THE MIND OF THE BUYER (CONTINUED)
_The Faculties of Application._ This group consists of two qualities:
that of _Firmness_, or Decision; and that of _Continuity_, or Patience.
These faculties, together with Self-Esteem, are located at the
upper-back, or back-upper, part of the head.
_Firmness_, or Decision, when highly developed causes one to manifest
stability, tenacity, fixedness of purpose, often reaching the point of
obstinacy, mulishness and stubbornness. These people cannot be driven,
or forced into anything. They are "mighty set" in their ways, and when
they once take a position are very apt to stick to it "right or wrong."
They are apt to fight to the last ditch for what they consider
principle, and will hold on to the end in what they believe to be right.
To attempt to drive them by force is to dash one's head against a stone
wall. The only way to handle these people is to endeavor to get them
interested in your side of the case before they have "set" their minds
and made up their opinion. If they have already been prejudiced against
your case, the only way is to give up the fight from the front, and
endeavor to present the matter from a different viewpoint, or angle, so
that new points will be presented which take the matter out of the old
category. These people will never give in unless they can say: "Oh, that
of course alters the matter entirely;" or "Oh, well, that places it in a
new light;" or "That is an entirely different proposition," etc. Leave
them victors of the positions upon which they are "set," and endeavor to
enlist their interest upon some new aspects, points, or principles--you
have at least an even chance of winning on the new point, whereas you
have none whatever on the old one. If, however, you can fit your case to
some of their established prejudices, for or against, you have won your
battle, for their quality of stability will then be employed in your
favor instead of against it. You will have to fit your case to their
moulds--cut your garment according to their pattern. A stubborn and
balky horse or mule can often be started in motion by turning its
attention to a new thing--such as putting a piece of twisted paper in
its ear, adjusting its harness in a new way, etc. The same principle
will work on stubborn men, "set" in their ways. Get their mind off the
point in question, and they will be rational. Let them have their own
way about their own points--and then plan a flank or rear attack on
them. You cannot batter down their stone-wall--you must either soar over
it, tunnel under it, or else go around it.
_Continuity_, or Patience, when highly developed causes one to "stick
to" a thing once undertaken; to manifest patience and perseverance, and
to give up the mind to one thing to the exclusion of others. It is
difficult to interest these people in new things--they instinctively
distrust the _new_ idea or thing, and cling to the old. These people are
very conservative and dislike change. They can be dealt with best by
avoiding shocking them with entirely _new_ things, and by carefully
attaching the newer idea or thing to the old so that it seems a part of
the latter. New things under old names do not disturb these people as
much as old things under new names--it is the form and name, rather than
the substance with them. Old wine in new bottles they abhor--but new
wine in old bottles they will stand. Arguments based on "old
established" things, or "good old-time" things, appeal to them. Things
must be "respectable," "well-established," "standing the test of years,"
"no new-fangled notion," etc., to appeal to them. Beware of trying new
and startling changes on them--they will be prejudiced against you at
once. Fall in with their ideals, and they will be excellent friends and
steady customers. The words "conservative" and "established" sound well
to their ears. On the contrary, people in whom this faculty is deficient
will incline toward new things because they are new. This faculty,
either in excess or when deficient, strongly affects the judgment, and
must be taken into consideration by the Salesman.
_The Religio-Moral Faculties._ This group of faculties includes
_Conscientiousness_, or Moral Principle; _Hope_, or Optimism;
_Spirituality_, or other-worldliness; _Veneration_, or Reverence; and
_Benevolence_, or Human Kindness. The organs manifesting these
qualities are located in the front-top of the head.
_Conscientiousness_, or Moral Principle, when highly developed gives one
a high sense of right, justice, truth, virtue, and duty. In dealing with
these people be particularly careful to make no misstatements,
misrepresentations, and exaggerations, but to adhere closely to the
facts of the case. Avoid also any appearance of trickiness or sharp
practice, stories of shrewd bargains, etc. These people become staunch,
firm friends if dealt with as they deserve, but become prejudiced
against people and houses whom they suspect of unfair dealings, or in
whom they lose confidence. Their keynote is "right's right"--and you
should adhere to it in all dealings with them. They are "the salt of the
earth," and it is a pity that there are not more of them. It is true
that sometimes this faculty seems to become perverted into phariseeism
and hypocrisy--but, then, every good thing has its counterfeit, and the
thing to do is to distinguish between the true and the false, here as
elsewhere.
_Hope_, or Optimism, when highly developed causes one to look on the
bright side of things, expect favorable outcomes, look confidently
forward, and expect much from the future. Its perversion manifests in
visionary dreams and castle-building. These people are amenable to
appeals to future success, bright prospects, cheerful outlook, and new
undertakings which seem promising. They become enthusiastic when
propositions are properly presented to them, and prefer to deal with
Salesmen of similar mental characteristics. These people are natural
"bulls" in business--beware of posing as a "bear" when dealing with
them. They relish a good cheering, cheerful talk more than anything
else. They are good people to deal with, particularly if the quality in
question is balanced by caution and trained by experience.
_Spirituality_, or Other-worldliness, when highly developed tends to
cause one to live on mental heights above the things of ordinary
material existence; to trust to the "inner light;" to incline toward
mysticism; and to experience a religious consciousness above the
ordinary. When manifested in a lesser degree it is evidenced by the
ordinary "religious" feeling. Perverted, it manifests as superstition,
credulity and "psychism." The people in whom this faculty is active seem
to feel that business is a degrading necessity, and they are never
thoroughly at home in it, unless the goods handled happen to be along
the lines of their general inclination, as for instance, religious
books, etc. Consequently, their business traits and tastes arise from
the other faculties, rather than from this particular one. However, they
are easily prejudiced against one whom they imagine does not agree with
them in their beliefs and convictions, and are apt to be swayed rather
more by feeling, emotion and sentiment than by cool judgment and pure
reason. They are usually strong in their likes and dislikes, and are
susceptible to appeals to their imagination.
_Veneration_, or Reverence, when highly developed causes one to manifest
reverence and extreme respect to authority of all kinds. These people
are usually good church members and law abiding citizens. In business,
the faculty is apt to cause them to place great stress upon authority
and example. If some large merchant has ordered certain goods, they
will be impressed by his example. They regard testimonials and
recommendations highly. In dealing with them one must avoid speaking
lightly of any thing or person esteemed by them, for they will be quick
to resent it. They are usually decidedly conventional, and aim to meet
the full requirements of "respectability" and social customs.
_Benevolence_, or Human Kindness, when highly developed causes one to
manifest sympathy, kindness, generosity, and philanthropy. These people
are altruistic and always ready to do another a good turn. They are
moved by their feelings rather than by their reason and judgment, and
will often base their business transactions rather more upon
friendliness and personal feeling than upon cold business judgment and
policy. They are generous where their sympathies and feelings are
interested, and are too often taken advantage of by selfish people who
play on their unselfish natures. Too often are they considered "easy,"
and are imposed on accordingly. The personal equation of the Salesman
plays an important part in dealing with these people.
From these several groups of faculties arise many combinations of
character in people. While it is true that there is almost infinite
variety among people, nevertheless, it is true that there are a few
general classes into which the majority of buyers may be fitted or
grouped for convenience. Let us now consider some of the more common
classes, and see how the faculties, in combination, manifest themselves.
_The Argumentive Buyer._ This man finds his greatest pleasure in
arguing, combating and disputing with the Salesman--argument for the
sake of argument, not for the sake of truth or advantage. This trait
arises from developed Combativeness and Destructiveness. Do not take
these people too seriously. Let them enjoy a victory over you on minor
points, and then after yielding gracefully coax them along the main
lines of the selling talk. At the best, they are arguing over terms,
definitions, forms, etc. and not over _facts_. Let them make their own
definitions, terms and forms--and then take their order for the goods
which you have fitted into their side of the argument. If, however, the
argument is based upon true reasoning and with a legitimate intent,
then reason with him calmly and respectfully.
_The Conceited Buyer._ This fellow is full of Approbativeness. We have
told you about him elsewhere. Meet him on his own plane, and give him
the particular bait indicated for his species--he will rise to it.
Appearing to defer to him, you may work in your arguments and selling
talk without opposition. Prefacing your explanation with "As you know by
your own experience;" or "as your own good judgment has decided;" etc.,
you may tell your story without much opposition. You must always let him
feel that you realize that you are in the presence of a great man.
_The "Stone Wall" Buyer._ This man has Self Esteem and Firmness largely
developed. We have told you about him under those two headings. You must
fly over, tunnel under, or walk around his stone wall of reserve and
stubbornness. Let him keep his wall intact--he likes it, and it would be
a shame to deprive him of it. A little careful search will generally
show that he has left his flanks, or his rear unguarded. He will not let
you in the front door--so go around to the kitchen door, or the
side-door of the sitting room--they are not so well guarded.
_The Irritable Buyer._ This is an unpleasant combination of
Approbativeness and Combativeness, in connection with poor digestion and
disordered nerves. Do not quarrel with him, and let his manner slide
over you like water off a duck's back. Stick to your selling talk, and
above everything keep cool, confident, and speak in even tones. This
course will tend to bring him down. If you show that you are not afraid
of him, and cannot be made angry--if your tones are firm yet under
control and not loud--he will gradually come down to meet you. If you
lose your own temper, you may as well walk out. Simply ignore his
"grouch"--deny it out of existence, as our New Thought friends would
say.
_The "Rough Shod" Buyer._ This man has large Destructiveness, and Self
Esteem, and wants to run things himself. He will try to ride rough shod
over you. Keep cool, even-tempered, self-possessed, and firm yet
respectful. Do not let him "rattle" you. It is often more of a "bluff"
than anything else. Keep on "sawing wood;" and do not be scared off.
These people are often but "lath-and-plaster" instead of the iron and
steel they appear to be at first sight. Keep firm and calm, is the
keynote in dealing with them.
_The Cautious Buyer._ This man generally has Cautiousness and Continuity
well developed, and Hope deficient. He is conservative and fearful.
Avoid frightening him with ideas of "new" things or "experiments." If
you are selling new things or ideas, manage to blend them in with things
with which he is familiar--associate the new and unfamiliar with the old
and familiar. And be conservative and careful in your talk, do not give
him the idea that you are a radical or a "new fangled idea" man. To him,
be an "old fashioned person."
_The Cunning Buyer._ This fellow has large Secretiveness or Cunning--he
belongs to the fox tribe. He likes to scheme out things for himself, so
if you will content yourself with giving him broad hints, accompanied by
expressive glances, regarding what can be done with your goods, he will
be apt to scheme out something in that direction, and thinking he has
done it all himself, he will be pleased and interested. Let him know
that you appreciate his shrewdness, particularly if he shows that his
Approbativeness is well developed. But, if not, better let him think
that he is deceiving you regarding his true nature. The majority of
cunning people, however, take pride in it, and relish a little grim
appreciation of their quality.
_The Dignified Buyer._ This man has large Self Esteem, and probably also
large Approbativeness. In either case, let him play the part for which
Nature has cast him, and you play yours. Your part is in recognizing and
respecting his dignity, by your manner and tone. Whether the dignity be
real or assumed, a recognition of and falling in with it is appreciated
and relished. Imagine that you are in the presence of your revered
great-grandfather, or the bishop, and the rest will be easy. We once
knew of a jovial, but indiscreet, salesman who lost a large sale to a
buyer of this kind, by poking him in the ribs and calling him "old
chap." The buyer barely escaped an attack of apoplexy--the Salesman
entirely escaped a sale.
_The "Mean" Buyer._ This man is moved by Acquisitiveness. He is
suspicious of you from the start, for he feels that you intend to get
some money from him. Don't blame him--he's built that way. Instead, get
his mind off the subject and on to another, by plunging in at once with
the statement that you have something upon which _he can make money_, or
something that _will save him money_. Emphasize these points, and you
will have aroused his curiosity. Then proceed along the same
lines--something to make money for him, or something to save money for
him--these are the only two arguments he can assimilate.
_The Intelligent Buyer._ These people depend almost entirely upon reason
and judgment. They are scarce. When you meet one of them, drop all
attempts to play upon weak points, prejudices or feelings, and confine
yourself strictly to logical and rational statements, presentation of
your proposition, and argument thereon. Do not attempt sophistry,
argument from false premises, or other fallacies. He will detect them at
once, and will feel indignant. Talk straight from the shoulder, and
confine yourself to facts, figures, principles, and logic.
So far we have dealt with the voluntary or outer mind of the buyer. Let
us now consider his involuntary or inner mind. There are many other
terms used by psychologists to designate these two phases of mind--the
important fact is that there are _two_ phases or planes of mind which
are operative in a sale. Let us see how they work, rather than what they
are, or what they are called.
Discarding, for the time being, the current psychological theories and
terminology, let us take a plain look at the facts of the case. A little
consideration will show us that there are two parts to a man's mind--or
two phases of activity. In the first place, there is a part of one's
mind which acts as does the mind of the higher animal, the savage, the
child. That is, it acts upon impulse and without restraint of the will.
Its attention is easily attracted, but held with difficulty unless the
interest and curiosity is awakened. It is curious, fond of novelty,
inquisitive, impulsive, easily persuaded in certain directions,
susceptible to impressions, amenable to suggestion, imitative, subject
to panic, apt to "follow my leader," emotional, depending upon feeling
rather than upon reason, subject to persuasion and coaxing, and acting
almost automatically in response to awakened desire. Let us think of
this part of the mind as the inheritance of the race from the past--the
instinctive mind--the elemental mind of the race before Intellect
mounted its throne. This part of the mind is possessed by every
individual of the race. No matter how highly developed the individual
may be, he has this part of the mind. No matter how much he may be in
control of it, it is always there as a background and basis of his other
kind of mind. The difference in the self-control of individuals depends
almost altogether upon the other part of the mind, which we shall now
consider--the Voluntary Mind, in which the Intellect and Will are the
predominant elements. The phase which we have just considered may be
called the Involuntary Mind, in which Desire and Feeling are the
predominant elements.
The Voluntary Mind has come to man in the course of evolution. It is not
nearly so highly developed in the majority of people, as one might at
first suppose. The majority of the race have the Involuntary Mind
predominant, and are swayed more by feeling and desire than by intellect
and will. Those in whom the Voluntary Mind is highly developed place the
intellect over the feelings--the will over the desires. They submit
their feelings to the inspection and approval of their intellect, and
hold their desires in check by their will. We are in the habit of
thinking of will as a something which acts--but in the majority of
instances it is found to be employed in checking action of the
desires--in holding back rather than in pushing forward. One of the
chief duties of the developed will is that of inhibition, or restraint.
And inhibition depends upon the decision of the judgment or intellect.
The animal, savage, or child has but little power of this kind--the
average individual has more than the child or savage but less than the
developed individual--the developed individual has better self-control,
and subordinates his emotional desires and feelings to his judgment and
will, by inhibition or restraint. Every individual has both of these
phases of mind--the Involuntary and Voluntary--the latter, however,
being manifested in an infinite variety of degrees of development and
power. Back of every Involuntary Mind is to be found the protecting
Voluntary Mind--and likewise, back of every Voluntary Mind, no matter
how strong it may be, there is ever the Involuntary Mind chafing under
restraint and striving to escape its master's eye and express itself in
its own way. And the master often relaxes its attention, or gets tired
of its strenuous task, and then the hidden nature "plays while the cat's
away."
Perhaps the Salesman may be able to remember this classification of the
two phases of the mind, by picturing them as _two partners_ engaged in
business. The Salesman is trying to secure the trade of the firm. The
one brother is an easy-going fellow, possessing curiosity and childish
interest, capable of being "jollied," persuaded and coaxed, and
apparently acting always from his momentary desires and feelings,
desirous of appearing well in the eyes of others, and anxious to make a
good impression, finding it easier to say "Yes," than "No"--easier to
fall in with the wishes of others than to oppose them, being vain and
complaisant. This partner's name is "Easyboy." The other partner is an
entirely different sort of fellow. He is cold and calculating,
manifesting very little feeling or emotion, submitting everything to his
reason and judgment, not moved by prejudices for or against, driving a
close bargain and resenting attempts to coax or drive him. His name is
"Hardfellow."
In the firm of "Easyboy and Hardfellow," the work is divided. "Easyboy"
has much to do about the place, attending to many things for which his
temperament specially fits him. "Hardfellow," however, does the buying,
for experience has taught him that "Easyboy" is not fitted for the task,
being too much under the sway of his feelings and being too easily
influenced. "Easyboy" never could say "No," anyway--but "Hardfellow"
finds it almost as hard to say "yes." So "Hardfellow" does the buying,
but "Easyboy" always "hangs 'round" when a salesman is talking, for he
is naturally inquisitive, and, being jealous, rather resents
"Hardfellow's" authority in the matter. Sometimes he breaks in, and
"Hardfellow" lets him have his say, and at times indulges him in minor
purchases, for being a partner he must accord him some consideration in
spite of the arrangement regarding duties. A strange thing is that
"Easyboy" is possessed of the notion that he would make an ideal buyer,
far better than "Hardfellow" in fact, and he loses no opportunity of
manifesting his supposed quality, notwithstanding the fact that he
usually makes a bungle of it.
For "Hardfellow" is often so busy that he cannot give his full attention
to the business of buying; then again he becomes tired and at such times
his judgment is not so good, and he is apt to be influenced by "Easyboy"
at such times; and, again, he becomes interested in one feature of the
purchase and overlooks the others--at such times "Easyboy" "gets in his
fine work," and takes a hand in the buying. The Salesmen who visit the
firm are fully aware of this condition of affairs, and plan things so as
to have "Easyboy" on hand and able to play his part. They can do
anything with him, and the more he is in evidence the better are their
chances. If he had his way he would buy corner lots in the moon, or
gold-bricks minus the plating. He likes to say "Yes" when coaxed,
jollied or led. But the Salesmen having a straight business proposition
of merit get along well with "Hardfellow," for he is reachable on such
lines when logically presented and explained in a business way. Even
such Salesmen, however, find "Easyboy" a valuable ally, for he often
gets them a hearing when "Hardfellow" is busy or otherwise not disposed
to listen. And so, they all find it an important question to get
"Easyboy" on the scene at "Hardfellow's" elbow. Some claim to have
discovered a method whereby they can "sidetrack" "Hardfellow" and get
"Easyboy" to do the buying. And rumor even has it that there have been
unscrupulous individuals who have happened around when "Hardfellow" was
taking his _siesta_ after a full dinner, and who then played upon
"Easyboy's" weakness in a shameful manner. The firm deny these rumors,
but there is an old gold brick holding back a door at the back part of
the store; and a big bundle of worthless shares in a nicely printed
gold-mine and a deed for a quarter-section of the blue sky, in the
safe--so there may have been something in the tale, after all.
Every mind is an "Easyboy and Hardfellow" firm. Both partners are in
evidence. In some cases "Easyboy" has far more sway and influence than
his more capable partner; in others they have equal authority; in a
third, "Hardfellow" asserts his right and ability, and "Easyboy" has to
take a back seat under protest. But the same principle is true of them
all. And this fact is taken into consideration by men of the world who
understand the true state of affairs. If anyone doubts this statement of
psychological facts, let him analyze himself, and look back over his own
experience. He will find that "Easyboy" has played him many a sad trick
in the past, and the "Hardfellow" has been "off his job" more than once.
Then let him begin to analyze others with whom he comes in contact--he
will see the same state of affairs existing there. And yet there is no
mystery about the matter--it is all in accordance with known
psychological laws. Some writers on the subject of Salesmanship rather
solemnly assure us that the "Easyboy" part of the mind is a "higher
mind"--but it is not. It belongs to the _instinctive_ stage of mental
development, rather than to the _rational_. It is an inheritance from
the past--that past in which men were moved entirely by feeling and
emotion, before reason came to its present stage of development. If it
is "higher" why is it a fact that the lower races and individuals
manifest it to a greater extent than the higher ones? This part of the
mind gives vitality and energy to one, but unless it be controlled by
Intellect and Will it is apt to prove a curse.