ADDITION TO LIST OF FOUNDERS
ALEXANDER & CO.,
WHEELING, W. VA.
L. S. DONALDSON CO.,
MINNEAPOLIS, MINN.
R. H. FYFE & CO.,
DETROIT, MICH.
A. H. GEUTING CO.,
PHILADELPHIA, PA.
KRUPP & TUFFLY,
HOUSTON, TEXAS
POTTER SHOE CO.,
CINCINNATI, OHIO
SHERRON SHOE CO.,
MEMPHIS, TENN.
SLADE SHOE SHOPS,
DES MOINES, IOWA
VAILE SHOE CO.,
KOKOMO, IND.
VAN DEGRIFT SHOE CO.,
LOS ANGELES, CAL.
VOLK BROS. CO.,
DALLAS, TEXAS
K. W. WATTERS CO.,
BUFFALO, N. Y.
ADDITION TO LIST OF CONSULTANTS
SEATON W. ALEXANDER, _President_,
Alexander & Co.
A. O. DAY,
R. H. Fyfe & Co.
MRS. JENNIE L. EVANS, _Firm Member_,
Lewis & Reilly
R. H. FYFE, _President_,
R. H. Fyfe & Co.
WILLIAM R. LEWIS, _Firm Member_,
Lewis & Reilly
WILLIAM LIVINGSTON,
R. H. Fyfe & Co.
H. C. McLAUGHLIN, _Shoe Buyer_,
Potter Shoe Co.
HENRY MOOREHOUSE, _General Manager_,
Brockton Last Co.
JAMES P. ORR, _President_,
Potter Shoe Co.
G. S. ROTH, _Manager Shoe Dept._,
L. S. Donaldson Co.
T. M. SCOGGINS, _Vice-President_,
Krupp & Tuffly
THOMAS W. SHERRON, _President_,
Sherron Shoe Co.
MILO A. SLADE, _Firm Member_,
Slade Shoe Shops
J. F. TEEHAN, _Vice-President_,
Dunbar Pattern Co.
L. F. TUFFLY, _President_,
Krupp & Tuffly
VICTOR E. VAILE, _President_,
Vaile Shoe Co.
H. L. VAN DEGRIFT, _General Manager_,
Van Degrift Shoe Co.
L. W. VOLK, _Firm Member_,
Volk Bros. Co.
RETAIL SHOE SALESMEN’S INSTITUTE
_Conducting
The Educational Training Course
for
Retail Shoe Salesmen_
FOUNDERS
GEORGE W. BAKER SHOE CO.,
BROOKLYN, N. Y.
BLISS & PERRY CO.,
NEWBURYPORT, MASS.
BOOT & SHOE RECORDER,
BOSTON, MASS.
BRISTOL PATENT LEATHER CO.,
BOSTON, MASS.
BROCKTON RAND CO.,
BROCKTON, MASS.
BROWN SHOE CO.,
ST. LOUIS, MO.
ARTHUR L EVANS,
BOSTON, MASS.
L. B. EVANS’ SON CO.,
WAKEFIELD, MASS.
FARNSWORTH, HOYT CO.,
BOSTON, MASS.
HAZEN B. GOODRICH & CO.,
HAVERHILL, MASS.
HAZEN-BROWN CO.,
BOSTON, MASS.
HUNT-RANKIN LEATHER CO.,
BOSTON, MASS.
GEORGE E. KEITH CO.,
BROCKTON, MASS.
KEYSTONE LEATHER CO.,
PHILADELPHIA, PA.
MENIHAN CO.,
ROCHESTER, N. Y.
MORSE & BURT CO.,
BROOKLYN, N. Y.
A. E. NETTLETON CO.,
SYRACUSE, N. Y.
PETERS MFG. CO.,
BOSTON, MASS.
THOMAS G. PLANT CO.,
BOSTON, MASS.
RICE & HUTCHINS, INC.,
BOSTON, MASS.
SEAMANS & COBB CO.,
BOSTON, MASS.
SELBY SHOE CO.,
PORTSMOUTH, OHIO.
STETSON SHOPS INC.,
SOUTH WEYMOUTH, MASS.
THE SHOE RETAILER,
BOSTON, MASS.
UNITED SHOE MACHINERY CO.,
BOSTON, MASS.
UNITED STATES RUBBER CO.,
NEW YORK, N. Y.
WIZARD FOOT APPLIANCE CO.,
ST. LOUIS, MO.
E. T. WRIGHT & CO.,
ROCKLAND, MASS.
NATIONAL SHOE RETAILERS’ ASSOCIATION.
CHISHOLM SHOE CO.,
CLEVELAND, OHIO.
COHEN BROTHERS,
JACKSONVILLE, FLA.
WILLIAM FILENE’S SONS CO.,
BOSTON, MASS.
GILCHRIST CO.,
BOSTON, MASS.
W. C. GOODWIN,
FITCHBURG, MASS.
GUARANTEE SHOE CO.,
SAN ANTONIO, TEXAS.
F A. GUINIVAN,
PHILADELPHIA, PA.
HIRSCH-ULLMAN SHOE CO.,
EL PASO, TEXAS.
A. V. HOLBROOK BOOTERY CO.,
COLUMBUS, OHIO.
A. H. HOWE & SONS,
BOSTON, MASS.
JONES, PETERSON & NEWHALL CO.,
BOSTON, MASS.
JOHN A. MEADORS & SONS,
NASHVILLE, TENN.
THOMAS F. PEIRCE & SON,
PROVIDENCE, R. I.
W. G. SIMMONS CORP.,
HARTFORD, CONN.
STELLING-NICKERSON SHOE CO.,
AUGUSTA, GA.
W. W. WILLSON,
BOSTON, MASS.
EDITORIAL COUNCIL
ARTHUR L. EVANS, _Editor in Chief_
GEORGE F. HAMILTON, _Managing Editor_
CONSULTANTS
C. Q. ADAMS. _General Manager_,
Bristol Patent-Leather Co.
ARTHUR D. ANDERSON. _Editor_,
Boot and Shoe Recorder
C. L. ANDERSON, _President_,
Bristol Patent Leather Co.
T. F. ANDERSON, _Secretary_,
New England Shoe & Leather Ass’n.
GEORGE W. BAKER, _President_,
George W. Baker Shoe Co.
GEORGE W. BAKER, Jr., _Sec’y_ and _Treas._,
George W. Baker Shoe Co.
JOHN A. BARBOUR, _President_,
Brockton Rand Co.
PERLEY E. BARBOUR, _Vice President_,
Brockton Rand Co.
CHARLES A. BLISS, _Treasurer_,
Bliss & Perry Co.
ELMER J. BLISS, _President_,
Regal Shoe Co.
FRANK J. BRADLEY, _President_,
Hazen B. Goodrich & Co.
FRANK R. BRIGGS, _Treasurer_,
Thomas G. Plant Co.
E. P. BROWN, _President_,
United Shoe Machinery Co.
MAX BROWN, _President_,
Hazen-Brown Co.
JOHN A. BUSH, _President_,
Brown Shoe Co.
CHARLES T. CAHILL,
United Shoe Machinery Co.
C. K. CHISHOLM, _Firm Member_,
Chisholm Shoe Co.
F. S. COBB, _President_,
Seamans & Cobb Co.
HENRY W. COOK, _Vice President_,
A. E. Nettleton Co.
H. T. CONNER, _Vice President_,
George E. Keith Stores Co.
LOUIS A. COOLIDGE, _Treasurer_,
United Shoe Machinery Co.
E. D. COX,
United Shoe Machinery Co.
F. F. CUTLER, _President_,
The Cutler Publications.
A. W. DONOVAN, _President_,
E. T. Wright & Co.
W. F. ENRIGHT,
United States Rubber Co.
ARTHUR LUCIUS EVANS, _Treasurer_,
L. B. Evans’ Son Co.
PERCIVAL B. EVANS, _Vice President_,
L. B. Evans’ Son Co.
A. H. GEUTING, _Dealer and Ex-President_,
National Shoe Retailers’ Association
W. C. GOODWIN,
Dealer
JOHN S. GRIFFITHS, _President_,
L. B. Evans’ Son Co.
FRANK A. GUINIVAN,
Orthopedic and Merchandising Specialist
A. C. HEALD, _Treasurer_,
Stetson Shoe Co.
CHARLES A. HIRSCH,
Hirsch-Ullman Shoe Co.
A. V. HOLBROOK, _President_,
A. V. Holbrook Bootery Co.
IRVING B. HOWE, _Partner_,
A. H. Howe & Sons.
CHARLES C. HOYT, _President_,
Farnsworth, Hoyt Co.
HERBERT V. HUNT, _President_,
Hunt-Rankin Leather Co.
GEORGE E. KEITH, _President_,
George E. Keith Co.
HAROLD C. KEITH, _Treasurer_,
George E. Keith Co.
J. F. KNOWLES, _Treasurer_,
W. G. Simmons Corp.
GEORGE H. LEACH, _Secretary_,
George E. Keith Co.
A. H. LOCKWOOD, _Editor_,
Shoe & Leather Reporter
FRANK R. MAXWELL, _Vice President_,
Thomas G. Plant Co.
GEORGE H. MAYO, _Manager_, _Footwear Division_,
United States Rubber Co.
ALLEN H. MEADORS, _Partner_,
John A. Meadors & Sons.
J. G. MENIHAN, _President_,
Menihan Co.
T. C. MIRKIL, _Secretary-Commissioner_,
National Shoe Retailers’ Association
RAYMOND P. MORSE, _Treasurer_,
Morse & Burt Co.
JAMES A. MUNROE, _Vice President_,
E. T. Wright & Co.
GEORGE A. NEWHALL, _Vice President_,
Jones, Peterson & Newhall Co.
GEORGE E. PEIRCE, _Firm member_,
Thomas F. Peirce & Son
WALTER I. PERRY, _President_,
Bliss & Perry Co.
PAUL A. PETERS, _Vice President_,
Peters Mfg. Co.
WILLIAM F. PETERS, _President_,
Peters Mfg. Co.
BURT W. RANKIN, _Treasurer_,
Hunt-Rankin Leather Co.
J. B. REINHART, _Vice President_,
Wizard Foot Appliance Co.
CHARLES A. REYNOLDS, _President_,
Keystone Leather Co.
FRED B. RICE, _Vice President_,
Rice & Hutchins, Inc.
HOLLIS B. SCATES, _Shoe Division Manager_,
William Filene’s Sons Co.
MARK W. SELBY, _Vice President and Secretary_,
Selby Shoe Co.
F. W. SMALL, _Manager Shoe Dept._,
Gilchrist Co.
S. G. SPITZER, _Manager Shoe Dept._,
S. Kann Sons Co.
FRED W. STANTON, _Secretary_,
National Shoe Travelers’ Association
FRANK H. STELLING,
Stelling-Nickerson Shoe Co.
E. H. STETSON, _President_,
Stetson Shoe Co.
JAMES H. STONE, _Editor_,
The Shoe Retailer.
E. B. TERHUNE, _Treasurer and General Manager_,
Boot and Shoe Recorder.
GEORGE A. VOLK, _Firm member_,
Volk Bros. Co.
J. M. WATSON, _President_,
Guarantee Shoe Co.
R. R. WILKINSON, _Shoe Buyer_,
Cohen Brothers.
W. W. WILLSON, _Store Sales Manager_,
Rice & Hutchins, Inc.
E. T. WRIGHT, _Treasurer_,
E. T. Wright & Co.
RETAIL SHOE SALESMANSHIP
BY
GEORGE F. HAMILTON
MANAGING EDITOR, RETAIL SHOE SALESMEN’S INSTITUTE FORMERLY ASSOCIATE
EDITOR, ALEXANDER HAMILTON INSTITUTE; FORMERLY LECTURER IN FINANCE,
BROWN UNIVERSITY
IN COLLABORATION WITH
_Frank Butterworth, Store Sales Manager, Regal Shoe Co._
_H. T. Conner, Vice-President, George E. Keith Stores Co._
_A. H. Geuting, Dealer, Ex-Pres., National Shoe Retailers’ Ass’n._
_A. V. Holbrook, President, A. V. Holbrook Bootery Co._
_Allen H. Meadors, Partner, John A. Meadors & Sons_
_Hollis B. Scates, Shoe Division Manager, William Filene’s Sons Co._
_F. W. Small, Shoe Department Manager, Gilchrist Co._
_J. M. Watson, President, Guarantee Shoe Co._
_R. R. Wilkinson, Shoe Buyer, Cohen Bros._
_W. W. Willson, Manager Retail Stores, Rice & Hutchins, Inc._
VOLUME 1
CONSTITUTING PART OF THE TRAINING COURSE FOR RETAIL SHOE SALESMEN
RETAIL SHOE SALESMEN’S INSTITUTE
BOSTON
COPYRIGHT, 1920, BY
RETAIL SHOE SALESMEN’S INSTITUTE
_All rights reserved_
Made in U.S.A.
------------------------------------------------------------------------
PREFACE
In the preparation of this volume the plan has been to present the
principles of shoe salesmanship—not an abstract or generalized treatment
but a specific statement of the principles as they apply directly to the
daily efforts of the retail shoe salesman. Throughout, the author’s
purpose has been to emphasize the fact that true salesmanship is an
effort of brains rather than one of physical endeavor or rule-of-thumb
methods.
It is recognized that preparation for success in selling must commence
within the man himself and that only as he improves himself will he be
able to communicate a higher quality of service to his customer.
Realizing this, the chief stress in the first four chapters of the
volume is placed on those important qualities that have to do with the
man’s responsibility to himself. Mainly these are considerations bearing
on the proper care and development of the body and, what is still more
essential, the proper mental attitude of the man toward his present job
and future development. This having been accomplished the salesman is
ready to consider his further growth, which comes through a better
understanding of his relation and responsibility to others—the customer
and the employer. It is on these facts that the main stress is laid
throughout the later chapters.
Acknowledgment is gratefully made to the following shoe men for their
valuable suggestions, based upon years of successful selling experience:
James M. Borland, George F. Breck, R. E. Caradine, Herbert E. Currier,
R. C. Hearne, J. F. Knowles, W. E. McIlhenny, H. C. McLaughlin, Thomas
B. Meath, A. E. Oldaker, Joseph E. Palmer, A. E. Pitts, John F. Reedy,
Sydney Stokes.
GEORGE F. HAMILTON
TABLE OF CONTENTS
CHAPTER I
PAGE
THE FIELD OF RETAIL SELLING 1–8
Purpose of the Course; The Plan; How to Read; The Science
of Business; The Salesman’s Place; Retail Shoe Selling.
CHAPTER II
RELATION OF THE MAN TO HIS JOB 9–22
Service; Self Analysis; Confidence; Character;
Personality; Carving Out a Career; Co-operation; Success
the Reward of Merit; The Price of Success.
CHAPTER III
HEALTH AN IMPORTANT FACTOR 23–38
Joy of a Healthy Body; Keeping “Fit” for Business; Food;
Fresh Air; Sleep; Learn to Play; Care of the Body; Work
and Play for the Mind; Nerves; Personal Appearance; The
Knack of Being Well Dressed.
CHAPTER IV
ENTHUSIASM WITH HONESTY 39–55
Getting “Life” Into the Sale; Advertising to Focus the
Customer’s Enthusiasm; What is Enthusiasm?; Keeping Up
Steam; Make the First Sale to Yourself; The Future a
Reflection of “To-Days”; Honesty; Danger of
Over-Enthusiasm; Promises.
CHAPTER V
THE CUSTOMER AS THE SALESMAN’S GUEST 56–75
The Human Heart Throb; Greeting the Customer; Remembering
the Name; No Geography in Service; Familiarity; Meeting
Him Face to Face; Side Chatter; Painful Silence; Customer
Concentration; Talking in Terms of “You”; Stick to the
Sale; Talking in Positive Terms; Don’t Argue; “War-Time
Portions” Out of Date.
CHAPTER VI
TAKING AN INTEREST IN THE CUSTOMER 76–95
Are You Selling or Is He Buying?; Getting His Interest;
Points of Contact; Handling the Goods; Appropriate Selling
Talk; Suggestion; Studying the Customer; Discrimination
Among Customers; Interruptions.
CHAPTER VII
DIFFERENT TYPES OF CUSTOMERS 96–109
Variety Among People; Human Nature; Tuning-Up to the
Customer; Children; Talkative People; Practical; Silent;
Unpleasant or Grouchy; Elderly Person or Invalid.
CHAPTER VIII
DIFFERENT TYPES OF CUSTOMERS (_Continued_) 110–122
In a Hurry; “Only Looking”; Undecided; Two Friends
Together; Ignorant and Poor; Style Regardless of Price;
Actual or Assumed Foot Troubles.
CHAPTER IX
SHOWING THE GOODS 123–142
Freshen-Up the Selling Talk; The Outsider’s Point of View;
Getting Under-Way in the Sale; Style Not in Stock; “Just
as Good”; Selecting the Stock; Don’t Concentrate on One
Line; Showing More Goods; Customer Who Does Not Buy.
CHAPTER X
KNOWLEDGE OF THE STOCK 143–159
“These are Better”; Study of the Stock; Styles; Stock
Arrangement; Time Saving; Keeping Posted on New Stock;
Customers’ Criticisms; Stock Turn-Over.
CHAPTER XI
MONEY VALUE OF IDEAS 160–174
Getting “Under His Skin”; Making Two Sales Out of One;
Advantages of an Extra Pair; Closing the Sale in the
Store; Getting Business From Outside Friends; Telephone
Salesmanship; Personal Letter; Advantages of Display
Fixtures; Exaggeration; Forced Sales.
CHAPTER XII
THE SALESMAN’S RESPONSIBILITY 175–197
Selling P.M. Goods; Purpose of the P.M.; Advantages;
Disadvantages; Salesman’s Attitude Toward P.M.’s; The
Customer’s Frame of Mind; Returns; Exchanges; Adjustments;
Co-operation; Team Work; Pulling Together With the Store
System; Individual Responsibility; The Salesman as a
Consulting Expert; Conclusion.
RETAIL SHOE SALESMANSHIP
CHAPTER I
THE FIELD OF RETAIL SELLING
PURPOSE OF THE COURSE
The whole idea and purpose of the Training Course for Retail Shoe
Salesmen is to supply the means to increase the salesman’s value.[1] The
slogan of the Retail Shoe Salesmen’s Institute is the plain truth that
“Knowledge Applied is Power.” Knowledge of itself is of no more value
than idle steam from the teapot. Harness up the steam so that it may be
put to work and it moves the world—it operates your factories, lights
your cities, grows your food and keeps you warm. So also with knowledge.
All the world’s learning is worth not a dollar unless it is harnessed-up
to the practical problem of everyday life.
Footnote 1:
Although, throughout the Course, mention is often made of “the
salesman,” without reference to the saleswoman, this is done to avoid
repetition, simply as a matter of convenience in reading. This volume
and all others of the Course are designed to meet the special needs of
both the retail shoe salesman and the saleswoman. Similarly the
customer is for convenience referred to by the use of the masculine
pronoun forms.
Above all other things this Course is practical. It is the first-hand
statement of the experience gathered as a result of years of effort by
successful men in the shoe business. It is a plain statement of
principles and practices of success that have cost these men hundreds of
thousands of dollars to gather in the school of practical experience.
This is an advanced age. No longer need the man or woman of ambition
grope around in the darkness to find a safe footing on which to build a
career. Business today is a red-blooded man’s game, and success comes to
those who know the rules of this game. Here are the rules—learn to know
them.
THE PLAN
“Anything that’s worth having is worth working for.” And the happy truth
is that after you get into the spirit of the game, more than half the
fun is in the working. Charles M. Schwab, the great steel magnate, said
to be the greatest salesman in the world, has made millions—more than he
or his family will be able to spend in a lifetime. But he is on the job
every day. Not because he wants more money, but because he loves the
business game, and would rather give up his millions than be put out of
the game. This is the spirit that wins.
In this Course you have the tools with which success in your work is
built. That you have faith in your own ability to move up is shown in
the fact that you have numbered yourself among those who are no longer
satisfied to continue in the rut of routine and who have taken a firm
stand to move on and up.
The Training Course is not a thing of magic, like Aladdin’s lamp, that
had only to be rubbed to satisfy the owner’s fondest desire. There is no
royal road to success. Desire, effort, work are the signposts that mark
the upward way. The Course supplies the need of ambitious men and women
who realize that success comes only as a reward of industry, and are
willing to meet it half way.
The course of reading is planned to continue for a period of one year,
or, to be exact, 48 weeks from the time of the subscriber’s enrollment.
Some will find it convenient to complete the reading within a shorter
time. However, the longer period has purposely been arranged so that
each reader will have plenty of time to thoroughly cover each feature of
the Course and thus to get from it the maximum benefit.
HOW TO READ
Learn to read in terms of _ideas_ rather than in terms of lines or
pages. When Lincoln delivered his Gettysburg Address a great multitude,
gathered from all over the country, was assembled before him. These
people had come to hear a great speech from the foremost statesman of
the age. Such a speech, they thought, should call forth all his
eloquence and oratory. And so they were disappointed with Lincoln’s
simple little talk, that took less than five minutes to deliver. In
fact, only one or two of the newspapers bothered to comment on it the
next day. They had calculated its value in terms of _space_ rather than
_wisdom_, and had overlooked one of the finest speeches ever delivered
in this or any other country.
In other words, learn to read with the mind rather than the eye. Eight
volumes make up the working basis of the Course. You have six weeks in
which to read each one of these—less than five pages of reading each
day. Learn to do this reading so that you may _absorb_ it and make it a
part of your daily working equipment. It may be on the principles of
selling, or correct shoe fitting, or on a discussion of shoe
leather—whatever it is be sure you know it, be sure it has become
thoroughly soaked into your brain, and then be sure to use it. Only as
you apply your knowledge will you be able to turn it into dollars. So
begin at once.
THE SCIENCE OF BUSINESS
Once in a while you will find a man who will shy at what he calls
“theory.” His idea of theory is probably anything that comes from books.
Not long ago one of these men said he didn’t believe his business had
lost money the previous year, although his ledger said so. However, his
creditors a little later convinced him he was bankrupt. It didn’t make
much difference then whether or not he believed the facts or still
considered them theory.
The law which says that an object left unsupported in the air will drop
to earth is theory. Who cares whether the so-called “practical man”
believes it or not—it’s a fact. And if he steps off the side of a ditch
the natural law operates and theory proves to be a fact. Business today
is a science. It is governed by principles that are as unfailing as the
sun. The Course presents the principles of scientific retail shoe
selling. These are the most practical things in business.
THE SALESMAN’S PLACE
In the whole scheme of merchandising, from the gathering of raw
materials to the delivery of the finished article in the customer’s
hands, no job is more important than that of the retail salesman. His is
the final effort. It has been preceded by the combined labor of tens of
thousands of workers and the investment of hundreds of millions of
capital to furnish the means of welcoming the customer and of
encouraging the sale.
These great expenditures of mind, labor and money have been made to
build an organisation, to provide attractive salesrooms with all their
necessary fittings, experienced and high salaried buyers have been busy
in bringing together desirable stock, expensive advertising has been
sent broadcast. But what does it all amount to without the final sale?
It remains for the retail salesman to meet the customer face to face and
upon the ability he has to move the stock is determined the success or
failure of the whole undertaking. This, surely, is a big job and it
carries with it a big responsibility. Amid present-day competition no
longer can we sit back in hopeful anticipation for the best. Selling is
mainly a matter of brains, and success comes in proportion to the amount
of ability mixed with effort.
RETAIL SHOE SELLING
The annual shoe business of the United States is estimated at more than
$1,500,000,000. There are close on to 250,000 men and women engaged in
the retail selling of shoes, most of whom spend their entire effort in
the work. Billions of invested capital is required to furnish the means
of carrying on this enormous business.
From the standpoint of cost as well as importance as part of a man’s
wearing apparel the shoe ranks second only to his suit of clothes. With
most women this is true also. No other part of a person’s wardrobe,
whether it be of a man, woman or child, becomes so intimately associated
with the senses of comfort, self-satisfaction, and the mild and harmless
conceit of the wearer. A new shoe is an event. In the selection of a
shirt, a collar or a tie the main consideration is that of appearance,
and if the article proves a disappointment it goes to the scrap heap
without any great money loss. Furthermore it has caused no actual
physical discomfort.
But not so with the shoe. A ten-dollar shoe is expected to give fifteen
or twenty dollars worth of wear; it must stand all kinds of abuse and
weather; it must look trim and neat at all times; it must match all cuts
and colors of clothing; it must hold its shape, and never, never cause
the wearer any pain or inconvenience. That same shoe must attract the
approving attention of the wearer’s friends; it must wherever worn give
the sensation of snug sufficiency; it must help the chest to expand a
little with pride of possession and the shoulders to straighten up as
that “well-dressed” feeling asserts itself. Every shoe salesman has
noticed these things, that spread of honest joy on the customer’s face
as he stands up, stamps his foot into the shoe and strides up and down a
few feet, erect and confident, and then reaches into his pocket for the
price.
This, briefly, is what goes on in the customer’s mind while he is buying
a new pair of shoes. It is for shoe salesman to realize that although
the individual sale is only a small part of his day’s work, it is really
an event in the mind of the average customer. Success follows in
proportion to the salesman’s knack in “tuning-up” to the customer so
that both minds harmonize, so that they mutually understand each other,
and so that the sale results in mutual satisfaction and benefit.