THE APPROACH
Old salesmen hold that in the psychology of the sale there is no more
important stage or phase than the introductory stage--the stage of the
Approach. Pierce says: "Experienced salesmen will tell you that the
first five minutes in front of a prospect is worth more than all the
remainder in the matter of getting the check. Why? Because it is then
that the prospect is forming his impressions of you. Usually he is
obliged to form this quick size-up of the man he meets, in order to
conserve his time for important duties. Therefore it is your duty to
have this first impression the best within your power. And the best way
to develop this is to be genuine." But it must never be lost sight of
that the First Impression is solely for the purpose of obtaining an
entrance for the fine edge of your wedge of salesmanship, which you
must then proceed to drive home to its logical conclusion,--the Order.
An impression for impression's sake is a fallacy. Remember the old story
of the Salesman who wrote in that he was not making sales, but that he
was "making a good impression on my customers." The firm wired back to
him: "Go out and make some more impressions--on a snow bank." Do not
lose sight of the real object of your work, in obtaining the preliminary
results.
The National Cash Register Company instructs its salesmen regarding the
First Impression, as follows: "Remember, the first five minutes of
speaking to a man is likely to make or break you as far as that sale is
concerned. If you are in any way antagonistic or offensive to him, you
have hurt your chances badly from the start. If you have failed to
definitely please or attract him, you have not done enough. It isn't
sufficient to be merely a negative quantity. You should make a positive
favorable impression, and not by cajolery nor attempted wit nor
cleverness. The only right way to gain a man's liking is to deserve it.
The majority of men do not often know just what the characteristics of
a man are which makes him pleasing or displeasing to them; but they
_feel_ pleased or displeased, attracted or repulsed, or indifferent, and
the feeling is definite and pronounced, even though they cannot
understand just what makes it. A storekeeper in the smallest way of
business in a little country village is just as susceptible of being
pleased or offended as any merchant prince. It should never be forgotten
that whatever his position may be, 'a man's a man for a' that.'"
It is not so much what a man _says_ when he approaches the prospect, as
the way he acts. It is his manner, rather than his speech. And back of
his manner is his Mental Attitude. Without going into subtle
psychological theorizing, we may say that it may be accepted as a
working hypotheses that a man radiates his Mental State, and that those
he approaches feel these radiations. It may be the suggestion of manner,
or it may be something more subtle--no use discussing theories here, we
haven't the time--the fact is that it acts as radiations would act. This
being recognized it will be seen that the man's Mental Attitude in the
Approach must be right. In the previous chapters we have had much to say
to you regarding the factors which go to create the Mental Attitude. Now
is the time to manifest what you have learned and practice--for you are
making the Approach.
Carry in mind Holman's catechism, of which we have told you. Maintain
your Self-Respect, and remember that you are a MAN. Pierce says of this:
"One reason for this is that self-respect is necessary in your work. And
self-respect cannot obtain where there is lack of confidence either in
your own ability or in your line of goods. Assuming that you take only
such a line as you yourself can enthusiastically endorse, it must be
remembered that your goods place you absolutely on a par with the
merchant. Hence, you talk to him shoulder to shoulder, as it were. You
are not as a slave to a master! as a hireling to a lord; as a worm to a
mountain; although this is the usual attitude untrained salesmen
consciously or unconsciously assume. They are timid. They feel they
might know their goods better. They feel, perhaps, that the prospect
knows their goods or their competitors' goods better than they do
themselves. Fear is written all over their faces as the approach is
made. Nine-tenths of the fear is due to ignorance of the goods. The
other tenth is lack of experience."
Regarding this matter of Fear, we would say that the experience of the
majority of men who have lived active and strenuous lives, meeting with
all sorts of people under all sorts of circumstances, is that the cause
of Fear of people and things exists chiefly in the imagination. It is
the fear of anticipation rather than the fear of actual conditions. It
is like the fear felt upon approaching a dentist's office--worse than
the actual experience of the chair. Suspense and fearful expectation are
two of the great sources of human weakness. Experience shows us that the
majority of things we fear never happen; that those which do happen are
never so bad as we had feared. Moreover, experience teaches us that when
a real difficulty confronts us, we usually are given the strength and
courage to meet and bear it, or to overcome it--while in our moments of
fearful anticipation these helpful factors are not apparent. Sufficient
for the moment are the evils thereof--it is not the troubles of the
moment which bear us down, but the burdens of future moments which we
have added to our load. The rule is to meet each question or obstacle as
it arises, and not to add fear of trouble beyond to the work of the
moment. Do not cross your bridge till you come to it. The majority of
feared things melt away when you come up to them--they partake of the
nature of the mirage. It is the ghosts of things which never materialize
which cause us the greatest fear. Banish Fearthought from your Mental
Attitude when you make the Approach.
But, a word of warning here: Do not become "fresh" or impudent because
you feel Self Reliant and Fearless. While realizing that _you_ are a
Man, do not forget that the prospect is also one. Impudence is a mark of
weakness rather than of strength--strong men are above this petty thing.
Be polite and courteous. The true gentleman is both self-respecting and
polite. And, after all is said and done, the best Approach that a
Salesman can make is that of a GENTLEMAN. This will win in the long run,
and the consciousness of having so acted will tend to strengthen the
Salesman and preserve his self-respect. Remember not only to manifest
the self-respect of a gentleman--but also to observe the obligations of
politeness and courtesy which are incumbent upon a gentleman. _Noblesse
oblige_--"nobility imposes obligations."
If you want a maxim of action and manner, take this one: "Act as a
gentleman should." If you want a touchstone upon which to test manner
and action, take this: "Is this the act of a gentleman?" If you will
follow this advice you will acquire a manner which will be far superior
to one based upon artificial rules or principles--a natural
manner--because the manner of a gentleman is the expression of true and
pure courtesy, and will be respected as such by all, whether they,
themselves, observe it or not. We have seen many instances in which the
maintenance of the true gentlemanly spirit under strong provocation has
completely disarmed boorishness, and won friendship and regard from
those apparently opposing it at the time.
The first psychological element of a Sale is that of the First
Impression upon the buyer. And the impression must be of a favorable
kind. There must be nothing to create a bad impression for this will
distract the attention from the purpose of the Approach to the
particular object awakening the unpleasant impression. The first point
preliminary to gaining attention, is to know the name of the man you are
approaching; and if possible just where he is. Nothing is more
demoralizing to the Salesman, and more likely to break up the
psychological influence of the Approach, than a lack of knowledge of the
name and identity of the man you wish to see. The miscarriage of an
Approach occasioned by mistaking the person should be avoided. If you do
not know your man, or where he is in the office, it will be well to
inquire of the others present, politely of course, where "Mr. X's" desk
is. If you happen to ask this question of "Mr. X" himself, you can
easily adjust yourself to the occasion. The _fiasco_ of approaching "Mr.
A" and greeting him as "Mr. X" is apt to be confusing and weakening, and
tends to bring the element of ridicule into the interview, unless the
Salesman has the tact and wit to pass it off. If possible, avoid asking
for "the proprietor," or inquiring of a man, "are you the proprietor?"
If you do not know the proprietor's name, ask it of some one.
The National Cash Register people say to their salesmen: "It is
manifestly improper to describe a definite form of words and require
salesmen to use them in all cases when they approach business men at the
first interview. What would be proper to say to one man under given
circumstances might be unsuitable to say to another under different
circumstances. Much must be left to the discretion of the salesman. At
the same time there are certain leading statements to be made, and
certain ways of making them which experience has shown to be well
adapted to the end in view. * * * It is not necessary that this
introductory talk should be long. Often a short talk is more convincing.
We do not advise salesmen to introduce themselves by sending in a card,
but prefer that they should depend wholly on what they are able to say
to secure a hearing. We strongly disapprove of obscure introductions and
all tricks, and believe that a man who has something worth saying, and
is not ashamed of his business, can make known his errand in a bold,
straightforward manner. A salesman should adapt himself to his man, but
at the same time he should have a fixed idea of what he has to say. He
should be dignified and earnest. * * * As soon as you do succeed in
reaching the proprietor, and have said to him, 'Good morning! Is this
Mr. Johnson?' then say directly and plainly, 'I represent the National
Cash Register Company.' This immediately puts you on a square footing,
and if he has anything to say against your business it will draw his
fire immediately. If he has nothing to say, proceed to business at once,
but don't under any circumstances say, 'I called to sell you a
register,' or 'I called to tell you about our registers,' but put it
rather in this way, '_I want to interest you in our methods for taking
care of transactions with customers in your store_.' The difference
between the two ways of saying it is that one begins with _your end_ of
the business--the thing that interests _you_; while the other begins at
_his_ end of it--the thing presumably interesting to him."
We specially direct the student's attention to the above paragraph. It
contains in a nutshell the whole philosophy of the introductory talk of
the Approach. It is the essence of the experience and knowledge of the
thousands of salesmen of the great selling organization of the large
concern named, and is right to the point, and what is still more
important, it is scientifically correct, and based upon true
psychological principles.
The Salesman in making the Approach should not act as if he were in a
hurry, nor should he dawdle. He should go about it in a business-like
manner showing his realization of the value of time, and yet acting as
if he had the time necessary for the transaction of that particular
piece of business, just as he would if the buyer had called on him
instead of vice versa. Don't swagger or strut, or act as if you were the
proprietor. Act the part of the real business man who is at ease and yet
is attending to business. Do not try to "rush" the customer in the
Approach--you are calling on him and must appear to defer to him in the
matter of opening the conversation, in a respectful and yet
self-respecting manner. The better poised and balanced you are in
manner, the more he will respect you, no matter how he may act. It is
much easier for a buyer to turn down an ill-bred boorish caller than one
who shows the signs of being a gentleman. In fact the boorish caller
invites the turn-down--he suggests it by his manner; while the gentleman
suggests respectful treatment. The line of least resistance in
suggestion is the one most natural for people to follow.
Some salesmen try to grasp the hand of the customer at the beginning.
This is all right if the customer be a jovial "hale fellow, well met"
kind of a man, but if he be reserved and dignified he will be apt to
resent your pushing this attention upon him. The thing to do is to make
him feel like shaking hands--this is an important point, which counts if
gained. You can generally tell from his manner and expression whether to
extend your hand. You must trust to your intuitions in "sizing up" your
man. What has been said regarding the mind of the buyer will help you,
and what data you have collected will also be of use, but at the last
you must depend upon your own intuition to a considerable extent.
Experience develops this intuitive faculty. Some salesmen thrust their
cards into the hands of a prospect when they introduce themselves. This
is poor psychology, for it serves to attract the prospect's attention to
the card and away from the salesman. Introduce yourself verbally, simply
and distinctly, and then get down to business.
If you see a man is busy with someone else, or with something in
particular--wait for him. Don't break into his occupation, until he
looks up and gives you the psychological signal to proceed. Never
interrupt another salesman who may be talking to the prospect. This is
not only a point in fair play and business courtesy, but is very good
business policy in addition. When you begin your introductory talk, get
right to the point, and don't beat around the bush as so many do. Get
down to business--get over the agony of suspense--take the plunge.
Remember always, that to the prospect your little story is not as stale
or stereotyped as it may be to you--so put earnestness into it, and tell
it just as if you were relating it for the first time to someone who
had requested it from you. Maintain _your_ interest, if you would arouse
that of the prospect.
Never commit the folly of asking a prospect: "Are you busy?" or, "I fear
you are busy, sir?" This is a very bad suggestion for the prospect, and
makes it easy for him to say "Yes!" You mould bullets for him to fire at
you. If he really _is_ too busy to give you the proper attention, you
may do well to tell him so, and then get out--but never suggest anything
of this kind to him if you expect to proceed. It is akin to the doleful
"You don't want to buy any matches, sir, do you?" of the forlorn vendors
of small articles who float into offices at times. Never make it easy
for a prospect to turn you down--or out. If he is going to do these
things, make him work hard to do it. This might seem like needless
advice, but many young salesmen commit this particular fault. Avoid the
apologetic attitude and manner--you have nothing to apologize for. You
are using up _your_ time as much as the prospect's time--let it go at
that. Never apologize for anything but a fault or mistake. Your call is
not a fault or a mistake--unless you make it so by assuming it to be
such. Some men would like to apologize for being alive, but they never
make salesmen. Be careful what adverse suggestions you may put into the
prospect's mind by this apologizing and "explaining" business. What's
the use of this nonsense anyway--it never sold any goods, and never
will. It is merely a sign of weakness and lack of nerve. Better stop it.
The trouble with these apologetic and explanatory fellows is that they
do not thoroughly believe in the merit of their propositions. If they
really believed as they should--if they had "sold themselves"--they
would realize that the prospect needs their goods, and, that although he
might not know it now, he is being done a favor by having his attention
called to them. A Salesman has no need to apologize to a customer,
unless he has need to apologize to himself--and if he is not right on
the latter score he had better change his line and get something to sell
that he is not ashamed of, or get out of the business altogether. No man
ever feels ashamed of anything in which he thoroughly believes and
appreciates.
The following advice from the National Cash Register people, is like
everything else they say, very good: "Do not attempt to talk to a man
who is not listening, who is writing a letter or occupying himself in
any other way while you are talking. That's useless, and is a loss of
self-respect and of his respect. If he cannot give you his attention,
say to him: 'I see that you are busy. If you can give me your attention
for a few minutes I shall be pleased; but I don't want to interrupt you,
if you cannot spare the time, and I will call again.' Try to understand
and feel thoroughly the distinction between confidence and familiarity.
Never fail in respect either to yourself or to the man with whom you are
talking. Never be familiar with him. Never put your hand on his shoulder
or on his arm, nor take hold of his coat. Such things are repugnant to a
gentleman--and you should assume that he is one. Never pound the desk or
shake your finger at a prospect. Don't shout at him as if sound would
take the place of sense. Don't advance at him and talk so excitedly
under his nose that he will back away from you for fear of being run
over, as if you were a trolley-car. I have seen a sales agent back a
prospect half way across a room in this way. Don't compel a man to
listen to you by loud or fast talking. Don't make him feel that he can't
get a word in edgewise and has to listen until you are out of breath.
This is not the sort of compulsion to make customers. But make him
believe that you have something to say and will say it quickly. Put
yourself in his place from the very start. Make him feel, not that you
are trying to force _your_ business upon him, but that you want to
discuss how _his_ business may be benefited by you."
One of the best salesmen this particular company ever had has passed
down to the selling corps of that concern the following axiom: "If you
do but one thing, in approaching a prospect, say, '_It will save you
money_,' seven times, and you have made a good Approach." And so say we.
Concrete facts, stated in terse terms, are the essence of the opening
talk and the life of the Approach.
What we have said so far has reference to the stage of First Impression,
which followed the preliminary stage of Involuntary Attention which was
caused by your presence. The purpose of the favorable First Impression
is to make the way easy for the real process of selling which is to
follow. The principle of First Impression rests upon the associated
experience of the buyer, and its effect arises from suggestion. The
hasty, general idea or impression of the Salesman's personality, which
we call the First Impression, is almost unconscious on the part of the
prospect, and is due largely to the suggestion of association. That is,
the prospect has met other people manifesting certain characteristics,
and has fallen into the habit of hasty generalization, or classification
of people in accordance with certain traits of appearance, manner, etc.
This is the operation of the psychological principle of the Association
of Ideas, and may be influenced by what is known as the Suggestion of
Association. The following quotation from the volume of this series
entitled "Suggestion and Auto-Suggestion," will make clearer this
principle:
"This form of Suggestion is one of the most common phases. It is found
on all sides, and at all times. The mental law of association makes it
very easy for us to associate certain things with certain other things,
and we will find that when one of the things is recalled it will bring
with it its associated impression. * * * We are apt to associate a
well-dressed man, of commanding carriage, travelling in an expensive
automobile, with the idea of wealth and influence. And, accordingly,
when some adventurer of the 'J. Rufus Wallingford' type travels our way,
clad in sumptuous apparel, with the air of an Astorbilt, and a $10,000
(hired) automobile, we hasten to place our money and valuables in his
keeping, and esteem ourselves honored by having been accorded the
privilege."
The Suggestion of Authority also plays its part in the First Impression,
and in all the stages of sale in fact. This form of suggestion is
described in the book just mentioned, as follows: "Let some person
posing as an authority, or occupying a position of command, calmly state
a fallacy with an air of wisdom and conviction, without any 'ifs' or
'buts,' and many otherwise careful people will accept the suggestion
without question; and, unless they are afterward forced to analyze it
by the light of reason they will let this seed find lodgement in their
minds, to blossom and bear fruit thereafter. The explanation is that in
such cases the person suspends the critical attention which is usually
interposed by the attentive will, and allows the idea to enter his
mental castle unchallenged, and to influence other ideas in the future.
It is like a man assuming a lordly air and marching past the watchman at
the gate of the mental fortress, where the ordinary visitor is
challenged and severely scrutinized; his credentials examined; and the
mark of approval placed upon him before he may enter. * * * The
acceptance of such suggestions is akin to a person bolting a particle of
food, instead of masticating it. As a rule we bolt many a bit of mental
provender, owing to its stamp of real or pretended authority. And many
persons understanding this phase of suggestion take advantage of it, and
'use it in their business' accordingly. The confidence-man, as well as
the shrewd politician and the seller of neatly printed gold-mines,
imposes himself upon the public by means of an air of authority, or by
what is known in the parlance of the busy streets as 'putting up a good
front.' Some men are all 'front,' and have nothing behind their
authoritative air--but that authoritative air provides them with a
living."
The suggestion of associated manner, appearance and air--the "good
front," in fact--is the principal element in the favorable First
Impression. The balance is a mixture of tact, diplomacy, common sense,
and intuition. But remember this always: the _best_ "front" is the
_real_ one--the one which is the reflection of the right Mental Attitude
and Character--the "front" of the Gentleman. If you lack this, the
nearer you can act it out, the better for yourself. But no imitation is
as good as the genuine article. The true Gentleman is the scientific
mixture of strength and courtesy--the manifestation of "the iron hand in
the velvet glove." So much for the First Impression.
The mental stages of Curiosity and Associated Interest on the part of
the buyer are also to be induced by the Salesman in the Approach. We
have described these phases in the chapter entitled "The Psychology of
the Purchase," this particular part of which should be re-read at this
point. A few additional words on these points, however, will not be out
of place here.
Regarding the phase of Curiosity, we would say that it will be well if
you can manage the opening talk to the prospect so as to "keep him
guessing a little," while still holding his Associated Interest.
Curiosity whets a man's interest just as Worcestershire sauce whets his
appetite. The key to the arousing of Curiosity is the idea of "something
new;" a new idea; a new pattern, a new device, etc. The mind of the
average man likes "something new"--even the old fogy likes something new
in his old favorites, new bottles for his good old wine. The idea of
newness and novelty tends to arouse a man's inquisitiveness and
imagination. And if you can start these faculties working you have done
well, for Associated Interest is closely allied thereto. When you get a
prospect to the stage of asking questions, either verbally or mentally,
you have the game well started.
Never make the mistake of asking the man if he "wants to _buy_
so-and-so." Of course he doesn't at that stage, particularly if you ask
him in that way. It is too easy for him to say No! It is almost as bad
as that stock illustration of adverse suggestion: "You don't want to buy
any so-and-so, do you mister?" which brings a ready "No!" from the
average person. Nor do you want to say: "I have called to see if I
cannot sell you so-and-so, to-day, Mr. X." Or, "Can I sell you some
so-and-so, this morning, Mr. Z?" This form of arousing interest is based
on erroneous psychological principles. Of course, the prospect doesn't
want to buy or be sold at this stage of the game--the sale is the
finishing stage. This plan is like cutting a log of wood with the
butt-end of the axe--you are presenting the wrong end of the
proposition. You can never arouse Curiosity or Associated Interest in
this way. Forget the words "You buy" and "I sell" for the moment--in
fact the less you use them at any stage the better it will be, for they
are too unpleasantly suggestive of the opening of pocket-books to be
agreeable to the prospect. There are excellent substitutes for these
terms--terms which suggest profit, advantage, saving and pleasure to the
mind of the buyer, rather than ideas of expenditure and "giving up."
Try to suggest the incoming stream of money to your buyer--not the
outgoing one. The reason is obvious, if you understand the laws of
suggestion and psychology.
In short, let your appeal at this stage be entirely to the Self
Interest, Pleasure, and Curiosity of the prospect. Try to get him warmed
up, and his imagination working. If you can do this he will forget his
other objects of attention, and will lay aside his armor of suggestive
defence and his shield of instinctive resistance to one whom he thinks
"wants to _sell_ something" and open his pocket-book. This is the stage
in which you must get in the sharp end of your psychological wedge. Here
is where you need the keen edge of your axe--the butt-end may be
reserved for the Decision and Closing.
As far as possible, do not ask questions to which the prospect can
answer "No!" at this stage. Fence him off on this point, and dodge every
sign of a forthcoming negative. But if he does get out a "No!" or
two--do not hear him. Let his "No!" slip off like water from a duck's
back--refuse to admit it to your consciousness--deny it
mentally--refuse the evidence of your ears. This is no time for
"Noes"--go right ahead, unconscious of the words. Keep on appealing to
his Interest, in the phases of Curiosity and Associated Interest. Your
aim here is to get the prospect to the stage of Consideration. This
stage is indicated by his asking a question showing a desire to know the
particulars of your proposition. The question may show but a shade of
interest, but it marks a move in the game. It is the prospect's
answering move to your opening. It is an important psychological moment
in the game. The next move is yours!
And that move is on the plane of the Demonstration--for the stage of the
approach has now been passed.
* * * * *
Before passing on to the consideration of the stage of Demonstration, we
desire to call your attention to the following excellent advice
regarding the matter of rebuffs which are so often met with in the stage
of Approach. It is from the pen of W.C. Holman, and appeared in his
magazine "Salesmanship." Mr. Holman says: "A crack-a-jack salesman will
receive a rebuff as gracefully and easily and with as little damage to
himself as a professional baseball player will take in a red-hot liner
that a batter drives at him, and go right on playing the game as if
nothing had happened. An amateur salesman will want to quit playing, or
call the attention of the umpire to the malicious intent of the batter.
A blow that would knock the ordinary man off his pins will do nothing
more than to give a professional boxer a chance to show his agility and
win applause. If you drop a plank on a cork in the water with a
tremendous splash the cork will bob up as serenely as if nothing had
happened, and lie quietly once more on the unruffled surface of the
water. And so a clever salesman, when a smashing blow is aimed at him by
a surly prospect, will merely sidestep gracefully and continue calmly
with the prosecution of his purpose. * * * Self-control disarms all ill
natured attacks."