihties and bujdng for that pui-pose; es-
pecially bought lots and regular goods for sales, etc.; something
about the way ads. are handled, why it is necessary to get copy
early, etc.
Talk 6. SeUing and salesmanship; preparation for selling;
process of making a sale; appeals that sell goods; how to analyze
a sale, etc.; promoting sales through contests, prizes, quotas, etc.,
and methods used by traveling salesmen in selling the goods.
Talk 7. Commercial law as it affects buying and selling dry-
goods; brief resum^ of general points.
Talk 8. Accounting; inventories, turn-overs, profit percent-
ages, terms, discounts, stock records as perpetual inventory sys-
tems; an explanation of the firm's demands for results, tactfully
handled from the buyer's standpoint; the necessity of regulation;
keeping daily account of progress in each department.
Talk 9. Expenses from the buyer's viewpoint; what they are
and how to minimize them; costs of buying, traffic expenditures,
handhng in the stock-room and departments; mark-downs, leaks>
and losses. Stock-room methods.
Talk 10. The development of the department store; the chain
store, and the specialty store advantages; the effect of mail-order
houses; nationally advertised goods vs. private brands, their
profit possibilities; substitution; value of exclusive agency; how
the jobber may help; the buying syndicate or association; how to
treat competition; co-operation of all departments necessary.
Class A — Department Management
TALK NO. II
Retail-Store Organization: What it is. (Show by organiza-
tion chart.) Selfridge, Gimbel, Marshall Field & Co., and others .
Why is store organization necessary?
To fix responsibility. Why?
255
RETAIL SELLING
To develop specialists. Whj^?
To maintain discipline. Why?
To provide for the expeditious handling of routine. Whj'' ?
The place of the department manager in the organization. To
whom responsible and for what responsible. (Reference to chart.)
Duties and Responsibilities of a Department Manager :
To buy and sell the right merchandise, in the right quantity,
at the right price, at the right time.
To see that goods are properly marked, cared for, and displayed.
To see that his subordinates know why he bought and why
customers should buy.
To delegate duties to others, schedule routine, and follow up
instructions to see that they are carried out in spirit and
in letter.
To keep stock and purchases within defined limits.
To know the exact condition of all goods in stock.
To operate his department at a profit as he would his own store.
To train an understudy, so that his business may not be af-
fected by his absence for short periods.
To direct his department with a minimum of friction.
To co-operate with all other executives and departments for
the general good of the institution.
To devise sj'stenls of stock-accounting that will show present,
past, and possible future conditions.
To maintain discipline and encourage initiative.
To keep posted on market changes and tendencies.
What Should the Department Manager Be ?
Personality; a model for the others, typical of this store.
An expert in his particular line of merchandise and merchan-
dizing.
Capable of recognizing needs and applying corrective measures.
Competent to plan department arrangement, advertising,
special events, displays, etc.
A merchant in every sense of the word.
How to Qualify for Department Management :
Do your present work in the very best way.
Co-operate with the buyer and assume as many of his duties
as possible.
256
HOW TO TEACH RETAIL SALESMANSHIP
Learn each line of merchandise thoroughly.
Note and avoid the deficiencies of the average salesperson.
Study the personality and methods of those who have suc-
ceeded.
Note the needs of customers and the kinds and qualities in
your Unes in greatest demand.
Begin now directing j^ourself so you may direct others.
Be ashamed to merit criticism or to show laxness in attention
to business.
Your future value rests largely on your ability to duplicate
yourself in others.
Begin studying the work of the executive now.
Quotation: "There are many classes of workers in the business
world — from the railroad president drawing $50,000 to $100,000
a year to the ditch-digger earning a bare Uving. Why the differ-
ence between $50,000 a year and $500? Prof. Meade, of the Uni-
versity of Pennsylvania, says it is a matter of control. The man
who can control other workers efficiently is worth to the community
the higher compensation it pays him."
Andrew Carnegie once said: "I want this put on ray grave-
stone, ' Here lies a man who had the faculty of surrounding himself
with men who were abler than himself.'"
What must an executive be fit to do ? Filene's, in Boston,
in asking for men to take responsible positions in their business,
give perhaps the finest analysis of the duties of an executive ever
prepared. The analysis is divided and subdivided as follows:
Organizer:
Ability to detect weak points in the present organization.
Ability to look ahead and provide for future needs.
Abihty to locate and build resources for securing employees of
a better tjqje than the average applicant.
Analyst :
Ability to judge men with limited opportunity, as in engaging
new men with more favorable opportunity than men already
with the firm.
Ability to recognize limitations of men.
Ability to recognize possibilities of men.
Executives:
Qualities of leadership.
Ability to handle men, to secure loyal service and the best
ability of each.
257
RETAIL SELLING
Handling the forces to the greatest advantage for efficient and
economic service.
Initiative.
Educator:
Ability to provide training for people of promise for positions
of larger responsibility.
Ability to provide that each person shall be personally equipped
with a thorough knowledge of the duties of his position.
Education:
Sufficient to enable him to meet intelUgent men on an equal
footing.
Sufficient to make him a trained thinker.
Sufficient to make him successful by the use of his mental equip-
ment, combined with hard work.
Experience :
Of an executive nature; preferably in a large organization in
a capacity where he has been responsible for results of his
own ability as an organizer.
Character; Personality:
Can it be done? Can this management ability be developed?
Can we rise above present circumstances?
Cite examples from the history of great men in the commercial
world: Marshall Field, John Wanamaker, etc.
It is up to YOU. What are you going to do about it?
Start to-day. Let me help you. Let every one help you who
will.
Class B
the five-year club
Talk 1. Talk by the President and presentation of buttons
designating five years of service, at a meeting attended bj'- buyers
and executives.
Talk 2. A talk impressing upon members of the class their re-
sponsibility to the firm and the result by unitation of thoughtless
actions. Development of personahty.
Talk .3. The new employee; why members of the Five- Year
Club should take especial pains to see that new employees become
efficient as soon as possible.
Talk 4. A review of methods and standards of seUing methods
decided upon to determine the wisdom of their adoption as the
policy of this store.
258
HOW TO TEACH RETAIL SALESMANSHIP
Talk 5. Talk on the value of a job and the futility at times of
trying to rise upon the level of one's fellows or of playing any other
part than that for which originally cast.
Talk 6. General principles of business. (Much the same
material that is to be given heads of stock and assistant buyers in
Talk I of Class A.)
Talks 7-15. Same material as in Class A.
Class C
the three-year club
Talk 1. Talk on duties and responsibilities as service commit-
tee. Explain that the function of the service committee is the
correction of conditions and not the criticism of individuals.
Talk 2. Observations of happenings about the store from selling
and service standpoints.
Talk 3. Analysis points of contact with customers inside and
outside the store.
Talks 4 to 12 inclusive. Points of contact similar to outlines
given of Class B. (See page 258.)
Talk 13. Discussion of a plan for sj'stematicalh'- boosting the
business to friends and acquaintances.
Talk 14. The treatment of competition and competing lines.
Talk 15. The promotion of co-operation throughout the store.
Talks 16-26. Further class discussion of service.
Class D
Talk 1. Explanation of sales-analysis and its use.
Talk 2. Demonstration sale of approach.
Talk 3. Demonstration sale of arousing interest in the goods.
Talk 4. Demonstration sale of creating desire.
Talk 5. Demonstration of closing the sale.
Talk 6. Demonstration of introducing other goods.
Talk 7. Demonstration sale of securing good-will.
Talk 8. Demonstration sale covering all parts.
Talk 9. As above.
Talk 10. Demonstration of the best way not to approach a cua^
tomer,
rS 259
RETAIL SELLING
Talk 11. Demonstration of the l)osi way not to arouse interest
in tlie goods.
Talk 12. Demonstration showing how desire may be killed.
Talk 13. Demonstration showing how some sales are lost at
the close.
Talk 14. Demonstration of the salesman who does not show
other goods.
Talk 15. Demonstration of the salesman who does not secure
good-will. (Demonstrations 10 and 15 should, in so far as possible,
reflect actual happenings in tlie store.)
Talk 16. Intensive study of merchandise as a basis for bulletins
to be sent to junior employees.
Talk 17. As above.
Talk 18. As above.
Talk 19. Observation of selling methods being used by other
people as reflected by demonstration sales.
Talk 20. As above.
Talk 21. Further development of standard selling and service
methods.
Talks 22-26, inclusive. As above.
Class E
Talk 1. Talk on the fact that, with all their experience, they
should be willing to give others the benefit. An explanation of
the store's service, its aims and ideals.
Talk 2. Telephone service, its advantages and disadvantages;
how it may be utilized to build business for the store. An explana-
tion of the service of the telephone-order department.
Talk 3. The value of example. Why each of the older sales-
people should remember at all times that they are in a measure
models which the younger copy.
Talk 4. Basic principles of selling. Tracing the origin of the
sale as applied to retailing and show which fundamentals have been
obtained at all times. The part that reason and impulse play
in the sale; means employed in the sale — explanation, demon-
stration, conviction, persuasion, and suggestion.
Talk 5. The salesman's personality; amplified study; positive
and negative qualities and their effects. How to replace one with
the other. Suggest observation of other salespeople with expec-
tation of reporting results at the next meeting.
260
HOW TO TEACH RETAIL SALESMANSHIP
Talk 6. Class quiz on elements of personality. Tell about per-
sonality of best and poorest salesman in your department.
Talk 7. Discussion of selling methods as applied to other
activities of Ufe and the attainment of desires. Suggest that sales-
people report at next meeting some way in which they have tried
selling principles in other ways than the selling of goods in the store.
Talk S. Salesman's personality. Self-analysis and self-edu-
cation. Establish standards and ideals. Establish schedules for
yourself and live up to them. How to test yourseK by these stan-
dards.
Talk 9. How to overcome bad habits and establish good ones;
the part habit plays in efficiency; the need of preparation for the
work of selling; trace the growth of three of 3^our personal habits;
test the strength of one of your personal habits; discover and re-
port on the habits and preparation for selling of three successful
salespeople whom you know; the power of the will; how to develop it.
Talk 10. Class quiz on what other salespeople do.
Talk 11. The body as a business-machine. How to take care
of it; talks by physician on care of the health; analyze j'our
own health for the past month. What has illness meant to you?
Talk 12. General appeals in selling; the appeal to the emotions,
by (a) emotion of the salesman; (6) skilful appeal to motive;
(c) by inducing customer to exhibit emotion; emotions that help —
desire, confidence, optimism, enthusiasm, loyalty, faith, hope, and
love; opposites work the other way.
Talk 13. Preparation for the sale-confidence in oneself, in the
house, in the goods, the salesman; created by integrity, frankness,
sincerity, and fair dealing.
Talk 14. Preparation for the sale: dress, care of the body, per-
sonal address, dignity, courtesy, ease, composure, earnestness, tact.
Talk 15. General knowledge a salesman should have about
the store; the location of the various departments, and the kinds of
goods carried there; the general service features of the store;
the time of leaving of deliveries; what the principles and policies
of the firm are, etc.; how does the store compare with competition.
Talk 16. Class discussion of new goods recently received.
Talk 17. Class discussion of advertised goods, of windows, etc.
Talk 18. Class discussion of the service of this store, with recom-
mendations for betterment.
Talk 19. Class discussion of the various steps in the sale with
an object of determining standards of practice for coming employees.
261
RETAIL SELLING
Talk 20. Class discussion of the storo paper as a publication,
and of what should ajipcar in it.
Talk 21. Assignments to members of the class for talks on
merchandise in their dcjiartments.
Talk 22. Two-minute talks by members of the class of various
lines of goods.
Talk 23. How profits are made; wastes and leaks in the retail
business; what can be done in this store to eliminate losses.
Talk 24. New opportunities for business, as seen by those on
the firing-line.
Talk 25. Co-operation with the buyer, the floor manager, tlie
management, and the other salespeople in each department.
Talk 26. Merchandise talks on basic textiles — cotton, silk,
wool, and linen.
Class F
Talk 1. Development of personality. The forming of right
habits and their effect on business.
Talk 2. SeUing methods; general outline of what is to come;
the six steps in the sale and the influence of each.
Talk 3. The approach, intensive analysis; the importance of
a favorable first impression; promptness, its effect on the customer;
readiness to serve, when and where most agreeable to the public;
the value of alertness; why other work should be secondary to
selling and should be discontinued on the approach of the customer;
going half-way to meet the customer.
Talk 4. The physical attitude; its effect on the approaching
customer; health attractive and a good business asset; self-con-
fident bearing inspired by thorough knowledge of merchandise;
the physical condition often reflected in the countenance; the
value of the smile; the expectant expression; knowledge of in-
dividual customers to be gained before the sale; value of memo-
rizing names of customers; systematic plan for learning customers'
names.
Talk 5. Attention, concentrated, as an element of the approach;
its effect on the customer; what to do if another customer ap-
proaches and you are busy; when to render unusual service before
suggesting purchase; the value of doing out-of-the-ordinary things
for our customers; quick appreciation of the customer's wishes, as
evidenced by words and actions; words to be used in greeting;
262
HOW TO TEACH RETAIL SALESMANSHIP
the use of the customer's name; sincerity and earnestness, their
place in the approach; how to pitch the voice; the forms of ex-
pression; regulating the rapidity of speech; tjq^es of customers
and varying methods of approach; merchandise information in-
stead of general statements.
Talk 6. Arousing interest in the goods; transferring personal
interest to the merchandise; correct approach when customer is
examining merchandise; comparison of the effects of positive and
negative statements; how to determine the comparative value of
selling points; how to size up customers; what grade of goods to
show first, and why; associating the merchandise with customer's
apparel; tests that enable you to be certain regarding quality.
Talk 7. Arousing interest in the goods; why goods should be
shown without delay; how many kinds of goods to show at the be-
ginning; bringing the goods to the customer; placing the goods
within the customer's reach; why customers like to handle mer-
chandise; removal of objectionable features; handling the goods to
enhance value; importance of showing the right goods first; show-
ing a selection or one article.
Talk 8. Displaying to best advantage; correctly combining
words and actions; the methods of the demonstrator; use, form,
and color as applied to the display of merchandise.
Talk 9. Creating desire; intensifying interest aroused by first
showing; noting customer's preferences; concentration to note
changes in expression; adapting to customer's suggestions; an-
swering questions readily; the art of overcoming objections tact-
fully; how many and wliich seUing points to use; citing personal
experience or the experience of others; the value of testimonials, as
in advertising; getting customer in the "Yes" attitude mentally;
inducing the customer to agree, anticipating objections.
Talk 10. Creating desire by actions to supplement the spoken
word; demonstration of good qualities; inducing the customer to
test the goods; pointing to specially meritorious features; strength-
ening the impression by direct or imaginative appeal to the senses;
forcing the points by comparison with other goods in stock or mer-
chandise of known excellence; comparison with undesirable mer-
cliandise to increase desire.
Tallc 11. Closing the sale; helping the customer decide; using
expert knowledge for the benefit of our patrons; forcing the
goods vs. polite persistence; certainty that customer's wants will
be well supplied; avoiding misrepresentation; selecting the best
2U3
RETAIL SELLING
time to close the sale; easy comprehension and selection by elimi-
nation.
Talk 12, Usual objections to buying, their reason, and how to
overcome them; demonstration and verbal proof; words and ac-
tions to suggest that decision has been made; showing advantage
of immediate buying or losses that might result from delaj^; out-
side influences that might hasten the purchase; why it is advisable
to reduce the time of each sale; why it is not advisable to hurry
the customer; when to mention price.
Talk 13. Introducing other goods; service instead of selling;
the two ways of selling more merchandise; review of promptness as
applied to waiting on more customers; the suggestion-sale plan;
what goods to suggest; personal preferences; related lines; mer-
chandise in your own department; goods in other departments;
inferred preference; advertised articles; merchandise unusual in
character; novelties.
Talk 14. Introducing other goods; proving to the customer that
her welfare comes first; curiosity; arranging stock in the presence
of the customer; utilizing time while waiting for change; sincerity
valuable at this time; suggestions for future purchases; reasons
why suggested purchase will enhance value of article already bought;
"What next may I show you or is that all?"
Talk 15. Securing good- will; proving to the customer that her
welfare comes first; curiosity; confidence the basis of all business;
evincing pleasure at opportunity of serving; courtesy at all times;
merchandise knowledge; unexpected service: by continued in-
terest after the sale; by the "Thank you," "Come again"; by
asking customer to come at some specified future time; by an in-
vitation to take advantage of special service features of the store;
by accompanying to department limits on departure.
Talk 16. The value of steady patronage; how to build up a
personal following through service; inducing new customers to
come to the store; where to get the names of prospective patrons;
the science of acquaintance and how to utilize it for personal ad-
vancement.
Talk 17. What to know about the goods; what to do when
goods are not in stock; substitution; when to turn over customers,
and how; where to find out about the goods and what to learn.
Talk 18. Merchandise lecture on general subjects — staples
from every department.
Talk 19. Merchandise lecture on basic materials: silk, wooU
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HOW TO TEACH RETAIL SALESMANSHIP
cotton, linen, and metals; facts that can be used in selling-
goods.
Talk 20. Merchandise lecture on lines handled by this store;
information to be obtained from manufacturers.
Talk 21. Review of trade papers; fashion tendencies; price
changes; merchandise shortage, etc.
Talk 22. Co-operation with the buyer; helping new employees;
what the new employees should be and do, and how you can help
them.
Talk 23. Stock-keeping that sells goods; arranged to save time;
arranged to sell and to draw; business from one section to another;
where to show the goods; the advantages of location; pleasing ar-
rangement; harmony of form and color; orderly arrangement; why
desirable; explanatory cards; why displays should be accessible;
displays that convey ideas; cleanliness as an attraction.
Talk 24. Cutting the costs of business by reducing unnecessary
expenses and eliminating unnecessary wastes and leaks; the part
each salesperson may play in an economy campaign; complete list
of expenses; an explanation of net profits and why the store is en-
titled to more than six per cent, on its investment; nothing is
high-priced, nor have we anything cheap. The competition between
basement and other departments.
Talk 25. An analysis of the various types of customers and
recommendations for special treatment of each.
Talk 26. Two-minute merchandise talks by members of the class.
Class G
Immediately on entering the department, the new salesperson
should be instructed in the making of sales-checks and other
forms, and then apprenticed to an older salesperson, a member
of Class B, for one month.
Talk 1. History and policies of the business; how by fair and
honest treatment of customers the store has grown large from a
small beginning; why the store is a good place to work; what it
does for its employees; discounts, welfare work, etc.; object, to
make new employees enthusiastic over their connection with the
business.
Talk 2. Rules of the store explained; necessity for co-operation
and discipline; explain the results accruing from lack of the apnli-
RETAIL SELLING .
cation of same; how their apjilication affects both salesman and
house, and how to apply tlicse essentials efTectively.
Talk 3. Location of departments; shown by a trip through the
store; call attention while en route to special values in merchandise
and other things which may tend to make the new cmploj'ee enthu-
siastic over the goods in all departments.
Talk 4. Class quiz as to location of departments. Explain good
derived through suggestion of other departments.
Talk 5. Explanation of making sales-checks for all transactions;
follow this up with exercise.
Talk 6. Class exercise in making sales-checks. Explanation of
usual errors and difficult transactions.
Talk 7. Sales-check making, with tests for arithmetic and spell-
ing.
Talk 8. Definition of the sale; how ideas get into the customer's
mind, and their influence; concentration to note custome'-'s ex-
pression an aid in selling; need of new ideas; general study of
human nature.
Tallc 9. Human instincts and emotions, their influence in the
sale; why customers delay in buying; fear the basis of manj^ re-
fusals to buy; basing all selling on customer's likes and dislikes.
Talk 10. Necessary qualifications for salesmanship; why you
were hired; how to develop ability; suggestions for practical self-
analysis; how to make your services most acceptal:)le to those in
authority.
Talk 11. Store advertising, what it is and does; why it should
be read daily; how and why you should co-operate with the adver-
tising department; quiz on current events that might affect busi-
ness.
Talk 12. Class exercise in reviewing trade papers.
Tallc 13. General outline for the study of merchandise; how
such study may benefit the salesperson; where to get informa-
tion and how to utilize it; securing the assistance of the buyer in
the study of goods; reading books, magazines, and advertising
matter.
Talk 14. Class qnh on tlie selling-points and their importance;
using mercliandise handled dailj'^ by those in classes.
Talk 15. Reports by those in class of new or especially desir-
able merchandise now being shown in their departments.
Talk 16. The value of good service; steady patronage the aim;
selling the most important, but not the only dutv; why to sell
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HOW TO TEACH RETAIL SALESMANSHIP
goods best suited to the customer's needs; why to sell the higher-
grade merchandise; the salesperson an expert adviser.
Talk 17. Selling methods; explanation of the analysis of the
sale and its use. (See page 225.)
Talk 18. The influence of department appearance; stock-ar-
rangement and stock-keeping, and case and counter display as an
aid to selling.
Talk 19. The first step in the sale — the approach; principles
and methods.
Tallv 20. The second step of the sale — arousing interest in the
goods.
Talk 21. The third step in the sale — creating desire; the use of
merchandise knowledge; how many selling-points to use; talk
suited to customer.
Talk 22. The fourth step in the sale — closing the sale or secur-
ing decision to buy; what to say and do with the various types of
customers.
Automatic Graduation into Class F
Methods of Giving Instructions. Lectures, as mentioned
before, should have some one dominant feature mentioned at
beginning and close. Statements made in these lectures
should be illustrated, in so far as possible, by actual happen-
ings observed in the store. Some humor may well be used
to add interest, though one must be careful that meetings
are not so entertaining as to take thoughts away from selling.
Bulletins, preferably typewritten, should be distributed
after each lecture. These bulletins will cover the main points
given in the sale and will serve, for the time, at least, as a
reminder of the suggestions made.
The best method of handling these bulletins is to have
them passed out by the floor manager, or, in a small store,
by the manager, who obtains the signature of the sales-
person, showing that she has received the bulletin. The
following day the floor manager requires each salesperson to
tell him, briefly, what was in the bulletin, and possibly to
produce her copy of the bulletin, showing that she still
367
RETAIL SELLING
has it. If salespeople know that they will be questioned in
this manner, they will be careful to see that the bulletin is
given attention.
Some stores find it advisable to post each bulletin in the
department, and to issue instructions similar to the follow-
ing about tlie way in which it shall be handled.
METHOD OF HANDLING SERVICE BULLETINS
Notice to Floor Managers
These bulletins are issued for the purpose of improving Busy &
Company Service, especially among those who have recentlj^ en-
tered our employ, and for that reason are not in a position to
interpret the wishes of the firm as well as those who have been asso-
ciated with us for a longer period.
A sufficient number of bulletins will be provided so that each
employee may have one. Their reading of them, however, is in-
sufficient. To secure the greatest degree of good you should:
(a) Explain the bulletin when distributed.
(b) Note that its suggestions are being put into practice.
To do this most effectively, bulletins should be distributed early
in the morning. Your people should he called, either as a whole or
as two sections, and the explanation given to all. Before the dis-
tribution of the new bulletins the preceding one should be re-read
and comments made on the way the suggestions have been carried
out. In reading the new bulletins the fact should be impressed on
salespeople that they are to concentrate for the coming week on
each point taken up. It is well to ask if there is any point not
perfectly clear, and then to require each salesperson to sign the
margin of your copy of each bulletin, which you should file for
future reference.
This should not take more than five or ten minutes once each
week, and will more than repay you for the time and trouble. Each
week you will kindly report to Mr. Fisk on Form No. . . (copy of
which is attached), adding such remarks as may help to make this
portion of the work more effective.
We shall appreciate your co-operation in this respect. It is
really your personal "follow-up" on the floor that will get results.
Without it the bulletins are worthless. Talk over the points with
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HOW TO TEACH RETAIL SALESMANSHIP
your people personally, be sure they understand them, and then
hold them responsible for carrying out the instructions contained
in the bulletins. By driving home one point at a time we can soon
raise Busy & Company Service to a still higher degree of efficiency.
If at any time you have any suggestions or inquiries to make
concerning bulletins, please communicate with Mr. Fisk.
Floor Manager's Report
Name Date
Did you make it fully understood?
Did you follow it up closely all week?
What suggestions can you make regarding the bulletin or future
bulletins?
Signature
Dept
Co-operation of Executives. To secure greatest effective-
ness it is necessary to have the active co-operation of each
executive, so as to be sure that plans are carried out accord-
ing to instructions. For instance, if the salespeople have been
requested to say "Thank you" to each customer, it is es-
sential that each floor manager see that all people under his
supervision do this, not once or twice, but every time. Some-
times a service shopper is employed to find if salespeople
are actually using the suggestions given. The best plan,
unless carried out consistently, will be of little avail.
Let the Instructor Check up his Own Work. The in-
structor not only should have the results of his work checked
up by others, but he should be able, whenever possible, to
detect his own weaknesses in class-work. For this purpose
a self-analj^sis blank, similar to the following, should be
used. It is also of service, in a small store, in connection
2G9
RETAIL SELLING
with the selection of a i)orson to do the educational work, so
as to get the one most likely to make it a success.
SELF-ANALYSIS FOR SALESMANSHIP INSTRUCTORS
1. Personality — vigorous or weak, poised or nervous, neat or
slovenl}'^, at ease or embarrassed.
2. Voice — pleasing or harsh, clear or indistinct.
3. Personal Relation with Students — stimulating or suppressive,
wins co-operation or antagonizes, strict or lax, even-tempered
or irritable, dignified or undignified, encouraging or nag-
ging, enthusiastic or diffident, resourceful or dependent,
systematic or unsystematic, tactful or blundering.
4. The Recitation — students interested or indifferent, number re-
sponding or failing to answer, minding their own business or
interfering, number asking questions or remaining silent.
5. Time Lost— calling class, dismissing class, unnecessary talk,
failure to have anything ready.
6. Is Teaching — rambling or concentrated, too formal or interest-
ing, requires student's thinking, within pupil's compre-
hension.
Try to analyze your own efforts by the above chart and correct
any deficiencies. Mark the results of your observations as plus one
or minus one, and note the net results.
Suggestions on Teaching. Once the instruction is well
under way, one-third of the period devoted to meetings may
be given to class instruction. Salespeople may be draA\ai
out by tactful questioning, with good results. Each may be
asked to tell of new or unusual goods in her department.
An imaginary customer may be waited on in class, each sales-
person telling what to do and how to do it as the sale
progresses.
Various selling methods may also be discussed and agreed
upon, with the result that, later, these methods may be
incorporated into a selling manual, especially for the use
of new employees, and to serve as a guide for those longer
in the service. This manual will represent the opinions of
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HOW TO TEACH RETAIL SALESMANSHIP
the more experienced salespeople, and they, at least, cannot
conscientiously disregard its mandates. The following special
bulletins contain the sort of material which belongs in such
a manual.
SELLING-SERVICE BULLETIN No. 17
"We are creatures of habit. We succeed or we fail as
we acquire good habits or bad ones; and we acquire good
habits as easily as bad ones. That is a fact. Most people
don't beheve this. Onlj^ those who find it out succeed
in life." — Herbert Spencer.
Conferences are being held to determine the best ways of serving
customers. The following suggestions are among the results ap-
proved by the majority. However, the business will benefit only
to the extent that these ideas are put into practice time after time
until they become habitual. Let's get the habit of doing things
the best way.
Substitution. Occasionally you wish to introduce to the customer
some other brands of goods than those asked for, even when mer-
chandise to fill the demand is in plain sight. In cases of this kind
it is suggested that you immediately get the article asked for and
show the substitute next, pointing out anj^ differences or giving
reasons (from the customer's viewpoint) why the substitute is
preferable.
Should the customer ask for something not in stock, it is sug-
gested that you immediately show the nearest j'ou have, and at
the same time explain that you are out of the article inquired for,
instead of showing the substitute without explanation or saying
"We haven't got it."
SELLING-SERVICE BULLETIN No. 19
You have been selected for or retained in Blank service because
your ability is above the average. Your present capability is clue
to the fact that doing right in most cases has become "second na-
ture" to you. If you are not doing these things that have been
discussed and approved in recent meetings, why not add them to
your collection of' habits immediately,
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RETAIL SELLING
Sizing up Cxislomers. Some methods of sizing up customers have
been brouj^ht out, but it is to be hoped that further information
along this line will be given out in subsequent meetings.
Among the suggestions made are the following:
Her apparel will tell you whether she favors flashy apparel or
the more conservative sort. It will also tell you something of her
color preferences, though this may mean that you will wish to show
her something different than what she is wearing. For instance, a
woman dressed in blue may have worn blue so long that she has
become tired of it. In this case, it is suggested that it is well to
show something that would harmonize or contrast pleasingly with
the color that she has on, so that if she wishes the goods shown
against her apparel they will not suffer from poor color combina-
tions.
What she is looking at or handling will give you a clue to her
interest, and it is the opinion of those attending meetings that in-
stead of any one of the usual forms of greeting, in this case, it is
far better to say something definite about the things she is already
interested in.
The matter of being able to determine the grade of goods the cus-
tomer will want by judging the costliness of her apparel is open to
question. The fact that we have decided to start the sale (when
we do not know the customer's wants intimately) with medium-
priced goods will obviate any trouble in this direction.
Certain tj^^es of customers have been acknowledged and methods
of handling them decided upon. For instance, the nervous person
wiU doubtless wish to be waited upon hurriedly. Quick service
counts with people of this type. They think quickly, are usually
in a hurry, and will want you to get the goods out at once and ex-
plain them in as few words as possible, without further preliminaries.
The deliberate person, who does not think or move rapidly, would
probably resent this sort of treatment, feeling that you were trying
to get rid of her. She might want further explanation of the goods
and want to examine them vevy carefully and take plenty of time.
We all recognize these types of customers and also the t^'pe of
customer who is so pleasant and talks so much that very often
she talks us away from the subject of the sale, and leaves us with
pleasant memories, but nothing on our books. With this latter
type, some one has suggested that before the conversation goes too
far she be brought back to the subject by saying something definite
about the goods, something we had not mentioned before. Try
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HOW TO TEACH RETAIL SALESMANSHIP
this on one of j^our most talkative customers to-morrow, and see
how it works.
SELLING-SERVICE BULLETIN No. 21
As a result of discussions in recent conferences, the following
policy has been adopted regarding "turning over" customers — that
is, calling some other salesperson to serve the customer when it
becomes evident that a sale may not be made.
"Turn-overs" are to be practised only when the best inter-
ests OF the customer are served by this method, as:
(a) When the first salesperson does not know the stock.
(6) When the customer early shows evidence of a dislike for the
salesperson, or preference for some other salesperson,
(c) When the customer wishes to go to some other section and the
salespeople in that section are disengaged.
{d) When in the estimation of the first salesperson the assistance
of a second salesperson will enable the customer to buy
more quickly or to better advantage.
The "turning over" of customers is left to the discretion of sales-
people, who will be held responsible for misuse of this method.
Buyers, assistant buyers, floor managers, and other salespeople
will be glad to render assistance in making sales. Their help should
be taken advantage of if it will mean better service to the customer.
Demonstration Sales. In these one salesperson plays the
part of the buyer and another the part of the seller. They
are interesting and decidedly instructive. The salesperson
learns by doing and by the constructive criticism of his col-
leagues. The goods and surroundings should simulate a
department as nearly as possible. The point of entrance to
the department should be definitely understood. The scor-
ing and criticisms should be handled by use of the sales-
analysis form given in preceding chapters. Free discussion
should be encouraged, with a careful watch that no ridicule
or criticism creep in.
Interesting situations will develop:
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RETAIL SELLING
(a) By Iiaving salesmen try to sell to the head of his department,
or to the assistant buyer.
(6) By having some one unknown to the salesman enter as a
buyer.
(c) By ha\'ing the customers in turn assume different character-
istics, as noted in the previous classification of customers.
(d) By having another customer interrupt during the sale.
(e) By demonstrating how a sale should not be made, etc.
Further, these demonstration sales will show the other
salespeople that there are certain definite divisions of the
sale which may well be studied, and that certain methods
are almost sure to bring about desired conditions.
Personal Interviews, These may be either in the office
of the instructor or on the floor of the store. They add
much to the effectiveness of the foregoing methods. Special
meetings may be arranged, each devoted to one department.
These should be held during store hours, if that is possible;
but, if not, a few minutes after closing-time will be given to
this specialized effort. However, all instruction may best
be given during the morning hours, when the minds of the
salespeople are fresh and receptive, instead of fatigued by
the day's work.
Instruction in Merchandise. This can best be given by
co-operation between the educational department and the
buyers. The educational department can hope to give only
basic knowledge of textiles, metals, etc. It will, however,
treat of merchandise in a way differing from that of the buyer.
His knowledge and interests will be largely commercial. He
is, however, a specialist in his ownline, and on him will fall
the burden of the most important work in teaching mer-
chandise.
Of course the buyer is not a trained teacher, and so does
not understand teaching methods; therefore a plan should be
worked out for his use. This plan should take up essentials
in logical order, and by it many monotonous repetitions
274
HOW TO TEACH RETAIL SALESMANSHIP
will be avoided. Further, it will provide a completeness of
education that no haphazard method will secure. It has
been found practical to have each buyer hold a weekly
meeting of twenty to thirty minutes' duration, half of which
should be devoted to a talk by the buyer, and the remainder
of the time reserved for questions which the salespeople
may wish to ask the buyer. Whatever is done in the mer-
chandise instruction may well be supplemented by bulletins
regarding the merchandise, giving information which may
be preserved for future reference. When a sufficient num-
ber of these have accumulated, they should be bound as a
text-book for the use of new employees.
Instruction in Making Sales-Checks. Before any em-
ployee is allowed to sell goods, thorough instruction in
making sales-checks and filling out other necessary forms
is given. This may be done most effectively by giving the
employee a blank sales-book, with a list of possible transac-
tions, and asking that she fill out the checks in what she
believes to be the correct way. Naturally, she will make
some mistakes, and the commission of these errors will tend
to fix them in her mind.
This should, however, be followed by a review of the
most common errors, with an explanation of their possible
effect on the business and the necessity for accuracy im-
pressed forcibly on the mind of the salesperson. The fol-
lowing are a few of the errors to watch for:
ERRORS MOST OFTEN MADE IN SALES-CHECKS
Using wrong sales-book.
Check not dated.
Clerk's number omitted.
Wrong amount received.
Wrong amount of sale.
Amount received omitted.
Amount of sale omitted.
19 275
RETAIL SELLING
Amounts olianscd on checks.
Poor figures and poor writing.
No address label made out for "send" parcels.
Wrong house number.
Wrong street.
Enclosures not O.K.'d.
Discounts not O.K.'d.
Void checks not turned in.
Void checks not voided on index.
Overcharges.
Undercharges.
SUGGESTIONS TO PREVENT ERRORS
Have some particular place to keep your sales-book and always
look for your number on the cover before making out check in it.
Always keep one check ahead dated and filled in with your
clerk number.
Alwa3-s repeat the amount received from the customer and fill
in "amount received" space immediately.
Always figure the amount of your sale twice. And be sure when
you fill in "amount received" on clerk's voucher that it corresponds
with the amount of sale on body of check.
Never change a check when you have once written it — issue a
new check and have the first one voided by the floor manager.
Take time enough to write your check plainly. Hurried writing
only causes errors and delay in the tube system.
Be sure you make out an address label for "send" parcels. As
soon as the customer says she wishes the parcel sent, begin to fill
in the address label. Turn your book around for the customer's
inspection and have her verify it. If in doubt as to the correct
spelling of either her name or street, ask her, in a polite way, and
she will be kind enough to tell you.
Be sure to know what checks have to be 0. K.'d by the floor man-
ager and see to it that they are. Cashiers are instructed not to
receive checks that require an 0. K. and have not been passed
upon, and your failure to do this will only cause needless delay.
All voided checks must be turned in at night, and if all checks
to be voided are placed in a secure place until trade has slack-
ened and the floor manager is handy, you will find it easier to have
276
HOW TO TEACH RETAIL SALESMANSHIP
them all voided at the same time. Have index voided at the same
time, also.
When charging goods we must know who the purchaser is. One
might say, "Is Mrs. (using charge name) the purchaser?"
Form the habit of glancing over your check when completed, to
make sure that notliing has been omitted. Watch for these:
No wrong extensions made.
Every check is dated.
Never write anything in the space, "How Sent," on the address
label, unless goods are sent collect on delivery. Then write C 0. D.
in this space.
When goods are sold for cash, leave the space "How sold" va-
cant. All other transactions are named, using the abbreviations,
as follows:
Charge — Chg.
Collect on delivery — C. 0. D.
Will caU— W. C.
Exchange — Exc.
Accommodation packages — Ace.
Sources of Error. Wrong addresses are a most fruitful
source of loss to the store. This is sometimes occasioned be-
cause of a resemblance in name, street, or locality, in sound
or spelling. One list made to aid in avoiding such errors
contains streets whose names sound alike and which need
the prefix East or West.
Carelessness is responsible for at least two-thirds of the
mistakes made in any store. Various plans have been used
to avoid such errors. Some stores have adopted fines for
those making mistakes, but in the opinion of the writer such
a method is certain to arouse antagonism and disloyalty.
Decreasing the Errors. One concern has cut down the
commission of errors until they average only one in each
560 transactions by making it necessary for the employee
who makes more than three errors in a month to visit the
superintendent's office for a "call down." Dismissal is the
penalty for those who are sent to this office two months in
277
RETAIL SELLING
succession for the same reason. During one such period
of two months only one employee was discharged for this
reason. From a body of salespeople numbering approxi-
mately six hundred, only nineteen were sent to the super-
intendent's office in one month.
A large Western store decreased its errors seventy-five
per cent, the first month after installing an error system.
A Pennsylvania store, emploj'ing two hundred and fifty
salespeople, recently had a period of two weeks when no
errors were made.
Error System. In view of the far-reaching effects and
great loss of trade occasioned by what Tna.y often seem trivial
mistakes, the more progressive stores believe in preventive
measures. One such system and its operation is as follows:
All errors causing serious trouble to be reported to the educational
department on error-slips provided for the purpose. These errors
should be reported from the auditing department, the deliven,'',
the packers, cashiers, transfer desk, time desk, and floor superin-
tendent.
In all possible cases the error should be immediately returned
to the clerk who made it, with error-slip, properly filled out, attached.
This should be done to avoid any feeling of unfairness. If the clerk
is not satisfied, an explanation and protest may be \\Titten on the
back of the error-slip after it has been signed. Protested errors
should be handled by the educational department.
All error-slips to be filed in the office, an envelope being provided
for each employee to hold all matter relating to his or her record.
Once each month the record should be made up and employees noti-
fied as to the number of errors made.
That in cases where no errors are reported during the month the
employees receive a personal letter signed by the management, ex-
pressing appreciation for the good record made and inclosing an
honorary card entitling the holder to a half-holiday.
For eveiy two months in succession during which the employee
has had no errors reported, an extra half-holidaj'- be given.
Packers and inspectors to make a daily report to the office of
the number and kind of errors caught each da v. These reports
278
HOW TO TEACH RETAIL SALESMANSHIP
should be made on the error-shps and kept as a record for the
packers.
The floor superintendents to have the error-slips signed and sent
to the office each day.
The Junior Employees. The messengers, stock-room help,
etc., are the salespeople of the future. Their development is
decidedly worthy of consideration.
If it is possible to secure the co-operation of the public
schools in this particular division of store education, well
and good, providing the store is allowed to exercise some
supervision over the teacher's work and determine what
shall be taught. If that is not possible, some one in the
store should take up this duty.
Classes should be held during store hours, preferably just
before closing hours, as junior employees can best be spared
at that time. The same forms as suggested for salespeople's
conferences may be used to secure prompt attendance.
The Junior Instruction. Each junior should attend class
twice each week for a period of one half-hour. In the first
meeting the}^ should be told that they are being developed for
selling positions. Topics to be taken up may well be ac-
cording to the following plan, which has been successfully
operated :
History' and policy of the store.
The rules of the store.
Methods of making out sales-checks and other forms.
Penmanship and accuracy.
The location of the departments and the general character of goods
in each.
Names of floor managers, buyers, and other executives.
Little leaks, losses, and wastes — what they are and how to prevent
them.
Arithmetic — addition, subtraction, multiplication, division, frac-
tions, and percentage; review.
EngUsh — punctuation, pronunciation, avoidance of incorrect ex-
pression; letter- writing.
279
RETAIL SELLING
Geography; local, prominent buildings, streets, car-lines, railway
stations. General, the United States and foreign countries,
sources of raw materials.
Salesmanship; the principles of selling in simple form.
Other Instruction. This will include wrappers, delivery
men, accountants, and, in fact, cover every branch of the
business. It should be carried on regularly by the head
of each department, who should send reports of such meet-
ings to the executive in charge of educational work.
Special meetings may well be held before big sales or other
events, for the benefit of which the co-operation of every
employee is desired. In the case of sales, it has been found
desirable to have the department manager exhibit some of
the merchandise and actually sell it to the salespeople. Such
meetings are sure to be productive of good results.
The work of selling instruction in any store may be pro-
ductive of great results, but it is a work of detail, and re-
quires constant attention. Each instructor will find it neces-
sary to develop plans especially suited to his store, though
the foregoing may be taken as a basis from which to work
out such plans.
Installing Instruction. Upon entering a store for the
purpose of instruction, the following or a similar program
should be followed out :
1. Introduction of instructor to all executives, including buyers
and floor managers, bj' the president.
2. Arranging schedules of classes and explaining them in meeting
with floor managers, with preliminary introductory remarks
by the superintendent.
3. Arrangement of conference-room and necessary attendance
forms.
4. Instructing assistant in duties of office and with regard to
conferences.
5. Outlining buyers' educational plans with preUminary introduc-
tion by the merchandise manager.
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HOW TO TEACH RETAIL SALESMANSHIP
6. Introduction by the president at first meetings of salespeople.
The president to state objects of these meetings and ask
for co-operation and open-mindedness among those who
attend.
7. Second series of meetings to overcome antagonism among
those who do not wish education. In brief, selling educa-
tion and the instruction plan to the employee.
8. Subsequent meetings to take up one phase of the sale at a time,
as outline shown on preceding pages.
XIV
INCENTIVES FOR SELLING EFFICIENCY
All people are selfish. There must be something to strive
for, something to gain, or many will lose interest. Reward
is necessary to secure greatest effort. What the prizes for
increased effort will be depends upon local conditions. In
some cases it is the immediate gain of money, in others
honor, and in many these are combined.
Certainly recognition of efforts — appreciation of things
well done — is an incentive worth working for. Criticism
alone will not bring whole-hearted co-operation. Many em-
ployers are chary of compliments, feeling they will be im-
mediately assailed for salary advances. Such, however, are
not of the modern type, who are willing to encourage worthy
employees by some division of excess earnings.
Christmas Gifts. It is not uncommon to hear of some
very progressive firms distributing substantial appreciation
in the form of five-, ten-, and twenty-dollar gold pieces at
Christmas-time. One such firm gave away $50,000 in this
manner last year, some employees receiving one hundred
dollars. The amount of these gifts was determined by the
length of service of the employee and the extent of that
service in building up the business. They were accompanied
by a note from the president of the concern, expressing his
pleasure in thus being able to reward good service.
Gifts of this sort cannot but inspire loyalty. In this case,
282
SELLING EFFICIENCY
however, the method of judging amounts to be given was
open to question, because, in the absence of suitable records
as to the value of each person's service to the store, the
president had to depend on his own scanty information.
Bonus Based on Length of Service. Another concern set
aside a certain portion of its profits to be distributed on a
basis of length of service. This plan may be criticized for
the reason that many new employees are more productive
than older ones, and may become disheartened by the reali-
zation that they will have to remain with the firm for many
years before receiving any great amount.
Christmas Bonus. Many retailers pay a percentage on
sales at certain times. For instance, during the month of
December, one per cent, on sales is given in addition to
regular salary. Experience shows that this plan has its bad
features. Ordinarily those who need no such encouragement
receive the largest amounts, and those who need "speeding
up" are, to a great degree, not affected.
Bonus Based on Previous Record. Another concern ad-
mits those who have maintained a certain sales record for
three months to a class receiving one-half of one per cent,
on all sales. This, however, as with all bonus plans based en-
tirely on sales, does not always mean building permanent
business for the store. In fact, good-will is often sacrificed
for the immediate sale. Customers making small expendi-
tures are slighted so that the salesperson may get to another
who will, presumably, spend more. By pressure or intrigue
customers are induced to take things entirely unsuited to
their purposes, merely because the salesperson wants to make
sales.
Stock-keeping and other duties are liable to receive little
attention because they will not show on the salesperson's
book. Certain firms maintain, however, that this other
work does not suffer because of the supervision exercised
283
RETAIL SELLING
over salespeople. Still, it is infinitely better to secure ef-
ficiency without constant supervision.
The Quota System. Various wage plans are being tested
by the most progressive stores. The most common, possibly,
is the quota system. This sets for each employee a weekly
amount to sell, based on the salary received and the stock-
in which employed. The following is such a plan as used by
one large store. It can be readilj'' adapted to a small store,
and even one in which clerks sell various kinds of goods, for
the basis is one of average profits earned for the store by
each clerk.
Class A
Salary Quota to Cover Additional Commission
S8.00
$250 2%
$9.00
$300 2%
In this class the quota increases $50 with each dollar of salary.
Women's untrimmed milUnerj
' Misses and children's waists
Women's mushu underwear
and sweaters
Women's petticoats
Misses' and children's underwear
Women's house garments
Misses' and children's under-
Infants' coats
waists and corsets
Infants' caps and bonnets
Misses' and children's furs and
Misses' suits
coats
Misses' dresses
Misses' and children's millinery
Misses' coats
Women's suitings
Misses' skirts
Women's coats
Children's coats
Women's skirts
Children's dresses
Women's waists
Women's auto apparel
Women's costumes and evening
wraps
Women's dresses
Machine-made dresses
Women's furs
Women's millinery
284
SELLING EFFICIENCY
Class B
Salary Quota to Cover Additional Commission
$8.00 $200 23^%
$9.00 $240 23^%
In this class the quota rises $40 for each dollar of salary.
Women's leather gloves
Women's fabric gloves
Women's hosiery
Jewelry
Toilet goods
Women's handkerchiefs
Flowers
Women's knit underwear
Women's corsets
Women's aprons and wrappers
Infants' furnishings
Infants' dresses
Misses' and children's underwear
Misses' and children's gloves
Women's shoes and slippers
Class C
Salary
Quota to Cover Additional Commission
$8.00
$167 3%
$9.00
$200 3%
In this class the quota rises $33 for each dollar of salary.
Women's neckwear
Women's veilings
Leather goods
Women's umbrellas and parasols
Men's hosiery
Mat. and sick-room supplies
Men's neckwear
Infants' hosiery
Boys' furnishings
Baby beauty department
Boys'and children's
hats and Misses' and children's hosiery
caps
Misses' and children's neckwear
Class D
Quota is that amount of which the fixed salary is 5% ; a commis-
sion of 3% on sales in excess of the quota is paid.
Infants' shoes Misses' and children's shoes and slippers
Men's and boys' shoes Women's shoes and slippers
Class E
This class includes those departments in which 4% is paid on all
sales, and in which salespeople draw each week a certain fixed
285
RETAIL SELLING
amount represented by a fixed salaiy, with a settlement at the end
of each six months.
Men's underwear Men's collars
Men's shoes Men's handkerchiefs, belts, jewelry, etc.
Men's shirts Men's pajamas and nightshirts
Men's custom-shirts Men's sweaters
Class F
This class includes those departments in which 5% is paid on
all sales and in which salespeople draw each week a certain fixed
amount, represented by a fixed salary, with a settlement in full
at the end of each six months.
Men's hats and caps Men's clothing
College trade department Men's auto apparel, etc.
Custom tailoring Athletic goods
Boys' clothing
Class G
This class includes the boys' and children's barber shop, in which
the employees receive a fixed salary of $18 a week and in addition
one-half of the receipts in excess of $28.
Class H
This class includes those basement departments in which the
salespeople receive 2J^% of their total sales, with a minimum guar-
anteed fixed salary. Commissions are payable to them on Saturday
for the week ending tlie previous Saturday.
Women's suits Women's coats
Women's skirts Women's dresses over $45
Women's dresses to $5 Women's furs
Misses' and ch. coats and dresses Waists
Muslin miderwear Infants' furnishings
Corsets, housegarments Women's, children's, and boys'
Umbrellas and parasols hosiery and underwear
Toilet goods
286
SELLING EFFICIENCY
Class I
This class includes those basement departments in which the
salespeople receive 3% of the total sales, with a minimum guar-
anteed fixed salary. Commissions are paj^able on Saturday for the
week ending the previous Saturday.
Handkerchiefs Neckwear, veils, and belts
Women's and children's gloves Jewelry, leather goods, etc.
Men's hats Untrimmed millinery
Class J
This class includes those basement departments in which the
salespeople receive 33^% of sales, with a minimum guaranteed
fixed salary. Commissions are payable on Saturday for the week
ending the previous Saturday.
Men's and boys' furnishings Men's clothing
Boys' clothing Men's hats
Men's and boys' shirts and underwear
Advantages of this Plan. Among its many desirable
features are:
(a) Fairness; gi^^ng salespeople in small wares smaller quotas.
(6) Paying higher commissions and percentages in certain lines
than others, because of higher profit percentages.
Setting the Standards. The cost of selling salaries varies
with the lines sold, as do other expenses. No exact standards
can be determined which will apply to every store. The
average cost for all departments in one large store is 5.6
per cent., and in another this cost is only 4.3 per cent, on
sales. However, any store can readily fix standards for each
department. Doing so merely requires determining what
mark-up or gross profit may be secured, what other expenses
total, what net profit is desired, what amount must be set
aside for reserves, and the remainder is the amount that
may be allowed for selling salaries.
This amount will be only the average for the year, and it
must be remembered that there are seasonal variations of
287
RETAIL SELLING
trade. In prosperous months, selling salaries may cost less,
and in dull months more, making, combined, the pre-
determined average.
Setting Individual Selling Quotas. With this thought in
mind, one New York store has a monthly cost percentage
basis for each department, quotas for individuals being made
on this basis. At the beginning of each month each sales-
person is handed a slip showing how much she is expected to
sell each week. Having determined the percentage of sales
which can be paid for selling salaries, it is well to maintain
such of those standards which show in actual operation as
still leaving the desired net profit.
The Object Should Be to Increase Salaries. It should not
be the aim of the management to reduce, but, instead, to in-
crease the earnings of every individual. Such salary ad-
vances will secure increased efficiency which will still give
greater profits for the store.
The model retail store should have a reputation of paying
high salaries. As one merchant expressed the thought, "I
want specialists — the most expert people in every line. I
realize I must pay for this kind of service, and I am willing
to do so. I want girls in my notion department receiving
fifteen dollars a week and, of course, earning it. My aim is
to have the highest-paid force in the United States." If this
merchant's ideal can be realized, his will be a business with-
out competition. The loyalty inspired, the pride in associa-
tion with such a firm, will result in co-operative efforts in
securing and caring for trade that will push all competing
stores into the background.
The Cost of Selling by Classes of Merchandise. The regu-
lation of selling percentage costs is not difficult if the merchant
can be satisfied with a legitimate return on his capital. That
it should differ for various departments is shown by the fol-
lowing table of selling costs in one department store.
288
PERCENTAGE OF GROSS SALES FOR SELLING SALARIES
BY DEPARTMENTS IN NEW YORK DEPARTMENT STORES
Department
Books and stationery
Carpets, mattings, rugs
China, glassware, lamps
Clothing, men's and boys'
Corsets
Dress goods
Furniture and bedding
Furs.
Gloves
Groceries
Handkerchiefs
Hosiery
Infants' wear
Jewelry, silverware, cutlery
Laces, embroideries, veilings
Leather goods
Millinery
Muslin underwear and underskirts
Neckwear
Notions and art goods
Pictures
Ribbons
Sewing-machines
Shoes (women's)
Silks and velvets
Suits and coats (women's)
Suits and coats (misses')
Toilet goods, drugs, perfumery . . .
Toys
Trimmings
Umbrellas, parasols, canes
Underwear (knit)
Upholsteries
Waists and women's sweaters ....
Wash goods
White goods, linens
Wrappers, kimonos
.\verage
for 3
stores
9.0
8.9
9.8
8.9
5.8
9.8
8.0
6.3
6.1
9.4
6.6
6.0
7.3
9.4
8.2
6.4
8.7
6.5
8.8
9.4
10.8
9.4
8.3
9.7
8.4
8.0
7.7
7.8
12.9
8.4
5.9
7.9
9.5
7.7
10.3
7.6
8.7
Actual
for 1
store in
1912
9.5
7.9
11.1
8.1
12.6
12.2
6.7
5.7
8.5'
6.8
6.3
5.0
9.3
8.5
6.4
4.9
8.5
7.7
10.8
7.4
8.3
8.8
8.4
7.1
7.4
8.0
13.1
9.3
4.7
6.2
9.4
7.0
9.9
6.2
7.0
Same
store
1913
9.4
7.2
10.7
8.1
9.0
9.9
9.9
5.9
8.5
7.6
6.0
4.9
9.2
8.1
6.9
5.4
8.3
8.0
11.3
6.2
12.3
9.0
8.4
7.0
7.7
7.8
13.9
9.3
6.0
10.0
6.8
9.1
5.7
7.1
Same store
1914
11.4
6.9
11.6
6.6
9.4
9.7
9.6
8.5
5.8
8.8
6.9
6.4
5.3
10.0
8.5
7.1
5.6
8.7
8.6
11.7
.8
.7
9.1
8.4
8.1
7.1
6.5
13.9
10.6
6.8-6.1
10.0
6.7
9.4
6.5
7.7
289
RETAIL SELLING
PERCENTAGE OF GROSS SALES FOR SELLING SALARIES
IN A WESTERN STORE
Hosiery 4
Women's and children's knit
underwear 6
Men's furnishings and shirts 6
Men's knit underwear 6
Silks and velvets 5
Colored dress goods 6
Wash goods and flannels. ... 5
Black goods 5
Laces 5
Ladies' neckwear 6
Veilings 6
Handkerchiefs 6
Linings 6
Notions 6
Perfumery 6
Stationery 7
Embroideries 6
Ribbons 6
Flowers and feathers 7
Books 6
Furs 3^
Trimmed hats 4
Untrimmed hats 4
Trimmings 6
Jewelry 5
Leather goods 6
Rugs 3
Muslin underwear and un-
dershirts 6
Corsets 4
Infants' wear 5
Waists 4
Misses' suits 3
Ladies' suits 3
Ladies' cloaks 3
Groceries 6
Carpets and mattings 3
Umbrellas 6
Gloves 5
Upholstery 3J^
Men's and boys' clothing
and hats 4
Shoes 4
House furnishings 5
Silverware 6
Toys SVz
Art goods 6
Wines and liquors 3
Blankets and comfortables 4
Trunks 7
Sporting goods 6
Wrappers 5
Furniture and bedding 3
Pictures 43^
China and glassware 4
The following is the average percentages of gross sales
for salaries of salespeople paid in smaller stores:
Groceries 7 . 96
Furniture 8.73
Variety stores 8 . 86
Clothing 9.49
Dry-goods 9 . 65
Hardware 10.11
Shoes 10.51
Drugs 10.93
Jewelry 10.96
290
SELLING EFFICIENCY
The following table shows the estimated and actual per-
centages of gross sales for salary cost for a period of three
months in one Western store doing a business of approxi-
mately one million dollars annually. In a few cases figures
of salary per cent, are not to be had at the time of writing.
The amount of sales for each department is also given in
approximate figures:
Cloaks S14,000.00 6-6.5
Men's clothing 6,500.00 5-10.2
Millinery 6,500.00 10-7
Hosiery 6,000.00 6-6
Wash goods 5,000.00 5
Negligee 5,000.00
Haberdashery 5,000.00 6-7.08
Underwear 4,500.00 6-6.19
Women's shoes 4,000.00 4-9.97
Waists 4,000.00 4 to 5-6. 16
Toilet goods 4,000.00 6
MusUn underwear 3,500.00 6-7.70
Silks 3,500.00 5-6.69
Linens 3,500.00 5-7.45
Gloves 3,000.00 6-16.5
Boys' clothing 3,000.00 8-17.5
Children's Wear 3,000.00
Corsets 2,500.00 4-6.16
Domestics 2,500.00
Notions 2,250.00 6 to 7-8.63
Infants' Wear 2,000.00 7-14.5
Dress goods 2,000.00 8-26.6
Laces 2,000.00 6-10.28
Embroideries 2,000.00 6-8.16
Ribbons 2,000.00 6-7.75
Neckwear 2,000.00 6-8.02
Jewelry 2,000.00 5 to 6-8.73
Leather goods 2,000.00 6-9. 14
Lamps 2,000.00
Bedding 1,750.00 5^-6
Handkerchiefs 1,000.00 &-6.45
Art goods 1,000.00 10.03
20 291
RETAIL SELLING
Men's hats $1,000.00 5-9.20
Men's shoes 1,000.00 4-9.75
Stationery and books 500.00 7-10 . 54
Trunks and bags 500.00 7-8.02
Linings 300.00 6-7.01
VeiUngs 300.00 6-6
Automatic Salary Advances. In other stores where com-
missions are not paid, it is provided that the salaries advance
automatically as efficiency increases. These advances, com-
ing without solicitation on the part of the employee, receive
the right kind of response. As a matter of fact, the "raise"
granted only because the employee insists upon it usually
breeds discontent instead of loyalty.
Automatic salary advances are a spur to efficiency be-
cause they show appreciation in a substantial way. With
hundreds on the pay-roll, the salesperson is liable to think
that what she does has little bearing on advancement. When
a raise in pay comes unsolicited, she knows that the manage-
ment is watching her. One very successful Western merchant
defines his wage policy briefly by saying, "I never give
salary advancement when it is asked for, because the re-
quest reflects on my judgment, and the employee is liable to
think one of two things — that I do not know my business
well enough to know that she is entitled to a larger salary,
or, knowing this, that I am not fair enough to pay an in-
creased wage when it is deserved. I believe the policy of
giving small raises, often, is the best one. They provide con-
tinuous incentive, yet the average cost of such advances for
the year is within reason."
Salary and Commission. Certain it is that the average
department-store employee prefers an established wage to
commissions. Many do not appreciate the meaning or im-
portance of one or two per cent. However, when commis-
sions come as an addition to the regular wage, with the
292
SELLING EFFICIENCY
automatic salary increases, they are most acceptable. Fur-
ther, it has been found advisable to make the commission a
separate payment, instead of including it in the weekly
envelope, as some employees are obliged to take their regu-
lar pay-envelope home to help support the family and will
not be able to use the extra money for themselves.
What Will He Earn for the Store. The foregoing policies
are certainly distinctive from the too-often-followed inclina-
tion of "get them as cheaply as you can." The writer was
discussing an employee, but recently hired, with the man
who had given the employment. The question of salary was
brought up, as was the position concerned, and the writer
remarked, "You say you are going to pay him $2,500 a year.
Why, that is only a $1,500 job!"
The reply to this remark was, "Yes, I know it is usually
rated as a $1,500 position, and I could get a score of men to
fill it at that figure. But I am not paying too much, in this
instance, because the man I hired, unless I am very much
mistaken, will earn twice as much for me as the average
$1,500 man who would just fit the job, but do nothing
further."
The amount of salary received by the employee camiot be
too large if the employer still receives the profit he wishes.
Any merchant should be willing that his salespeople earn an
extra dollar for themselves if at the same time they can earn
an extra dollar for him. Fairness in fixing salaries cannot
fail to be productive of increased individual efficienc5^
Special Rewards. — The P.M. System. This is operated
in many stores and in various forms. It is an abbreviation
for "premium money," and most commonly is a special
bonus of from five cents to a dollar or more for the sale of
slow-moving goods.
Merchants who approve this practice state that putting
a p.m. of fifty cents on a fifteen-dollar article — i. e., paying
293
RETAIL SELLING
the salesperson fifty cents extra for selling that article — will
move it more quickly than a mark-down or reduction of two
or three dollars in the price. That may be true, and yet
the fact remains that p.m.'s often work an injustice on cus-
tomers which is not conducive to building up permanent
patronage.
One concern maintained that p.m.'s were given only on
new goods of standard quality to induce salespersons to in-
troduce them. In this they were all right, but in ninety-nine
cases out of one hundred a p.m. is placed on those things
which are slow-selling or undesirable for some reason. If,
then, the use of the p.m. means forcing undesirable goods
which should be marked down, because they are, in the esti-
mation of the public, not worth the price originally asked,
the p.m. is not a proper means of disposal. Again, if the
p.m. were offered only as part of the selling cost, and placed
on all goods as they came in, its use would be justified.
The p.m. system, rightly used, may be a boon to the
business, but too often it is abused and is a boomerang.
Occasionally the salesmen will offer to divide the p.m. with
the customer, in order to effect a sale. But the most dis-
astrous result comes when the customer learns that he has
bought a p.m. article, and judges at once that he has been
tricked into buying old goods.
Prizes for Special Selling Efforts. These are sometimes
offered in unusual ways. One concern offered a prize for
the wife, sweetheart, or mother of the winner in a sales con-
test. Each person was obliged at the beginning of the con-
test to give the name and address of the individual who
would receive the prize if he won. Then these prospective
recipients were conmiunicated with in such a way that their
influence was brought to bear on the contestants.
Another concern divided the selling force into two teams,
or "armies," as they were called, to take advantage of the
294
SELLING EFFICIENCY
general interest in things military. One was the red army,
the other the blue. Each selected its captain. The contest
lasted two weeks, its object being to see which could bring in
the greatest number of customers within that period. When
a customer who had been influenced to come by a red-army
member entered the store, a red ticket was sent to the cash-
ier's office by that member. The captains, with their armies,
were supposed to capture the city — ^. e., get each adult
in towTi to visit the store during the two weeks.
House-to-house canvassing, with invitations, was done by
the "soldiers," outside of business hours. In the store, com-
parative results were posted from daj^ to day. Cleverly
worded bulletins were published regarding the "battle." At
the end, a prize of $25 was given the captain of the winning
"army," and a consolation prize of $10 to the captain of
the defeated one. The store accomplished its purpose,
namely, to induce nearly every one in thp city to visit the
store during a certain period when stocks were complete,
and the salespeople were most enthusiastic, because of the
spirit of the game and the fact that they were working for
some one else's recognition and record.
Other Forms of Contest. Other sales contests have as
the bone of contention a banner which goes to the winning
department, and which may be kept by it as long as it
can maintain its lead. Another form of reward is the roll of
honor, or bulletin showing the relative standing in sales in
the department or in the store. Still another plan used by
a chain store is to send a letter of appreciation in an envelope
of a distinctive color when any individual does something
especially noteworthy. These, however, are not based en-
tirely on sales, but on sales and service.
Pensions. Some form of pension is given to old em-
ployees by many concerns. This is in a sense justified by the
fact that the recipient has spent a good part of his life in
295
RETAIL SELLING
helping to build up the business. However, aside from senti-
ment, it is good business to make employees feel that they
are assured of a livelihood should they grow old in the service.
Every store wishes to retain its employees as long as pos-
sible, because the trade likes to see familiar faces. Further-
more, the older employees not only understand the traditions,
rules, and customs of the business thoroughly; they are
an asset in another way, in that their long association with
the business makes them more loyal than new people.
These pensions are usually based on the salary received
and the number of years in the employ of the firm. There is
no questioning their value to the business by the better
feeling engendered among employees, old and young. How-
ever, the method of organizing a pension system is somewhat
complicated because of recent legislation in many states.
Proper Environment. This has much to do with in-
ducing employees to attain greater results in a city store.
Some one has said that we are all creatures of environment.
If, then, this is made cheerful, inspiring, and healthful, the
result -will be greater output, mentally and physically.
Therefore, it pays to make employees comfortable. How-
ever, it is not so considerable a factor in a country store.
The following are means adopted by certain stores to at-
tain this end :
Seats behind counters that employees may rest when not busy.
Escalators and elevators for employees.
Distilled or filtered water for drinking-purposes.
Ample ventilation and plenty of heat in winter and cooled air in
summer.
Good light, so arranged as not to cause eye-strain.
Clean, well-kept toilet-rooms, with soap and individual towels and,
in some cases, shower-baths.
Individual lockers for the safe-keeping of apparel.
Drying-rooms for garments in wet weather.
Lunch-rooms, where well-cooked meals are served at small cost,
296
SELLING EFFICIENCY
or where lunches brought from home may be eaten amid pleas-
ant surroundings.
Ample fire protection to insure against disaster.
Hospitals and rest-rooms for employees, with the attendance of a
physician and a visiting nurse, without cost.
The services of a dentist, cliiropodist, and optician, free of charge.
Mutual aid associations, benefit funds, and other means of providing
for unusual financial necessities.
Recreation-rooms, sun-parlors, billiard-rooms.
Vacation cottages and country places where employees may stay
at small cost.
Education in household arts or special subjects.
Libraries of fiction as well as technical books.
In fact, the department store employee of to-day receives
many advantages not found in other fields. She is provided
with the means of gaining or retaining health, and of enjoy-
ing such spare moments as may come to her when off duty
in the store.
Proper Equipment. Further, she is provided with the
proper equipment in her department to facilitate business
and reduce labor. Shelf sections are made so low that she
may easily reach them ; boxes and packages are of a size that
ma}'' be handled conveniently without muscular strain. In
some stores the space behind the counter has been carpeted
to make standing and walking less tiresome.
Rest Periods. In certain stores, rest periods of ten to
twenty minutes are allowed in the middle of the afternoon.
Employees are allowed to go to the rest-room in relays, so
that the conduct of business is not appreciably disturbed.
Those who have enjoyed this privilege return to their stations
refreshed, and customers coming in later in the afternoon
are not met by jaded salespeople.
In one store a contingent force is maintained for such relief
work, especially in departments where the work is most
nerve-racking. At 10.30 each morning, the strains of a pipe-
organ, in a world-famed store, echo throughout the aisles.
297
RETAIL SELLING
Clerks and customers alike cease bargaining, and the restful,
soothing effect of the music is ai)parent, as, after a brief
interval, business is resumed. During hot weather, ice-water
is served to salespeople at their work.
Recreation. In fact, broad-minded merchants have con-
cluded that they must take an interest in their employees,
and that the surest way to show this interest is to look
after their welfare. Professional readers in the restaurant or
rest-room take the employee's minds off the monotony of
daily tasks. Playing games in the recreation-rooms of de-
partment stores at the noon hour send the salespeople back
to their work with a new supply of energy. Periods of mental
and muscular exhaustion must be guarded against if greatest
efficiency is to be secured. Carelessness and general poor
quality of work is sure to result if such periods are allowed
to occur with any degree of regularity. Further, the em-
ployer is robbing the employee of his health, something of
which no one would wish to be guilty.
Definite Lines of Promotion. The hope of advancement is
a constant spur to effort. Each likes to beat his fellows in
the race. Manifestly, some departments can, and do, pay
higher salaries than others, because of greater profit possi-
bilities. For that reason a definite line of promotion should
be worked out, so that no one need feel that he is in a '' blind-
alley job," with no prospects for the future. Such a course
will make for stability of the store personnel and, moreover,
will provide a great incentive for employees.
There may, however, be two lines of promotion — one in
the department, the other from one department to another.
With a proper outline of organization in each department
and a proper scheduling of work, the mbst important duties
may be given to those who have shown a desire to advance.
The salesperson may gradually work up the scale until she
becomes head salesperson, head of stock, assistant buyer, and
298
SELLING EFFICIENCY
buyer, each in turn. Advancement from one department to
another, with higher wages, might be well arranged for those
who did not seem to have the ability to assume the responsi-
bilities of stock management or buying. The notion-girl
might go to neckwear, handkerchiefs, or other small wares,
then to wash goods, then to silks or woolens, then to waists,
then to suits and coats. The young man, beginning in the
men's furnishing department, might be advanced to cloth-
ing. These are merely hypothetical lines of advancement,
as little has been done in a definite way to put this idea into
practice. In some stores, salesmen have been behind the
same counters for ten, twenty, and even thirty years. This
cannot but have a tendency to make their work become
monotonous and to induce falling into a rut from which the
employee finds it difficult to extricate himself. There should
be in every position some goal to work for. The stock-girl
should look ahead to the time when she will be allowed to
sell goods. The buyer should have his eyes on the office of
merchandise manager.
Filling Positions by Advancement. Naturally, all posi-
tions vacant should be filled, so far as possible, from within
rather than outside the organization. A vacancy in the ex-
ecutive staff should mean a long line of promotions. Em-
ployees should be encouraged to study for the job ahead,
so that when opportunity comes they may be ready. Abso-
lute fairness must prevail in making promotions. To " jump "
a shirker over the heads of workers ^\dll have the wTong effect
on any organization. Favoritism must never be shown.
Pull must never supersede push. Advancement must come
through merit alone, if loyalty is to be promoted. Relatives
and friends of the firm must not be shown undue consid-
eration.
One concern posts notices of all vacancies, and allows
those inside the store to apply for these positions. This
299
RETAIL SELLING
plan has worked well. Another lists all salespeople in a
file marked "promotional possibilities," and when a vacancy
occurs offers the position to the one best fitted.
This personal consideration is most important in that it
engenders loyaltj'. It should be shown, further, by trips of
commendation through the store, made by the head of the
house. He should try to become acquainted with each em-
ployee. His presence in the aisle is pleasing to patrons
and salespeople alike. It gives the employee an ideal to
work for, and individualizes the firm. No matter how press-
ing his other duties may be, the general manager or presi-
dent cannot afford to neglect personal touch with those "on
the firing-line."
Criticism may be left to his subordinates, but commenda-
tion personally should be one of his functions as an incentive
for increased efficiency. The effect of the presence of the
"boss" is too well known to need further consideration.
Definite Goals of the Store. These should be provided
for each employee, no matter what the rank, for it is most
certain that the more you take your employees into your
confidence the harder they will work for you.
There are various plans, of which the following is a good
example. This plan has to do with keeping salespeople and
executives posted on the expectations of the firm, and if
followed out consistently is certain to produce beneficial
results. It comprises a series of reports. While the plan is
arranged for a large city store, it may as well be adapted to
a small organization.
Reports for the President, Merchandise Manager, and
Sales Manager. A sales report for each week is prepared
two months in advance, so that the sales requirements of
each department may be definitely kno^vn, and provision
made in ample time for their attainment. These reports
should be made out on a form similar to Form No. 1, and
300
SELLING EFFICIENCY
should be accompanied by an outlined statement of articles
advertised, special events of the preceding year, or any data
which may give reasons for sales totals.
FORM No. 1
Report of Sales
Sales week ending
Dept.
1
2
3
4A
4B
5A
5B
6
Total
Mon.
Tues.
Wed.
Thur.
Fri.
Sat.
<
Total
Such reports should be considered in planning activities
for the future and in furnishing estimates of sales for each
section. These may be communicated to the buyers indi-
vidually or collectively, at weekly buyers' meetings. Only
estimated sales need be given to the buyers two months in
advance.
301
RETAIL SELLING
Weekly reports, as Form No. 2, showing actual and de-
sired sales for the ensuing week should be handed to the
buyers at weekly meetings. This rivalry with oneself is
bound to keep buyers striving to beat previous records and to
come up to present expectations. Buyers should be in-
structed to use these records by placing above last year and
estimated amounts each day the total of the day's sales,
and at the right the amount ahead or behind estimated
sales, to date, shown by plus or minus signs. These weekly
reports should be signed by the buyer and sent to the
president. No buyer will wish to send in an unfavorable
report. Thus another reason for bringing the sales up to
certain standards is provided.
FORM No. 2
Dept. No.
Last Year's Sales
Week Ending .
Monday. . .
Tuesday. . .
Wednesday .
Thursday. .
Friday
Saturday . . .
Total ,
WATCH US BEAT IT
302
SELLING EFFICIENCY
Buyers' daily sales reports, as Form No. 3, should also be
sent to the president, the merchandise manager, and the
sales manager. A daily sales report of each department's
results, compared with last year, should be sent to the presi-
dent, the merchandise manager, and the sales manager.
Gain or loss is shown by plus or minus sign. See Form
No. 4.
FORM No. 3
Buyer's Daily Sales Report
Dept
Date
Sales No.
Amount
Returns
Net Sales
Total
Net Sales Last Year
Increase or Decrease
Signed:
303
Buyer
RETAIL SELLING
FORM No. 4
Daily Sales Report
All Departments
Dept.
This Year
Last Year
Gain
Loss
Total
Gain.
Loss.
Reports on Salespeople. A weekly report of the sales
standing of each salesperson in the department should be
sent to the buyer each Monday morning, to be posted in
the section during that week. This report should give merely
their relative standing in sales and not total amounts in
dollars and cents. Form No. 5 might well be used, the de-
tachable portion only being posted for the clerks to see.
304
Dept.
SELLING EFFICIENCY
FORM No. 5
Date Dept Date .
Name
Standing
Name
Sales
Days
Cost %
Standing
Buyers will post
Total Total
Average
this report for
Sales Salary
Per Cent.
salespeople's
attention
Forms 1 to 5 from
"Department Store Statistics," by Robert B.
Schoeffler.
This method should arouse rivalry in the department and
add to the business just enough of the spirit of the game to
keep all salespeople keyed up. No prizes should be given,
except possibly a yearly prize to the one who has been at
the top of the list, or bettered her previous position on the
list the greatest number of times.
Salespeople who have been with the store one year or
more may be handed cards at the beginning of each week,
as Form No. 6. The results of this should be to keep every
one fully informed regarding past records and expectations,
so that each may have a definite goal toward which to work.
305
RETAIL SELLING
FORM No. 6
Name Dept
Daily Sales Record
last year this tfear
No. Amount No. Amount
Monday
Tuesday
Wednesday
Thursday
Frid.\y
Saturday
Total
EXPLANATORY
This card is for a record of your sales, so that
you may compare them with your sales last year.
Fill in the amounts at the end of each day. Add
the amounts Saturday before leaving the store,
and hand to your floor manager, who will send
it to this office.
James W. Fisk,
Director of Selling Service.
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SELLING EFFICIENCY
Other Methods of Reward. Another plan is to provide
each salesperson with a card, as Form No. 6, with spaces for
the number of sales and total amount as compared with
last year. One store publishes a roll of honor each month,
showing those who have made the largest percentage of
gain in sales.
The basis of securing selling efficiency will be by clearly
defined goals, proper tools and environment to facilitate
accomplishment, well-paid wages, prizes, bonuses, and pro-
motion to encourage effort, pensions or other certainty of
future welfare to promote stability of employment and con-
tinuity of effort.
This efficiency may be secured by showing the employee
what to do and how to do it, and then rewarding adequately
for performance, whether that reward be an honor or in
dollars and cents.
21
Part IV
SUPERVISION OF THE SELLING FORCE
XV
WATCHING THE SALES INCREASE
"Look out, Mame! Here comes the boss!"
How many stores there are where the executives are seen
on the floor so infrequently as to cause a panic. And that
panic means that the sales force is disorganized because of a
lack of co-operation and supervision on the part of the proper
officials.
"Here comes our manager. I know he will be glad to
answer your questions. Perhaps he can select a model
which ^^^\l fit better than this one. Mr. Smith is an expert
in fitting shoes."
In a well-organized store the proprietors and the buyers
spend at least half of their time on the floor. One store's
rule is that all buying must be done b}'' eleven in the morning
and that the remaining part of the day must be given to the
assistance of salespeople in the actual selling.
But in every large store it is necessary to delegate to some
official — the sales manager or the educational director — the
task of planning the selling activities of the whole store,
including the training of the clerks in salesmanship. But
planning alone will not accomplish the purpose. Every
detail of the plan must be followed up to see, that it is being
put into practice in the right way, and that necessary
changes are made immediately. The live sales manager
makes regular trips through the store, visiting first the de-
311
RETAIL SELLING
partments where special sales are in progress. But before
he completes his inspection he goes over every factor which
has a bearing on sales.
In a small independent or chain store the same methods
are employed, and, as usual, with all the work of training
and supervising the sales work, it must be done by the pro-
prietor or store manager. The detail of the methods is best
illustrated by the working plan of the sales manager of a
large store.
Planning the Daily Inspection of a Large Store. As he
reads his newspaper at home, the evening before, his store's
advertisements and those of competing stores are carefully
scrutinized and entries are made in his note-book for the
Comparison Department.
On the way to business the next morning, if time and
weather permit, he will look into his competitor's windows,
and, last of all, into those of his own store, and possibly
make additional notes for the guidance of buyers and win-
dow-trimmers. This inspection of windows will show him
if the store is ready for business so far as outward appear-
ance is concerned, though in addition he will note all other
externals, such as the condition of the sidewalk, signs, awn-
ings, and entrances.
As soon as he enters the store his notntions regarding
offerings of other stores are sent to the Comparison Depart-
ment, so that shoppers may be sent out immediately to find
out about the comparative values, and, if need be, to buy
samples in order that the competitor's specials maj'^ be
duplicated or excelled.
Then he starts on his trip of investigation through the
store, calling first on those departments which have special
events scheduled for the day, to find if they are ready for
business. Such a department's preparedness will cover a
number of essentials, such as the following:
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WATCHING THE SALES INCREASE
First, the goods. Are they in stock? Are they marked?
Are they displayed in the most effective way to attract
attention? Are they supplied with price-cards? Is there a
sufficient quantity of the merchandise advertised? Is it all
that the publicity represented? Is it clean, in good, salable
condition, and well arranged for convenience and attractive-
ness? Is it prominently displayed? Are special aisle
tables stocked?
Second, the equipment. Are the fixtures dusted? Are
needed supplies, as paper and twine, provided? Are any
fixtures in need of repair? Are stools and chairs arranged
for customers? Have any necessary changes been made by
moving fixtures so as to facilitate business? Is the floor
behind the counter clean? Are the ledge displays arranged?
Third, the salespeople. Are all there? Have the vacant
places of absent employees been filled by others? Are sales-
people properly distributed, or are there too few in busy
sections and too many in others? Have all "special" sales-
people reported? Does each salesperson understand her
duties? Has each one read the advertising? Has each one
been instructed regarding the merchandise to be sold and
also with regard to any peculiarities of sale, as limiting the
amount one customer may buy? Do all salespeople look
physically fit for business? Are all dressed according to the
rules of the store?
The Result of the Inspection. As the sales manager goes
from department to department he notes the foregoing, and
possibly many other things, and the result of his trip is that
the store is in perfect readiness for the reception of its guests.
The initial visit, however, is not sufficient. It must be fol-
lowed by another to note if the original plan is working out
well. If he finds, for instance, that a certain aisle table has
not produced expected results, its contents may be returned
to shelf stock or even to the stock-room by noon. The
313
RETAIL SELLING
modern retailer makes each square foot of selling space pro-
duce a certain amount each hour, and will not allow things
which do not move readily to occupy places of prominence.
Again, the sales manager may find a lot of goods which are
not selling because the price is too high. When this is true
he may do one of two things- — have them removed or the
price adjusted to a point where people will buy. Or he
may find that a saleswoman who was apparently physi-
cally fit in the morning has developed a headache so that
she is no longer competent, for that day, at least, to serve
customers.
Price-cards, fresh and clean when the store opened, may
be so soiled as to need replacing with new ones. The win-
dows may by this time be in a confused condition through
failure to replace and rearrange goods taken out for custom-
ers. The merchandise may need straightening. The Com-
parison Department may have reported that another store
is selling one of the advertised specials at a lower price.
In retailing, changes come so rapidly that the sales man-
ager must be alert and "on the job" every minute. Con-
stant watchfulness is the price of prosperity. Some exec-
utives have hourly reports of sales in departments with
advertised specials, so as to detect immediately any dropping
off in trade. This information comes to them analyzed by
an office employee, and is, in a sense, their business "ticker,"
even though its message is not on tape.
During these trips of inspection the sales manager also
notes how customers are buying, what their preferences
seem to be regarding quality, color, or style; which goods
are selling best, and why; which goods are selling slowly, and
why. He also watches the selling methods employed by
those who are serving customers to see if approach, appear-
ance, attitude, and other essentials of the sale analysis men-
tioned in preceding chapters are efficiently carried out.
314
WATCHING THE SALES INCREASE
He notes how salespeople handle the goods, and, if possible,
listens to what they say. He notes effort or lack of effort
on the part of buyers and floor managers in assisting in
selling difficult customers. In a word, he sees and tries to
prevent anything in personal service that might hinder the
sale of goods. He counsels, inspires, and sometimes, by
looks, threatens certain of the salespeople. He tries to put
as much of himself as possible into the selling, and is not
unlike a general who, in the forefront of battle, cheers his
men and leads them onward. He is the soul of the sale. His
enthusiasm is contagious. He does not rest secure in a
mahogany office, but throws his owti personal force into
the conflict. He is one of the soldiers, without being any
less a commander. He is sometimes accused of "having
eyes in the back of his head," because little escapes him.
A well-worked-out schedule of things to do and see may aid
him materially, but the operation of that schedule depends
upon the man.
The sales manager of one large store carries with him on
his daily trips about the store the inspection chart used by
the traveling inspectors of a large chain-store system. It
enables him to keep in mind constantly a variety of things
not directly connected with the sales organization of the
store, but having a vital bearing on sales efficiency. Of
course he uses diplomacy in calling to the attention of
buyers and superintendents the shortcomings of any em-
ployees not directly under his o^m supervision.
Supervision of Chain Store by Traveling Inspectors. The
work of conducting the chain store must be left to the store
manager, and the sales manager of the sjmdicate cannot
give the time necessary for frequent thorough inspection of
each store. Therefore, he engages and trains experienced
store managers to travel from one store to another and make
a thorough inspection of each. They drop in without warn-
315
RETAIL SELLING
ing, after the fashion of the bank examiner, and conduct
their inspections without the assistance of the manager.
The method is of value in proportion to the ability of the
inspector and the thoroughness with which he works.
The syndicate-store inspector, on his arrival in the city,
before his presence is known by the manager and other
employees of the store, tries to find out all he can regarding
the general reputation of the business and its management.
He first finds out all he can about the manager, using such
a list of questions as the following:
What is the manager's personal reputation? Is he known
as a man who drinks and gambles?
Is he considered a man of veracity?
Is he popular with other business men and with the
trade?
Is his family, if he has one, well taken care of? What kind
of a place does he live in? How much does he pay for rent?
Where does he spend his time outside the store?
Is he deeply in debt?
After the preliminary investigation he visits the store,
checks up accounts, checks the contents of cash-registers,
notes the condition of the manager's desk, and of that
executive's personal appearance. Next he sees if any mail
or important matters are delayed, goes over the sales of
each division and compares with anticipated sales, looks
over each stock to see that assortments are kept up and
each line attractively displayed. He asks himself such ques-
tions as the following, in order to size up the general situ-
ation.
Are goods piled too high?
Are goods easily soiled exposed to dirt?
Is hardware being kept in damp stock-room?
Are goods faded in the windows?
Are goods displayed too long?
31(i
WATCHING THE SALES INCREASE
Is open stock kept clean and sightly?
What are the closing arrangements at night?
What is done with the cash sales, and who is responsible
for the safe-keeping of the money?
What is done to prevent stealing?
Are the girls allowed to keep their own purses and pack-
ages during the day?
How are clerks' purchases handled?
Have the candj^-scales been tested recently?
Can merchandise be readily stolen from the stock-room?
Has any stock been destroyed by rats?
Is the merchandise well taken care of?
Is the jewelry reserve wrapped to prevent tarnishing?
Are ends of laces and ribbons kept pinned up?
Is the candy exposed to stock-room help?
Some syndicate stores have lists of staples which must be
in stock at all times. Completeness of assortment is one of
their strong points.
The employees, as a whole, are next subjected to an inves-
tigation.
Are they qualified for the job?
Are the candy-girls neat and clean; the jewelry-girls good-
looking; the hardware girls sensible ; the older girls assigned
to the more important posts?
Are all employees intelligent?
Have they a sufficient knowledge of arithmetic?
Are they aggressive? Quick to see customers' approach?
Are they careless in measuring, counting, or weighing?
Are they economical in the use of paper, twine, and en-
velopes or other supplies?
Are there enough clerks to handle the trade satisfactorily?
While he is doing this, the inspector is also listening to
what customers are saying while bujang, and in that way
he gets much valuable information. Much of this proce-
317
RETAIL SELLING
dure and the detailed instructions which follow are quoted
from the Five aiid Ten Cent Store Magazine:
The next move of the inspector is to take a general survey of
the store, as follows:
Counter Boxes. See if thej^ are all in use. If some are not in use,
see that they are put away. This may seem a very simple thing to
note — how they are put away — but when it is considered that
these boxes scratch or break easily, you can readily understand
that if they are thrown loose into the fixture-room some damage is
bound to occur.
Sign Sets. Look over the sets and see if they are complete.
Note if they are clean, and will give good, sharp impressions. Signs
must be neat and attractive. Therefore, type must be in good
order.
Price Tickets. See if there is a sufficient supply of each kind.
Do you notice a lack of price-tickets placed around the store?
Go over the tools and fixtures being used in the stock-room, and
see if too many are being used, and have the extra ones disposed
of at once.
In the receiving-room, see if the scales are in working order, and
prove this by actually testing them.
Window Fixtures. These include glass shelves, glass jars, and
articles used for decorating the store or window. If they are not
in use, see that they are put away and cared for. Report on their
condition, as necessary.
Cash Fixtures. These consist of the registers. Look over and
report any condition which is unsatisfactory.
Sign Fixtures. Notice the signs suspended over each counter.
See if they are securely fastened.
Before going any further with the points that the inspector is
to take up, attention should be called to the importance of these
preceding fixture regulations. The purpose of this inspection was
twofold: First, to see if enough fixtures for practical use are in
the store; secondly, to notice if those not in use were being kept
in such a way or manner as to prevent breakage. As a rule the help
wiU be more careless with surplus fixtures than they are with mer-
chandise, and it is no uncommon sight to see the fixture-room
piled up with all sorts and conditions of fixtures not in use. For
this reason the inspector is compelled to notice these conditions
very closely, and if he finds them in bad order on his first trip, and
318
WATCHING THE SALES INCREASE
again on his second trip in the same condition, some strenuous action
must be taken. Herein is one of the strong points of the chain-
store system. They reduce losses by preventing them.
Inspection of the Windows. The next step was inspection
of windows, and the following were the instructions:
Look over the window-trimming, and note if any out-of-season
goods are being shown. If so, are the manager's reasons satisfac-
tory? Are seasonable goods being shown sufficiently in advance
of the season to get the best results? What window-dressing publi-
cations are read, if any? Is sufficient display made of profit-
making fines? Can every item be seen from one point, or are large
items in front of the window, thus obscuring the rear? How often
is the display changed? Are the windows clean? Are goods cleaned
and dusted before displaying in the window? Are signs clean, or
finger-marked and fly-specked?
The important points in connection with the window work
were, first, the proper display of seasonable goods, and, sec-
ond, that each window contained a certain amount of profit-
payers. If any retailer will keep these two things in mind
in trimming his window, he cannot help getting satisfactory-
results. Of course, this is taking it for granted that he can
trim a reasonably good-looking window. Unless a man can
do this he never will get the full amount of business out of
his store.
Inspection of the Counters. The next step for the in-
spector is the examination of counters, and following were
the instructions:
Devote quite a little space in your report to the subject of counter-
trinoming. Take each class of merchandise by itself. Where you
have made or suggested specific changes, include this in your report.
Everj' store is provided with a list of items which should be
found in each class of merchandise on the coimter. The manager
also has such a list. In checking over the lines, be sure to note
any items which are not shown, and learn the reason. Note par-
ticularly if any out-of-season goods are displayed on the counter,
319
RETAIL SELLING
and the amount of space taken. Note also the space taken by any
given Hne, and report whether too much space is taken, as com-
pared ^\'ith the other lines. In determining this point, keep two
factors in mind, the gross profit after deducting all charges which
go to the store, and the number of turns which can be made.
The point made is an excellent one. Unseasonable goods
on the counter not only do not sell, but take the space of
profitable lines which would sell. This is one of the distin-
guishing marks between a well-run s^Tidicate store and a
half-run independent store. No matter how much it may
hurt you, or how much loss you may feel you are incurring,
take the out-of-date goods from your counter and charge off
the total loss on them rather than have them out to the
detriment of new, live merchandise. The fresh stock, if
displayed in the space of the dead stock, will bring you
more money. The old stuff is like the old work-horse —
"eating its head off."
Another important feature in this plan is the list of live
items. Every store manager can make up such a list, either
from experience or with the aid of his clerks, and where
such a list is made up and the counter checked by it, much
good is bound to result. Certainly no store should be
without one.
The next and last step in connection with inspection of
counters was as follows:
In considering the effectiveness of counter-trimming, there are
a number of things to be thought of, and they must be taken as a
whole: Signs, price-tickets, fixtures, with proper classification of
goods, appearance of the display, cleanliness, and the amount of
space given to it.
After the inspector has finished this general survey of the
counter, he makes a check, for the purpose of reporting to
headquarters, against the following questions:
320
WATCHING THE SALES INCREASE
Are goods on counters in salable condition?
Any soiled? Anj^ broken?
A.re things arranged separately?
Are items on right counters?
Is general arrangement of counters such that trade is well dis-
tributed and circulates all over the store?
Are profit-making staples and seasonable goods afforded sufficient
counter-space?
Any good items scantily displayed?
When and how are "specials" featured?
After the counter signs were finished, the next point was
the shelves, and instructions were as follows:
Shelves. Go over the ledges and shelves and see the class of
goods with which they are trimmed. Are goods put on the shelves
and ledges in such a way that they cannot be knocked down or
injured? Are the proper prices over each section, so that the girls
are selling the goods at the right price? Has the manager a regular
day for cleaning sections?
In connection with the answering of these questions, the
purpose was to keep each home-office buyer informed as to
the featuring of his lines. Another important point is the
distribution of the merchandise so as to keep customers
circulating all over the store. In fact, this is a most impor-
tant feature in connection with merchandizing in any store,
especially where your crowds are heavy on Saturday, and
is worthy of a great deal of thought by any storekeeper.
The Value of Intelligent Signs. The next matter for the
inspector was "signs." Every merchant should notice par-
ticularly how the syndicates take up the matter of selling-
signs, that is, signs which are used to call attention to indi-
vidual merchandise. Are there sufficient signs at the dif-
ferent counters to attract the attention of customers to the
lines?
Notice the wording of the signs. Are they new and effec-
tive, or the same signs that you see in hundreds of places?
321
RETAIL SELLING
Do they read, simply, "China, lOc," "Glassware, lOc," or
are they catchy and business-like, as, for instance, "Double
value in standard goods, 10c. ," "Special quality in hand-
kerchiefs, 5c." The inspector is instructed to make particu-
lar note of any extra-good signs which he sees. These
are reported to headquarters, and a copy is sent to all
stores.
Too much cannot be said about the wording of signs, and
any independent store which has not a good rubber stamping
outfit, and does not make up its own signs, is certainly
losing business.
The writer can remember, as an outsider, visiting store
after store in the Woolworth Syndicate, only two or three
years ago, and finding nothing out of the ordinary in the
way of signs. The signs simply gave the price as 5 or 10
cents, whatever the item might be. Recently he has had
occasion to be in a large city store where the Woolworth
people had a change in management. One of the first fea-
tures that appealed to him was the many well-worded selling
signs scattered around the store on the ledges.
Standard of Display. It is of absolute importance that
all merchandise on display look fresh, new, clean, and at-
tractive. It is absolutely important that nothing on dis-
play should have the appearance of being shop-worn,
mussed, soiled, unsalable, or otherwise low grade.
Before going any further the attention of the readers
should be directed to this statement. Probably noth-
ing so signalizes a syndicate store as this instruction. Not
every store always lives up to it, but the aim and object is
to make them do so, and it is because the store is operated
on this basis that it always attracts customers.
How often you visit a store and find some of the trays
half empty, price-tickets missing, or, even worse, fly-specked
and dirty, goods mussed up, and a general air of sloppiness
322
WATCHING THE SALES INCREASE
all over the counters. Nothing can and will kill the store's
business any quicker than this low-grade appearance.
Keeping this principle of high-grade display in mind, the
following are a few of the points the inspector is directed to
notice:
Candy Counter. Notice first the type of girl behind the counter.
See if she is healthy-looking and of a clean, neat appearance. Next,
notice the scales. See if they are kept polished, and find out how
often the scales are tested for correct weights. Is there a price-
ticket in every division of the candy? Do the chocolates have
the appearance of being old and gray? Are any stale candies
on display? Look on the floor behind the counter and see if
it is being kept clean. Notice the cake display. Are there
many broken pieces, and, if so, have them bagged up and sold
at a cut price.
Jewelry Department. See if the cards are fly-specked or clean.
Notice particularly if any jewelry on display is tarnished or other-
wise shop-worn. Every card must be clean, and the jewelry must
look fresh and bright.
Hair Ornaments. Notice particularly if any of the metal backs
have become tarnished or soiled. See that back-combs are dis-
plaj'^ed by themselves, followed by barrets, and then side-combs.
Toilet Goods. See that every jar, bottle, etc., supposed to have
a label does have one. Do not allow any such article on the counter
with a soiled, torn, or dirty label. Notice if any of the creams have
become hard or otherwise imsalable. See if the chamois are clean
or soiled.
Notion Counters. Are there any cards of buttons from which
one or two are missing? Are thimbles rusty? Are the labels on
spools of thread missing? Is white tape soiled?
Ribbon Display. Any short ends or remnants of ribbons on dis-
play? Is there more than one bolt of a color and size on display,
and have they been cut into?
Hardware Counter. Any rusty hardware on display? Do all
hinges have screws with them? Any bent or twisted curtain-
rods?
Crockery Department. Any chipped, cracked, or otherwise im-
perfect china on display? Are these displays wiped off every day,
so as to keep free from dust and dirt?
22 323
RETAIL SELLING
Every other kind of stock was to be inspected in a similar
way. In addition to this he had to see that every tray had
a price-ticket on, and that the ticket was clean, not written
with lead-pencil, but printed, as they originally come. He
had to see that there was plenty of space given to featuring,
consisting of a massed display, either in trays or run across
the counter, of the items which show the greatest profit.
Herein is a most vital point — ^the necessity of featuring dis-
plays of profit-makers. Go to-day into any syndicate store
and walk to the notion-counter. See if you do not find
safety-pins or common pins featured somewhere on that
counter. They are money-makers, and are displayed ac-
cordingly.
At every counter the inspector had to look not only at the
counter trays, but examine the goods therein to see that
they are correctly priced. It is the easiest thing in the world
to put the wrong price on an item, and it is the inspector's
duty to correct it.
While this is going on, the inspector tests out the girls at
each counter, to find out if they actually know their goods,
prices, and general conditions. As an illustration, at the
ribbon-counter he tests the girl on measuring. He must also
see if she knows how to wrap up the ribbon properly before
putting it into a package. At the lace and embroidery
counters he pays special attention to remnants and is al-
ways particular to explain to the girl just how little could
be left on a bolt to prevent loss.
Under the heading of examination of help, the following
were the instructions:
Personal Appearance. You are to note along these lines the gen-
eral appearance of the help? Is it such as you would expect to
find at a large, prosperous concern? Does it compare favorably
with the appearance of the help of your competitor? Are all clerks
beicg trained to be alert and watchful over their counters, and
324
WATCHING THE SALES INCREASE
courteous and attentive to their customers? On entering the
store, what impression do you get? Is there a don't-care, here-it-is,
take-it-if-you-like-it sort of air, or is the impression that "this is a
good place to trade in, they appreciate your business, and every
one is glad to show and direct you?"
Miscellaneous Suggestions for Inspection. While you are inspect-
ing coimters, remeasure the yard measures on each counter. You
must check every girl to see that she actually has all of the goods
under her counter displayed on the counter.
Notice particularly, in your examination of the counters, shelves,
ledges, and under stock, if we are losing any business by too large
displays of any merchandise which might suffer on account of dirt
or dust. For instance, see if veilings are getting torn in handling,
bands being broken or finger-marked. In other words, if you find
any of the above conditions, find out the cause and correct it
at once.
Be sure that the girls say "Thank you" to the customer, and
make a particular investigation as to whether the money is being
registered before the goods are wrapped up. Look into the question
of goods which are found in the store by the girls, and see what dis-
position is made of them. See what is done with change left by
customers. Is it kept by the girls, or is it sent to the office, in ac-
cordance with instructions?
The Inspector Must Use his Own Initiative. It is an im-
possibility to enumerate every little detail which the inspec-
tor has to do, because much of it is governed by the good,
sound common sense necessary to make the store high
standard in appearance, attractive in display, and a force
for easy merchandizing. The inspector, for instance, might
find on the hosiery-counter a solid row of hose across the
counter, and an inspection might show them all of size No. 9.
There is nothing in this book touching this point, but his
experience would have taught him that instead of being a
solid row of one number it should have been started at the
smallest number in stock, one box of each, running up to the
highest number, and, if any space were left, to fill it up with
duplicates of the size of which the largest quantities are sold.
325
RETAIL SELLING
He may, for instance, find a large display of cups and
saucers; for instance, there may be tea-cups, and yet not
a hotel cup and saucer in the lot. He might find in the fall
of the year large quantities of camphor-balls on display, and
experience would have taught him that this was a slow-
moving article at this time of the year.
No matter how many rules and regulations a store has,
nothing takes the place of education and practical experi-
ence of the manager in following up merchandise details.
General Survey of the Business. The regular inspection
of the store cannot be considered as final. It must be taken
in connection with a regular analysis of the whole business,
for every division has an effect on the selling organization.
The traveling manager of a chain of Western stores uses
the following outline to analyze each store and the whole
chain before making individual inspections. It serves as
a summary of things affecting the selling efiiciency.
1. Accounting methods.
2. Stock systems.
3. Expense and expense authorization.
4. Goods on hand, amount and character.
5. Percentage of net profits in each line.
6. Arrangement of routine work.
7. Orders placed or in transit.
8. Goods in stock-rooms or warehouses.
9. Bills and accounts payable, with maturity dates.
10. Records of credits and collections.
11. Number and kind of complaints weekly.
12. Character and amount of advertising.
13. Completeness of organization.
14. Present or impending trade conditions of unusual nature.
15. Competition — local and out-of-town.
16. Tendencies of population to shift.
17. Undeveloped selling possibilities as new lines that may be
added, etc.
The Result of the General Survey. Of course different
326
WATCHING THE SALES INCREASE .
conditions were found in each store. The following is the
result and the improvements which came from it in a va-
riety store:
1. Discontinued discounts and special concessions. Established
one-price policy.
2. Eliminated types of unprofitable advertising, such as in pro-
grams of church affairs.
3. Reduced stocks and prevented over-buying by installing stock
records.
4. Decreased labor costs.
5. Decreased losses from bad accoimts.
6. Had stationery and forms standardized and printed at lower
costs.
7. Added several new and very rapid-seUing lines to stock.
8. Increased the average turn-over from six to ten.
9. Reduced rent and other overhead — a total of 5%.
10. Increased average gross profit 15%.
Conclusion. But the planning and the supervision and
the inspection are of no avail if the selling is inefhcient, for the
purpose of retailing is the sale of goods at a satisfactory
profit. It is the climax of all effort, the result which well-
laid plans rightly carried out assures to the merchant. The
very existence of the store is due to the probability of
profits gained through selling. Its continued success de-
pends entirely upon net sales. Efficient selling presupposes
complete stocks, attractive environment, good location, and
various other essentials. But even without all of these, or
with but few of them, stores exist and prosper when sufficient
ability and industry is exemplified in selling. Salesmanship
is, therefore, the most important factor in the success of
the store.
INDEX
Adjustments, 59-60.
Advancement, of employes, 76-78.
Filling positions by, 299-300.
Of salesmen, 139-140.
Advertised goods, nationally, 60.
Goods, sale of, 218-219.
Advertising, inside of store, 122-
123.
Outside of store, 121-122.
Place of in selling, 117.
Power, 26.
Types of, 117-118.
Adviser, expert, salesman, 163-164.
Agreeableness with customer, 213.
Analysis, business foresight, 5-6.
Competition, 16-46.
Local, 18-19.
Factory community, 6-7.
Failures, 53-54.
Farming community, 7-9.
Individual, 231-234.
Mercantile class, 9-10.
Sale, 197.
Salesperson, 235-236.
Sections of city, 10-11.
Self, by salesperson, 149-150.
Selhng field, 3.
Appeal, final in sale, 214-215.
Approach, to customer, 202-203.
Assortment, of department store,
28-29.
Attention, attracting, 201.
To sale, 201.
Attracting attention, 201.
B
Bulletins, buyers', 133-135.
Suggestion sales, 242, 250.
Business foresight, 5-6.
Business, object of, 6.
PoHcies of, 20.
Buyer, the, 65.
Buying, advantages of chain store,
34-35.
For competition, 43-44.
Induce quick buying, 120-121.
Power of community, 6.
C
Chain store, advantages of, in
buying, 34-35.
Advantages of, in organization,
34.
In realty operations, 34.
In selling, 35.
Competition with, 29-31.
Effect on department store, 35.
Effect on independent retailer,
36.
Employment, 81.
Growth of, 31-32.
Inspection of, 315-327.
Inspection, of counters, 319-
321.
signs, 321-322.
Windows, 319.
Sales organization, 81.
Survey, 318-319.
General, of business, 326.
General, results of, 326-327.
Turn-overs in, 33-34.
Why it prospers, 32-33.
Closing the sale, 215.
Comforts of store, 118.
Commission, 292-293.
Competition, advantages of re-
tailer, 42-43.
Advertising power, 26.
329
INDEX
Competition, analysis of, 16-46.
Analyzing local, 18-19.
Buying for, 43-44.
Chain stores, 29-31.
Department store, from, 24-25.
Displaying merchandise, 44-45.
Effect of convenience, 25.
Effect of size, 25-26.
Effect of store's past, 19-20.
Knowledge of, 17.
Mail-order catalogue, 43.
Meeting, 26.
Neighborhood store, 17.
New store, 16-17.
Price, 54.
Service, 54.
Conclusion, 327.
Confidence in salesman, 164-165.
Contests, sales, 294-295.
Convenience of store, 118.
Costs, selling, 288-292.
Creating desire, 211-212.
Customer, agree with, 213.
Appeal to, 179-180.
Appeals, methods of, 184-185.
Approaching, 202-203.
Catering to, 182-184.
Class catered to, 54.
Classes of, 10.
Classification of children shop-
ping, 194.
Deliberate, 191.
Dignified, 192-193.
Distrustful, 187.
Economical, 194.
Foreigners, 193.
Indifferent, 189.
Lazy, 181.
Looker, 192.
Man shopper, 194.
Nervous, 191.
Prejudiced, 190.
Put-it-off, 190.
Selfish, 180.
Silent, 189.
Talkative, 188.
Tired, 191.
Waiting, 193.
Woman, shopping for child,
194.
Emotions of, 178.
Customer, environment of, 179.
Expenditures of, 11.
Facts to tell, 212.
Favor of, 205-236.
Getting them to the store, 109.
Handling of lazy, 181.
Selfish, ISO.
Inclinations of, 180.
Instinct of companionship, 177.
Imitation, 178.
Possession, 176.
Self-preservation, 176.
Vanity, 177.
Instincts of, 176-178.
Let her talk, 214.
Pleasing the, 185.
Sell himself, let, 181-182.
Service to, 147-148.
Study of, 175-176.
Traits of, 179.
Types of, 195.
Winning her favor, 205-206.
D
Department store, assortment of,
28-29.
Competition of, 24-25.
Disadvantages of, 27.
Effect of on chain store, 35.
Sales force, organization, 64.
Desire, creating, 211-212.
Development, individual, 231-232.
Discharge of salesmen, 139-140.
Display of goods, 207.
Competitive goods, 44-45.
Standards of, 322.
What goods to show, 115-117.
Window, appeal of, 113.
Appropriateness, 113.
Attention value, 111-112.
Centrahzed point, 112.
Color effect, 112.
Comparison of, 114.
Condition of, 113.
Form of, 113.
Goods, what to show, 115-
, 117.
Originality of, 113.
Score-cards, 111.
330
INDEX
Display, window, simplicity, 112.
Value of, 110-111.
E
Educational director, 65.
Efficiency, of salesmen, 135, 141-
142.
Tests of, 136-137.
Emotions of customers, 178.
Employees, junior, instruction of,
279-280.
Employees, promotion plans, 76-78.
Qualifications of, appearance, 74.
Cheerfulness, 75.
Education, 75-76.
Goods, knowledge of, 76.
Health, 73-74.
Honesty, 75.
Mental, 71-72.
Size, 14.
Voice, 74.
Routine work of new, 78-79.
Selection of, 73-76.
Source of supply, 79-80.
Employment, principles of, 66-68.
Work of chain stores, 81.
Retail store, independent,
81.
Environment of customer, 179.
Errors, 60.
Decreasing, 277-279.
Prevention of, 276-277.
Sales-checks, in, 275-276.
Source of, 277.
Expenditures of customers, 11.
Facts to tell customers, 212.
Failures, analysis of, 53-54.
Causes of, 51-53.
Factory community, analysis of,
6;-7.
Farming community, analysis of,
7-9.
Free ofifers, advertising, 118-119.
G
Getting people into the store, 109-
127.
Goods, advertised, 218-219.
Advertised, nationally, 218-219.
Confidence in, 212.
Display of, 207.
Facts regarding, to tell cus-
tomers, 212.
Handling of, 208-209.
How to show, 211.
Introducing other, 216-217.
Mute appeal of, 106-107.
Quahty shown, 209-211.
Showing, 207.
Suggestion sales, for, 217-220.
Which to show first, 206-207.
Good-will, creating, 61-62.
Securing, 221-222.
Value of, 220.
H
Habits, selling, 230-231.
Handling of merchandise, 168-169.
Health, necessary for selling, 145-
146.
Suggestions for, 146-147.
How to show goods, 211.
Inclinations, natural, of customer,
180.
Increased sales, how to make, 241.
Individual development, 231-232.
Information regarding merchan-
dise, sources of, 173-174.
Information, store, general, 157-
158.
Store, specific, 160-161.
Inspection, chain store, 315-327.
Planning of, 312-313.
Results of, 313-315.
Inspector, initiative of, 325.
Instincts of companionship, 177.
Imitation, 178.
Possession, 176.
Self-preservation, 176.
Vanity, 177.
Instruction, in making sales-checks,
275.
Junior employees, 279-280.
Merchandise, 274-275.
331
INDEX
Introduction of other goods, 216-
217.
Knowledge of goods in stock, 171-
172.
Knowledge, how to obtain, of
line, 165.
Quality, 16.5-167.
Routine work, 158-160.
Service, 155-156.
Style, 167-168.
Lighting, effect of, 98-99.
Importance of, 95-96.
Interior, 97-98.
Outside, 96.
Windows, 96-97.
Locating a store, 4.
Location, conditions affecting, 14-
15.
Lost sales, reason for, 196.
M
Mail-order catalogue, analysis of,
43.
Department, in small retail
store, 45-46.
Exclusive retailers, 38-40.
Manufacturer to consumer, 38.
Service, in department store,
37-38.
Mail-order house, 37.
Competition with, 40-42.
Mercantile class, analysis of, 9-10.
Merchandise, appeal of, 106-107.
Facts, selection of, 170-171.
Handling of, 168-169.
History, knowledge of, 169-170.
How to learn about, 165.
Information, where to get, 173-
174.
Knowing the, 162.
Knowledge of stock, 171-172.
Price of, 173.
Selhng more, 240-250.
Slow selling, 57.
Merchandise, suggesting other,
247.
Usefulness of, 172.
Methods, selling, 229-230.
Most important duty, 131-132.
N
Nationality, effect of, on selling
field, 11-12.
Notices to salespeople, 234-238.
O
Organization, advantages of, chain
store, 34.
Organization of sales, independent
store, 81.
Organization of selling force, 63-81.
Other departments, knowledge of,
156-157.
Pensions, 295-296.
Personality, 144-145.
P. M. system, 293-294.
Policies, business, 20, 49-50.
Cut price, 21-22.
One price, 21.
Sales, determination of, 47-62.
Preparations for selling, 133-135.
Price, cut, 21-22.
Merchandise, of, 173.
One-price policy, 21.
Policies, 55-56.
Principles of salesmanship, 196-
222.
Prizes, for special sales efforts, 294-
295.
Promotion, lines of, 298-299.
Plan, of employees, 76-78.
Promptness in making sales, 213.
Q
Qualifications, development of, for
selling, 143-144.
QuaUty of goods shown, 209-211.
332
INDEX
Questionnaire, chain-store inspect-
ors, 316-317.
Quota system, 284-287.
R
Rating card of salesperson, 237.
Rating of salesperson, 138.
Rating plan, results of, 238-239.
Of salesperson, 237-239.
Realty, advantages of chain store,
34.
Recreation periods, 297-298.
Refunds, 59.
Reorganizing a store, 4-5.
Reports of sales, 300-304.
Rest periods, 297-298.
Retail store, sales organization, 81.
Retailers, advantage of, 42-43.
Effect of chain store on, 36.
Retaihng, necessity for, 48-49.
Return goods, 59.
Revenue, sources of, 13.
Rewards, methods of, 307.
Routine work, 158-160.
Rules of store, 153-154.
S
Salary, advance of, 292.
Based on earning capacity, 293.
Salary and commission, 292-293.
Sales, analysis of, 197.
Appeal, final, 214-215.
Arousing interest, 106-108.
Attention, attracting, 201.
Attention to, 201.
Close, time to, 216.
Closing the, 215.
Contests, sales, 294-295.
Demonstration, 273-274.
Increase, how to, 241.
Increase of, 311-327.
Increased, means of making,
240.
Increased, reasons for, 240.
Results of, 240.
Let goods sell themselves, 106-
108.
Looker, arresting the, 106-108.
Lost, reasons for, 196.
Sales, more, reasons for, 240.
Mute appeal of goods, 106-107.
Organization, chain store, 81.
Retail store, 81.
Points, vital of, 206.
Policies, determination of, 47-
62.
Promptness in, 213.
Record of, 304-306.
Report of, 304-306.
Selling habits, 230-231.
Selling methods, 229-230.
Selling points, 213-214.
Special, 119-120.
Steps in, 197-201.
Suggesting other departments,
248-249.
Suggesting other goods, 247.
Suggestion, 217-220, 241-243,
245-247.
Suggestion sales, bulletins, 249-
250.
Sales-checks, errors made, 275-276.
Methods of prevention, 276-
277.
Instruction in making, 275.
Salesman, advance, how to, 139-
140.
Adviser, expert, 163-164.
Analysis of, 235-236.
Analysis, self, 149-150.
Confidence in, 164-165.
Discharge of, 139-140.
Efficiency of, 135-143.
Criticism of, 141-142.
Rating, 138.
Tests of, 136-137.
"Eight-Dollar Annie," 131.
Every employee a salesman, 126-
127.
Himself, 131-151.
Information, general, 161-162.
General, regarding store,
157-158.
Knowledge of other depart-
ments, 156-157.
Knowledge, should possess,
135-143.
Of styles, 167-168.
Line, how to learn, 165.
Notices to, 234-238.
333
INDEX
Salesman, physical examination,
70-71.
Qualifications of, general, 68-70.
Mental, 71-72.
Special, 68-70, 150-151.
Rating card of, 237.
Rating plan, 237-239.
Result of, 238-239.
Record of, 304-306.
Requirements, 135-136.
Retail, importance of, 132.
Self-improvement, 148.
Service to customer, 147-148.
Shortcomings of, 243-244.
Store, salesman is the, 152-153.
Study yourself, 147-150.
Value of, 227-228.
Value of training, 227-228.
Salesmanship, principles of, 196-
222.
Retail, how to teach, 251-281.
Training for, 225-239.
Results of, 226-227.
Sectional conditions, effect on sell-
ing, 12-13.
Selling, advantages of chain stores,
35.
Climax of all activities, 131-
132.
Costs, 288-292.
Instructions for, 133.
More goods, 240-250.
Most important duty, 201-202.
Preparation for, 132-135.
Qualifications for, 143-146.
Quotas, individual, 288.
Special efforts for, 294-295.
Vital points in, 206.
Selling efficiency, environment,
proper, 296-297.
Equipment, proper, 297.
Incentives for, 282-307.
Bonus system, 283.
Object of, 288.
Results of, 288.
Selling field, analysis of, 3.
Effect of nationality on, 11-12.
Effect of sectional conditions on,
12-13.
Selling force, buyer, 65.
Educational director, 65.
Selling force, organization of, 63-
81.
In department store, 64.
Sales manager, 64.
Superintendent, 65-66.
Service, competition, 54-55.
Service, special, of store, 118.
Shopping plan, 22-24.
Selection of clerks for, 23.
Showing goods, 207.
Signs, inspection of, chain stores,
321-322.
Value of, 321-322.
Site, the store, 13-14.
Size, effect on competition, 25-26.
Stock, accessibility of, 105.
Arrangement, value of, 99-100.
Color and harmony, effect of,
103-104.
Convenience of, 104-105.
Display of, 104-105.
Forward, 101.
Instruction, 134-135.
Knowledge of goods in, 171-172.
Mute appeal of, 106-107.
Reserve, keeping of, 100.
Store, comforts offered, 118.
Conveniences of, 118.
Effect on competition, 25.
Customs of, 154-156.
Elevators, 86.
Entrance, 84-85.
Fixtures, 89-93.
Front, 83.
Getting more customers to, 109.
Goal, of store, 300.
Information, general, 157-158.
Interior, 85-86.
Knowing the, 152-174.
Light, effect of, 98-99.
Light-wells, disadvantage of, 87.
Locating a, 4.
Location of, 82-83.
Neighborhood competition of,
17.
New store, competition with,
16-17.
Record of, effect on competition,
19-20.
Reorganization, 4-5.
Reputation of, 157.
334
INDEX
Store, rules, knowledge of, 153- Teaching, instruction, general, 280.
154. Installing, 280-281.
Salesman is, 152-153. Methods of, 267-268.
Service, knowledge of, 155-156. Instructors, self-analysis of, 270.
Service, special, 118. Lectures, 267.
Shelving, 88-89. Outlines of class instruction.
Signs, 84. 254-267.
Site, 13-14. Personal interview, 274.
Space, distribution of, 101-102. Time to close sale, 216.
Value of special locations. Trade, source of, 6-10.
102-103. Training, junior employees, 279-
Stairways, 86-87. 280.
Ventilation, 88. Results of, 226-227.
Voice of, 157. Results, secured how, 228-
Study the customer, 175-195. 229.
Success, causes of, 50. Retail salesmanship, 225-
Suggesting other department, 248- 239.
249. Value of, to salesperson.
Survey, general, of chain store, 227-228.
319-321. Traits of customer, 179.
Survey, general result of chain Turn-overs, 33-34.
store, 326-327.
Value, of good-will, 220.
Teaching salesmanship, attend- Of salesperson, 227-228.
ance by, 253.
Attendance, checking, 251-253. 'W
Bulletins, 267-269, 271-273.
Classes, 254. Wage standards, 287-288.
Time of, 253. Systems, 284-287.
Co-operation of executives, 269. Watching sales increase, 311-327.
Demonstration sales, 273-274. Windows, backgrounds of, 94.
Equipment, 251. Front of, 94.
Individual analysis of, 231-234. Inspection of, chain stores, 319.
Individual development, 231. Show, 93-94.
THE END
UNIVERSrTY OF CALIFORNIA-LOS ANGELES
LOOS 326 817 7
UC SOUTHERN REGIONAL LIBRARY FACILITY
AA 001018171 7
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