SHOWING THE GOODS
FRESHEN-UP THE SELLING TALK
The purpose of the selling talk is to assist the customer along in the
sale from the start up to the point of his decision to buy. To exercise
a helpful influence requires of the salesman life, spirit and freshness.
Everyone, in order to make a living for himself, is required to have and
to use a certain amount of selling ability, and in proportion to his
skill in using it will depend the value of his services. The best
newsboy is the one who puts the most life and spirit into his efforts,
the one who lets you know, even though you may be across the street, or
around the corner, that he is on the job and that he has papers to sell.
In short, the most successful newsboy is the one who is the best
salesman.
The president of any business organization, no matter how large his
salary nor how great his importance, must be a salesman. He does not
have a free hand to do as he pleases, but must get his authority on
important matters from the directors, who represent the interests of the
stockholders. Unless the president is salesman enough to convince the
directors that his plans are sound and that they will prove profitable
to the business he cannot expect to receive authority to proceed with
them, and therefore he cannot succeed in his work. In other words, his
problem is exactly the same as that of the shoe salesman except that he
must sell an idea or his opinion, whereas the retail salesman sells
merchandise.
If in presenting a plan to his directors the president of the company
should attempt to do so in some half-hearted, dull and uninterested
manner he could expect to receive in return no greater interest or
enthusiasm than he himself showed. On the other hand, if his selling
talk is stimulating, if his manner indicates confidence, if he is
actually “on fire” in the interest of his proposed plan he can be
assured of having it received and considered favorably. The salesman is
dealing with a _live_ subject. He is called upon to present facts
concerning his goods in such a way that the customer will recognize them
as being _facts_ rather than mere opinions. This means that the selling
talk must be made to live—it must be freshened-up. The salesman must
continually guard against becoming mechanical or stereotyped either in
his manner or his sales talk. He must realize that it is just as
important for him to “launder” his selling talk as it is to launder his
linen.
THE OUTSIDER’S POINT OF VIEW
One shoe salesman who has recently moved up to the position of branch
manager, says, in speaking of the need to keep customer service up to
par, and of his method of doing it, that his first duty each morning is
to look over the appearance of his store, his windows and his stock from
the viewpoint of an outsider—to consider his services as a salesman as
they would appeal to the customer who had never before made a purchase
of him. He realizes that there is the tendency for him to grow “stale”
in his efforts and to fall into the habit of considering the next sale
as another mechanical operation. He says that the danger is to regard
today’s work simply as a continuation from where he left off yesterday
and to overlook the fact that as far as today’s customers are concerned
there might just as well have been no yesterday.
The outsider’s point of view is that each sale is an entirely new
experience. The salesman who is able to get himself into this frame of
mind and to treat the customer on this basis can never become
mechanical. He will never run the danger of losing business through
growing stale in his selling talk and his effort to please. This is the
difference between working for a future and working for the pay
envelope. Every man of responsibility looks further ahead than the
Saturday envelope. He is working for a future that means his development
beyond his present job. His success in reaching it will depend upon his
ability to _grow_ out of one and into a bigger one. Promotion or success
is not an over-night process; it is a natural and gradual growth
cultivated by steady effort. Alexander Hamilton, the first treasurer of
the United States and the greatest financial mind the country has ever
known, was proclaimed a genius both here and abroad, because of what
seemed to be a superhuman understanding and foresight. His simple reply
was that although men gave him credit for genius, the only genius he had
was in being able to work night and day on the subject in hand until he
had sweated out a solution.
This may seem to be drifting a long way from shoe salesmanship but it is
just as close as the pay envelope. The laws of success are unfailing
whether they apply to merchandising or to statesmanship. No one ever got
anywhere on a permanent basis except by hard work. To know what the
customer wants and should have, to make a whole-hearted effort to serve
him and to _keep at it_, is the formula for success in shoe-selling.
GETTING UNDER WAY IN THE SALE
For the reason that intelligent retail salesmanship is principally a
matter of brain work rather than physical effort, it is not possible to
set down any fixed list of rules or conditions which, when observed,
will result in one hundred per cent results. Local conditions vary and
of course human nature among customers varies; so that it is necessary
for the salesman to keep these things continually in mind and to plan
his work accordingly. On the other hand there are certain definite
suggestions that can be used to good advantage to serve as the
salesman’s working basis by bringing to mind some of the important
points to be considered and by mentioning one way in which they may be
met.
Mr. Watson of the Guarantee Shoe Company makes the following practical
suggestions on getting the sale under way, based on over twenty years
experience in the retail shoe business:
If there is no salesman’s stool in front of where you have
seated the customer, go immediately and get one. Place it
directly in front of the customer and at once sit down. Then
make some such positive suggestion as “Let me examine the right
foot first, please.” While saying this hold out the hands toward
the foot so that they may meet it and allow you to get the shoe
off before the customer realizes that he or she wants to see the
shoe before trying it on.
Say as little as possible while removing the shoe, and get it
off as quickly and easily as possible—then produce the measuring
stick. Either have the customer stand on the stick or place the
foot flat upon the foot rest of the fitting stool. An important
point to remember is that the foot should never be measured
while in the air. The toes should be well stretched out by
pressing them with the fingers—and be sure to remember what the
foot measures.
Do not spend a lot of time telling the customer all about the
bones in the foot. The salesman should, however, examine the
foot for enlarged joints, hammer toes, arch trouble, corns and
so forth, and mention to the customer the foot trouble he
discovers. He should take special notice of the size of the
hosiery worn, by pulling out the end at the toes, and if he
finds the hose to be too short he might mention the fact and
suggest that a half size larger be bought next time. He might
also explain the fact that short hose, like short shoes, are the
cause of many foot troubles. He should spend some time studying
the foot as to the width required; length of toes and such other
matters. All this should be done before the customer is shown a
shoe. It is important to spend considerable time in this
preliminary work. Plenty of time spent in this way will mean
that less time will be required later in the transaction, for
the reason that the customer will be impressed with the fact
that he is being served by a real shoe expert.
Bring to the customer only one style of shoe, and that should be
the style the salesman has assured himself as being the one
desired by the customer. Do not hand the shoe to the customer to
examine and do not hold it up before his eyes to inspect. Take
it directly to him and put it on the foot at once.
It is well always to bring two sizes of shoes, both of the same
style. In other words, if you have decided the customer needs a
size 6, but are not quite sure whether the foot is an A or AA,
bring both the 6A and 6AA. Slip the larger shoe on first, and if
it is too loose do not lace it up and do not wait for the
customer to call attention to the fact that it is too large.
Take it off immediately and slip on the smaller one. If this is
the right size, lace it up. If you have misjudged the foot and
brought both sizes too large or too small do not spend time in
lacing up the shoe. This would cause the customer to lose the
confidence he had gained in the beginning through the
preliminary work. The salesman should go quickly for the correct
size and at the same time take away the shoes that did not fit.
The next shoe should surely be the correct size, or else the
salesman’s ability will drop in the customer’s estimation. If it
is the right size place it on the foot and lace it up. Iron out
the shoe well by pressing the toe down with one hand and
smoothing out all the wrinkles with the other hand. Both the
fingers and the palm of the hand should be used for ironing the
shoe, while the other hand is used to press down the toe.
These suggestions by Mr. Watson are definite and contain some valuable
hints. They bring the sale up to the point of getting the shoe properly
fitted on the customer’s foot. The salesman should then continue the
sale by asking the customer to stand in the shoe and then, perhaps,
follow it with the suggestion that he “walk a few paces and notice how
well it feels on the foot.” By the time the customer has returned to the
chair and if he has not already made the decision to buy, the salesman
might continue by suggesting that the other shoe be tried on. After
having both shoes completely laced he is ready to ask the customer to
walk in them and to lead him to a mirror where a full view of the shoes
may be had. The customer is now face to face with the necessity to make
a decision. He has been led through the sale with positive suggestions
and has only to say “yes” to complete the transaction.
Another point worth remembering is that of placing the old shoe, when
removed from the customer’s foot, out of the way and out of sight under
the fitting stool. To throw it down carelessly for others sitting around
to gaze upon is displeasing to the customer. He feels happier when it is
out of sight.
STYLE NOT IN STOCK
Another delicate point calling for real salesmanship is that of selling
a customer who calls for a shoe that is not in stock. The style,
perhaps, may have been one shown in the window. It may have been one of
the numbers especially popular in the store. The sizes may be broken and
further stock difficult or slow to secure. Although the salesman would
likely know all these things at the time the customer mentioned the
style wanted, he certainly could not afford to hold up his hands in
horror and greet the customer with the sad news, “I don’t think we have
your size.” The result of such a remark could only have the effect of
causing him to feel that he had suffered a real loss and that no other
shoe would serve him quite as well.
If, on the other hand, the salesman proceeds to the proper section he
may find he has the correct size in stock. This he can produce, and the
sale goes along without difficulty. However, if the salesman finds he is
not going to be able to fit the customer in his first choice it is for
him to begin at once by offering a suitable second choice. This he
should not attempt to do by running down or finding fault with the shoe
asked for by the customer. Convince the customer that you are sincerely
working for his interest—tell him so. The style and fit of the shoe
called for will serve as an indication of the kind of shoe wanted.
Proceed at once to get the stock nearest to it and start selling it on
its merits. Nothing will be gained by considering any further the merits
of the shoe that is out of stock. Remember that one of the important
features of salesmanship is that of _creating a desire_ for the
merchandise you have. Fit properly the shoe you have in stock, dwell
upon its good qualities, its workmanship and its value. The sale will be
made when the customer understands that the goods you _have_ rather than
the goods you _had_ are those that will serve him best.
“JUST AS GOOD”
One manufacturer warns his customers against substitutes by advertising
the fact that “You can teach the parrot to say ‘Just as Good’ but he
won’t know what he is talking about.” The buying public has been taught
to disrespect the man who preaches “just as good” and to have suspicion
of the goods he is selling. Reliable dealers and manufacturers sell
goods on their own merits and not by a false standard of comparing them
with something else. The fact has already been pointed out that the
salesman cannot afford to spend his valuable time boosting the business
of his competitor by discussing with his customer the relative
advantages and disadvantages of both lines. He sells his own goods on
the basis of their merits and allows the man around the corner to do the
same.
To mention the matter of “just as good” means that the salesman has
invited comparison. Then he has the double task of proving his statement
first, and later of selling his own goods. Even then the customer will
probably not be quite satisfied until he has tried the other article,
just to find out for his own satisfaction how they compare. One
far-sighted business man said that “when a competing salesman talks
about my line I consider him as valuable as a salesman on my own
payroll.”
If a style is out of stock, the wise salesman will plunge right in to
sell the goods he has on their own merits. To invite comparison with
“just as good” arguments wastes time and stamps the man as an imitator.
Be original.
SELECTING THE STOCK
It is now getting to be understood more generally among dealers and
salesmen that it is unnecessary that the customer be shown a half dozen
pairs of shoes in order that he may be able to make a selection. The
whole point of importance is to spend enough time at the beginning of
the sale to find out exactly what shoe the customer should have and then
to go after that particular shoe. If a physician were to make a hasty
examination of a patient’s throat and then dash off hurriedly, only to
return a moment later for another inspection and to change his original
decision, the patient would at once lose confidence. Or if the dentist
were to commence extracting a tooth and later change his mind and decide
it should be filled, he would probably be invited to give up his diploma
and to accept a plumber’s license. He is expected to know what his
patient needs before he starts treating him.
The shoe salesman is expected to be a specialist, an expert, in his
line. He is expected to spend enough time with the customer to find out
what shoe he should have. It is for the customer to give an indication
of the style wanted. With these in mind the salesman is prepared to make
his selection of the stock. Generally the customer is interested in not
more than one pair of shoes out of the whole stock—and that is the pair
he is to buy and wear. If the salesman, by the manner in which he
conducts himself and his actual knowledge of his job, wins the
customer’s confidence, if he conducts himself as an expert, the customer
will accept him as such and be glad to take advantage of his advice. The
first or second shoe selected for the customer can be made more
satisfying to him than one that he himself may have been required to
select out of a dozen offered to him. The whole matter narrows down to
one of whether the salesman is simply to hand out shoes at the direction
of the customer or whether he is to be a helpful adviser. One means
wasted time and small results; the other results in prompt, satisfactory
business and a following of customers who are “boosting” for the
salesman and the store.
Groping around in the stock to find a size or style must give the
customer the impression that the salesman does not have the size in the
particular shoe he first intended to show, or else that he is trying to
find something else that may not be as desirable. It makes the customer
feel uneasy when there is no occasion for it. The man in touch with the
stock day after day is expected to know where to lay his hands on the
goods he needs. The salesman cannot afford to give his customer an
opening for suspicion or doubt as to his ability.
DON’T CONCENTRATE ON ONE VARIETY
Unless the salesman watches himself carefully he may run into the habit
of showing and of using his selling effort on those styles only that
appeal to his special preference. There is the danger for him to regard
as a second choice the styles that do not appeal to him especially. The
young man, fresh out of school or college, would like to clothe every
customer in sport models, whereas the middle-aged conservative salesman
would have the natural tendency to favor the plain conservative styles.
However, neither of these two men would have best results if they
allowed their personal preferences to have full sway in the selection of
styles.
Each customer has his own likes and dislikes on the subject of footwear
styles, just as he has his preferences among moving picture stars or
candidates for public office. One man is of the opinion that his choice
of candidate has all the desirable qualities, whereas the opponent has
none of them. But he will sometimes learn after election day that the
majority of voters saw things in a different light; that although each
voter examined the same two or three candidates he saw qualities in them
that the man standing alongside could not see. The salesman will see one
shoe that represents to him a perfect style, but the customer may have
an entirely different opinion. It is the customer’s preference that must
be considered.
The whole range of footwear styles is created in order that the customer
may find in the selection something to meet his particular preference.
The conservative, middle-aged salesman, although he may not care for the
sport models, recognizes that it is the customer who is to be pleased,
and therefore he will put in the background any individual preferences.
He will not concentrate his efforts on any certain few styles but will
make selection to meet the tastes of his customers.
Many stores have certain short-profit lines or _leaders_ for the purpose
of attracting trade to the store. There are two ways in which the sale
of these goods may be considered by the salesman. The first is that the
leader gives the opening for an easy sale, that it requires no great
effort on the part of the salesman, and that the thing to do is to
follow the path of least resistance and hand out the goods called for
without further ceremony. The way in which the sale of these goods
should be considered is that they serve to bring the customer into the
store and give the salesman an opportunity to meet him and to show the
_line_. This does not mean that the leader is something to be held up
before the customer so that he may grab at it and miss. It does mean,
however, that the shoe called for by the customer may not be as
desirable for him as some other in the stock. The salesman is given a
real opportunity to get goods before his customer’s eyes, and he should
take advantage of it. Although the customer may have asked for and may
have been shown an eight-dollar shoe it is very often the fact that a
ten or twelve-dollar shoe with more style and better wearing quality, if
properly shown, will please him more.
Although a shoe may be a short-profit line the salesman’s obligation to
give the customer full satisfaction is just as great as it is in selling
the best shoe in the house. The leader, as suggested, is designed to
attract the new customer so that he may become acquainted with the
salesman and the store. If he is given poor fit or poor store service it
means that his further business is lost and that the advantage of the
leader has been wasted.
SHOWING MORE GOODS
In a great majority of cases it is possible to close the sale after
having shown the first or second pair of shoes, provided the sale is
properly taken in hand by the salesman. The difficult case, however, is
when the customer, after having looked over several styles, will make
some such remark as “I’ll call again—I didn’t intend to buy today,
anyway.” The easiest thing for the salesman to do under these
circumstances is to reply, “Very well,” and to consider the matter
closed. But that is not salesmanship.
Many times when the customer makes such a suggestion it means that he is
dissatisfied with the service he has received—either he has lost
confidence in the salesman or he has been misjudged concerning the style
of shoe he should have been shown. When once he has left the store
without having been satisfied it means that it will be doubly hard to
get him to return. He has the feeling that the salesman, and hence the
store, has not been able to serve him, and in all likelihood he will go
elsewhere to look for the goods he needs.
The time for the salesman to “nail” the sale is when he has his customer
face to face before him. Although when he made the statement that he
would return, the customer may have had every intention of doing so, he
is inclined to go elsewhere, almost unconsciously, because he has in
mind his need for the shoes and the fact that he has not yet bought
them. Therefore he is attracted to the next store he passes—and the sale
is lost. Very often the second store is no better equipped and stocked
to give him service than the first. The difference is that he is _shown
more goods_. The salesman’s cue when the customer says “I’ll be back” is
to get into action at once, and to let him realize that there are more
styles to be shown and that it is a pleasure to show them.
Even though the customer should say, “Never mind about showing me any
more shoes today,” the salesman should not consider that his efforts
have failed. What he needs to do is to build up again the confidence of
his customer. A positive suggestion, such as “It’s no trouble at all—I
believe I know now just the style you have in mind,” will reassure the
customer and cause him to wait while the salesman goes to get another
style. Quick action and an air of assurance will do more than anything
else to win the customer under such circumstances.
Someone has written a short rhyme that tells a long story about showing
the goods. These verses may not represent Shakespearian excellence from
the standpoint of English literature, but they do represent the height
of good sense from the standpoint of successful merchandising.
SHOW THE GOODS
When a visitor comes in;
Show the goods!
Don’t just stand around and chin;
Show the goods!
There’s no first-class reason why
You can’t sell if you will try
Folks who didn’t come to buy.
Show the goods!
When you’re asked, “Do you keep this?”
Show the goods!
Never say, “What price, please, Miss?”
Show the goods!
You won’t, if you’re really wise,
Begin by asking style or size
You’ll get the goods before their eyes.
Show the goods!
Interest the person first.
Show the goods!
Question methods are the worst.
Show the goods!
It’s a sad mistake to say,
“How much do you want to pay?”
Don’t go at the folks that way.
Show the goods!
CUSTOMER WHO DOES NOT BUY
No store, no matter how perfect its organization, has ever been able to
make a perfect score in selling. In the course of a month or a year
there are many people who come into the store with the intention of
buying but who are unable to get what they want, regardless of the
quality of salesmanship. People who have a very definite idea of what
they want in a shoe may not find what is desired in style, fit, wear, or
price—or possibly a combination of these. In these comparatively few
cases it is not a matter of insufficient or poor service on the
salesman’s part, but one of limitation of stock variety to meet the
customer’s ideas.
In cases of this kind the person will “shop” around from store to store
in an effort to get the goods desired. Perhaps he will find the goods
somewhere else; if so that sale goes to the store with the goods.
Oftentimes, however, the person will not be able to find just the
article he had in mind to buy. It is to be expected, therefore, that the
business will come back to the store that showed the best service. The
experienced salesman, when not able to close a sale, bears in mind that
this person will return if well served, and consequently he continues
his best efforts even though he knows he will not be able to make the
sale. He is in business not alone for today but for tomorrow and next
year, and he treats all persons he serves so that they will become
“regulars.”
The person who does not buy has committed no crime. The salesman cannot
afford to say or do anything to cause him to feel embarrassed—to make
him feel that he has imposed upon the valuable time of the salesman or
taxed his patience. Let the man feel that his visit has been appreciated
and he will surely come back when he is again ready to buy.