TAKING AN INTEREST IN THE CUSTOMER
ARE YOU SELLING OR IS HE BUYING?
When in 1917 the annual convention of the National Shoe Retailers
Association was held in Chicago an incident occurred which, although
small in itself, emphasized one of the very important principles of
selling. Owing to some confusion in the cloak room of the auditorium in
which the convention was being held, two of the members of the
association, both retail dealers, were unable to secure their hats and
were thus under the necessity of making an immediate purchase. They
entered one of the nearby stores, naturally somewhat embarrassed at
being without hats, mentioned the conditions briefly to the clerk and
asked to be fitted. It should be borne in mind, of course, that these
two gentlemen, although experienced shoe dealers, did not know any more
about the subject of hats than the average customer knows about the
subject of shoes.
The sales clerk, without showing any interest or consideration at the
embarrassment of his customers, responded with the question, “What kind
of a hat do you want?” After a minute’s thought they both decided that
it had better be a soft felt hat. This was followed with the second
question, “What size do you wear?” Neither of the unfortunate customers
could recall the size of the hat he had been wearing and was unable to
fall back upon the usual custom of referring to the size mark in the old
hat. This meant another slight annoyance and delay in trying on several
hats before the clerk was able to learn the sizes. After hunting the
stock awhile, the clerk at last produced one or two styles of narrow
brimmed felt hats which proved entirely unsuited to the customers, who
were both rather tall and heavy. Evidently here was a man who did not
know his job. Finally taking the matter into their own hands, the two
men decided they would content themselves with caps until they could
find a _salesman_ who could give them help in deciding what they should
wear.
The purchase was made and the price paid, but it is evident that the
clerk could not be considered to have _sold_ his customers. From start
to finish these men were _buying_, and the clerk proved to be more of a
hindrance than a help.
In retail shoe selling it would be rare indeed to find in one sale so
many features of poor salesmanship, but it is clear, of course, that the
presence of any one of them would operate to reduce the customer’s
confidence and satisfaction. From the shoe salesman’s own experience he
would have realized at once the desirability of greeting the customers
cheerfully and of showing an interest in an unusual experience that
brought the men in from the street bareheaded. He would not have asked a
blunt question concerning the kind of hat desired but would, at a
moment’s glance, have recognized his customers as business men, would
have taken notice of the quality and color of their suits, and then
would have made some such positive suggestion as, “I have here a nice
felt hat that will look well on you.” He would have known immediately
that a large man would require a hat with either a medium or wide brim.
And although he had not been told the hat size he would have known
enough about his business to know that men of this size would not wear
less than a size seven. He would have brought that size, or perhaps one
larger, and would have handed it to the customer with the remark, “I
believe this will serve you for size.”
All these things would have been genuine selling effort. In the case
mentioned the men were well able to buy the best hat in the house, and
two hats at eight or ten dollars apiece would have been more easily
_sold_ than the caps at two-fifty were _bought_. Between the two there
is as much difference as there is between day and night. One is bright,
cheerful, intelligent; the other nothing more than a vague, half-hearted
burlesque of selling.
GETTING HIS INTEREST
For the purpose of analyzing a sale and in order to show just what are
the points to be considered, the selling process may be represented by
four steps leading upward to the final sale, as follows:
Action—The Sale
Creating Desire
Building Interest
Attracting Attention
The theory of selling is based on the idea that before it is possible to
proceed with any attempt to sell it is necessary first to get the
prospective customer to transfer his attention from other things and to
apply it to the article to be sold. While walking along the street our
main attention and interest may be on those things immediately around
us. If suddenly we hear the hum of a motor from above we at once think
of flying and our attention is transferred to the aeroplane passing
overhead. The means of attracting our attention was the hum of the motor
or perhaps the action of the people around us.
In retail selling the matter of attracting attention is to some extent,
but not all by any means, taken care of by newspaper advertising, window
and store displays, the customer’s acquaintance with the store, and the
like. It is for the salesman, however, if he is to _sell_ rather than
simply to take orders, to guide the customer’s attention and build a
genuine _interest_ in the goods; to sell so that the customer will
listen and respond to his selling talk, examine the goods and agree
perhaps to try them on. These things show interest.
However, interest alone does not sell. We may be interested to examine a
German fighting tank brought over for exhibition, but that in itself
does not create in us any desire to own one. The effort of the young man
to sell the electric carpet sweeper, already mentioned, caused interest
on the part of the housewives, but the action stopped there. He was at
first unable to create desire and as a result there was no sale.
It is for the salesman to so plan his effort that the customer will get
from it a desire to own the goods. Assume, for example, that the
customer has bought one pair of shoes and that you have been able to get
his interest in a pair of patent leather pumps which he is now
examining. Up to this point it may be he is examining them only because
they are a fine piece of workmanship, as he might examine an exhibit in
the art museum. However, that in itself does not make sales or profits.
It is for the salesman now to create a desire in the customer to add
that pair of pumps to his wardrobe.
The final stage of the sale is that of stimulating the buying action in
the customer; to assist him to the decision that he needs the goods and
that his desire to have them is greater than his desire to retain the
money. In the present chapter we are to consider the matter of
attracting the customer’s attention and of building his interest in the
goods. Later the important points of creating desire and of stimulating
action will be taken up.
POINTS OF CONTACT
The electric power to illuminate the store or home is controlled by
switches which serve to bring together or to separate the points of
contact. When the switch is thrown on the effect is one of bringing
together of the points of contact. As a result there is action; the
circuit is completed and light is produced. The first stages of the sale
may be likened to the action of the electric switch. If attention and
interest in the goods are properly guided by the salesman they will
without exception lead up to the action of buying on the part of the
customer.
A great point of importance is that of listening attentively to the
customer’s first remarks. Upon this may often depend the whole success
of the effort. If a woman calls for something _new_ that is at once a
means of establishing a point of contact on the basis of style. Talk
style and show the latest patterns and at once you have fixed her
attention and interest. If, in a certain shoe offered she should
compliment the heel but not quite approve of the color, you have here a
suggestion for further effort. Concentrate on the heel and any other
features that may have appealed to her and use this as the means of
establishing the contact. Concentrate on the strong points; speak of the
specially designed arch and of the beauty it gives the general
appearance of the whole shoe. This certainly does not mean to overstate
any facts but it does mean to make use of those intimations of
preference that the customer expresses to focus interest and to advance
the sale.
If a customer mentions the quality of strength in calling for a shoe, it
is safe to assume that wearing quality rather than style is the special
feature that will appeal to him. His appearance will usually indicate
the quality of shoe desired. Work with him on the matter of quality,
select the stock with that in mind principally and style only as a
second consideration.
Most parents in buying children’s shoes have foremost in mind the
important matter of getting a shoe that will allow freedom of movement
and natural growth of the feet. Perhaps in the first sentence spoken
some intimation of this will be made. Take advantage of it and use it.
Remember that it is the element of comfort the customer wants and that
the sale will progress with greater satisfaction all around according to
the salesman’s ability to understand what is wanted, and to deliver it.
HANDLING THE GOODS
The customer’s interest in the goods and also his desire of ownership is
influenced more than many salesmen realize by the way in which the goods
are handled. A young clerk with more spirit than experience, in bringing
a pair of satin slippers to the chair where his customer was seated,
allowed them to swing arm’s length at his side as he approached her.
This she noticed, and an impression of slip-shod handling was suggested.
Although the slippers were fresh stock, taken from the box just a moment
before, the customer insisted that they had the appearance of being
handled and requested another pair. In her mind, ruffled appearance was
associated with the manner in which she had seen the shoe handled by the
clerk. The expert diamond salesman handles a stone with all the
tenderness and care of a mother with her child; not because the diamond
means more to that salesman than the shoe does to the shoe salesman, but
because he understands human nature enough to realize that only in so
far as he shows an interest in the stone can he hope to have the
customer do so. If he slid the stone across the counter the sale would
suffer. If he should drop it in taking it out of the case the sale would
likely be lost.
The point to bear in mind in this connection is that the salesman is
asking the customer to make the goods his own. A dainty silk or satin
slipper should be handled daintily by the salesman; with just as much
care as the owner would give it upon using it the first time. On the
other hand, a strong, heavy outing shoe might be slapped firmly upon the
palm of the salesman’s hand. The heavy sound in this instance might be
expected to give the impression of strength and lasting qualities. All
of these things, although small in themselves, play an important part in
bringing up the customer’s attention and interest to the point of
desire.
APPROPRIATE SELLING TALK
“Something for you, mister?” as a part of the selling talk, is many
times worse than absolute silence. It is bad because it is as ancient,
tattered and torn as the “little old red shawl” itself. It stamps the
salesman as being without any originality and it is likely also to bore
the customer. Take it for granted that he wants something or else he
would not be in the store. Jump right into business and at the same time
get the customer on your side. Anything original such as, “May I serve
you?” or some variation, is good. Perhaps as good as anything else is a
smile and a cheerful “Good morning” or “Good afternoon.” The expressions
“Lady,” and “Mister,” have been tabooed for generations; they might
serve all right for a peanut stand but not in a high-class shoe store or
department. “Madam” and “Sir” are dignified and are greatly to be
preferred.
The customer is always glad to see a sign of intelligent interest
concerning himself. If the salesman notices that the shoe just removed
has been bought from his house or if he recognizes the customer, it is
always good to ask with courtesy whether the shoe removed has given
satisfactory service. In most instances it is safe, of course, to assume
that the shoe has, or else the customer would not have returned. On the
other hand, there is the possibility of some dissatisfaction, and in
that case it is well to know the facts.
Among inexperienced salesmen there is the danger of laying too much
emphasis in the selling talk upon the price—in other words, making it a
matter of selling _prices_ rather than merchandise and service. The
customer has come to buy shoes; price is an important consideration with
him in all probability, but it is quality, style and fit that will
determine his satisfaction. If the salesman will devote himself
especially to these things, if he can assure his customer that the goods
are what he wants and that they will give him service, the matter of
price will, in most instances, be secondary. The slogan of a New York
retail house is that “The quality will be remembered long after the
price is forgotten.” There is a great deal expressed in this from the
standpoint of good merchandising. The salesman can do no better than to
make his appeal on the same basis.
Limit the number of questions directed to the customer. As mentioned
before, the customer may resent questions because of a feeling that he
came to be served rather than to be subjected to questioning. The sale
will proceed more smoothly if the salesman takes for granted that
certain minor points are satisfactory unless the customer makes some
mention of them to the contrary. If nothing is said concerning color,
style of heel, quality or kind of leather, it is a great deal better to
assume the customer’s satisfaction. To bring them up specifically with a
direct question means that an entirely new train of thought is started
in the customer’s mind, that he is required to make another decision and
that he will be hindered by confusion of thoughts in coming to his main
decision to buy.
Repetition of some point of special importance that may have slipped the
customer’s mind is an effective means to stimulate a decision. Great
care should be used in doing this because repetition of any point of
small importance will produce the effect of annoyance. If used at all,
let it be only on some point of importance on which the customer has
shown interest or concern.
SUGGESTION
The operation of the human mind in getting started on a train of thought
has been compared with that of a trolley car or automobile in getting
started from the condition of rest. It is not possible to apply the full
power at once and to get an immediate operation of the car at full speed
ahead. The power when increased gradually builds up the speed, and the
forward motion goes on so naturally that it becomes almost unnoticeable.
It is said that the human mind operates much the same when given an idea
in the form of a suggestion. To the shoe salesman this means that there
must be only a limited number of suggestions presented and that these
should be offered one after another only as the mind has time to get
started and under motion on the one preceding.
To make this more concrete, it may be assumed that the salesman has
offered his customer a certain style of shoe, that he has told the chief
points concerning it, and that the customer has made no reply. Should
the salesman at once produce another shoe and begin his talk concerning
it, the customer would become confused and be further away from a
decision than he was with only one pair to consider. Only after it is
clear that the first shoe is not the one wanted, or at the customer’s
special request, should others be offered. Give the customer’s mind a
chance to get accustomed to the suggestions already offered.
All suggestions made should be of a positive nature. Their purpose is to
assist the customer to a decision. The following illustration is given
to show the effect of a negative suggestion:
The attention of a physician was attracted the other day by a
shoe he noticed in the window of one of the city stores. Going
in, he said to the clerk: “I’d like to see some of the styles
you are showing in the line of Oxfords for summer. I don’t want
to try on a pair just now, but I would like to have you show me
three or four styles.”
“Well,” said the clerk, “we haven’t very many Oxfords in stock
just yet. Most of the styles that we will carry this summer are
shown in the window. You can go out and look at them.”
The customer did go out—and didn’t come back.
The suggestion of being too anxious to make a sale causes the customer
to be skeptical. He will either question the quality of the goods being
shown or the ability of the salesman to give him dependable service. The
salesman’s effort, to be more effective, should be so natural that it
does not occur to the customer that he is being led to a decision. The
interpretation that a great actor gives to a part he is playing is so
natural that his audience loses sight of the fact that there is effort,
and actually moves along in the part with the actor.
Nervous hurrying as shown by quick, excited movements causes uneasiness
to the customer. There is the danger of having this shown when there are
several customers waiting to be served. However, the effect produced by
excited hurrying is that of confusion in the customer’s mind. His
decision is reached less easily under such circumstances. The salesman
is thus unable to accomplish as much as he would under an even, steady
pace. The brisk, snappy movement of enthusiasm is not to be confused
with that of excitement. The former is a thing to cultivate. It
represents the spirit of the times. It wins the customer’s respect and
saves his time as well as that of the salesman.
STUDYING THE CUSTOMER
H. B. Scates, shoe buyer and division manager for William Filene’s Sons
Company, Boston, mentions an incident that brings out clearly the basis
of service and the relationship that should exist in the mind of the
salesman in his selling effort. Mr. Scates, in a series of talks, had
been speaking to some of the salespeople on the advisability of studying
and understanding the customer so as to establish a better working basis
of service. After one of these talks had been completed one of the young
ladies spoke to Mr. Scates, explaining that there were a number of
things she did not understand and asked if he could explain them in
direct relation to her everyday work. This gave him the cue as to where
he had been wrong and he sat down with this girl and had the following
conversation with her:
“Your married sister buys her children’s shoes from you, doesn’t
she?” he asked.
“Yes.”
“How do you go about to sell her?”
“Well, of course, I know about what kind of shoes she wants, how
much she can afford to spend, and after I find out just what she
wants the shoes for, dress or everyday wear, I show her the
kinds we have that she ought to buy.”
“What do you mean by the kind she ought to buy,” he then asked.
“Well, you know we have some kinds of dress shoes that are
perishable and really not economical, and we have some everyday
shoes that will wear longer than others, and I always tell her
about these things and advise her how to get the most for her
money.”
“Now,” he said, “you have told me how to be a good salesperson,
instead of having me tell you. And I will carry the idea a
little further for you. In case of your sister, you tell the
truth about the merchandise, you show a genuine interest, you
take real pleasure in handling and fitting the youngster because
she is your little niece, and you have given them 100 per cent
of real service and the benefit of all you know about shoes and
our particular stock.
“Treat every customer with the same interest as you would your
own intimate friends, and you can’t lose.”
There is a big thought expressed in what Mr. Scates has said. The matter
of studying the customer is not a cold, calculating process but one of
human friendliness. The effort to please that a person makes in serving
an intimate friend is not forced and unnatural, but a genuine,
whole-hearted desire to be of assistance. To that extent each customer
should be considered by the salesman as an intimate friend and should be
served accordingly.
In selling to a steady customer there is a special advantage in that the
salesman knows the man he is serving, his preferences and also something
of his price limitations. With the new customer a very good indication
is in the person’s appearance, although there are exceptions to this
rule, as will be pointed out. The man or woman who is simply and neatly
dressed will probably not be interested in the extremes of style. A fair
indication may be had also from the quality of the clothes and
especially the quality of the shoe that is being worn. It is safe in
many instances to show something of slightly better quality on the
assumption that the customer is not wearing the best he has, or perhaps,
that he is more prosperous now than he was when he made the last
purchase. At any rate, it is better to come down on the quality of shoe
offered than to have the customer request that he be shown something
better.
A customer, man or woman, dressed in the extreme of style will almost
invariably expect to be served with footwear of the same general nature.
Such a person will require a change of style from that last purchased or
from the one he or she is wearing. Any attempt to fix a general rule on
this point would be difficult, except to suggest offering the extreme
styles with some variation of appearance as compared with the shoe being
worn.
DISCRIMINATION AMONG CUSTOMERS
The practice of playing favorites by giving one customer more
considerate service than another is unnatural. It is unfair and
furthermore is not good business. Any short-measure of service is bound
to be noticed and as a result the business is lost to the salesman and
probably lost also to the house. Nothing can be said to illustrate with
more force the advisability of serving all customers honestly and
without discrimination than an experience of a few months ago as told by
the retailer who was successful in securing the business that had gone
a-begging. Such cases are bound to occur continually unless there is a
fixed standard of service.
A certain customer entered one of the city stores, having just
arrived from a camp where he had been spending the summer.
Dressed as he was at the time, his appearance was that of a
laborer, and evidently, on that account, he was treated
indifferently by the salesman. Being dissatisfied the man left
without having made a purchase and then entered another store
where he was treated with all the respect and consideration due
him. Before leaving, he had purchased shoes to the value of
seventy dollars, paid cash for them and then presented his card
with the request that the shoes be delivered. Not until then was
it learned that he was one of the most influential men in that
section of the country.
The secret of success in serving people is to treat them all alike, but
to make each one feel the distinction of individual attention.
INTERRUPTIONS
There are times when it is impossible to avoid interruptions while a
customer is being served. A polite apology is the least that can be
given, but this does not overcome the handicap that has been caused, and
also the feeling that only part service and divided attention is being
given.
Bear in mind that to the customer the salesman represents the store, and
that if the service given is not what it should be the natural tendency
is for the customer to go elsewhere. Quality alone will not sell goods.
Someone has expressed the fact in this way: “An expert selling force
could, if necessary, sell inferior merchandise, but a sales force
without the spirit of true service would bring on failure regardless of
a high standard of merchandise.”
Interruptions are often due to the fact that the salesman’s work is not
properly organized. He may have passed along the preceding order without
the proper instructions, or he may set it aside with the intention of
completing it later, and as a result may be holding up the work of
someone else. In consequence it becomes necessary, perhaps, that he be
interrupted when serving the next customer and thus his effectiveness as
a first-class salesman is reduced. The remedy is to organize the sale
from the time the customer is approached until the charge is entered and
the goods are passed along for delivery. Get the whole transaction
completed and out of the way so that the next customer may have
undivided attention.