THE SALESMAN AND THE SALES MANAGER
Every salesman should feel that he is a partner in the business.
The man who thinks he knows it all is taking a header for
oblivion.
It is of the utmost importance that every salesman should have full
confidence in his sales manager. There are many peculiar conditions which
exist in all lines of business. The conditions of the trade are best
known to those who have reached the position of sales manager or general
manager, and their advice should always be sought with an open and
receptive mind.
In many lines of business, treating and entertaining play an important
part. Often, business can be procured through taking your customer to
the theater, or taking him to your club for lunch or dinner, and quite
often an afternoon playing golf may be the best way to “land” a large
contract. There is far less entertaining done nowadays, however, than
formerly. Entertaining is always so agreeable for the entertainer, as
well as for the customer, that many salesmen are likely to overdo in this
respect. They attach too much importance to social meetings outside of
the actual getting of orders; hence, it is wise to abide by what the head
of the firm, or the sales manager, may think in the matter of just how
far to go when expending money, even for cigars that are to be given with
the view, not of bribing the customer, but of getting him in a friendly
attitude of mind.
Always be open-minded at the weekly or daily meetings, when instructions
are given by the sales manager. Do not refer to his words as “hot
air” and “bunk.” If you have suggestions, do not hesitate to call his
attention to what you think would be helpful to the other men. Remember
that if you really _know_ more than the sales manager does, it is not
going to be long before you will have _his_ job. If you only _think you
know_ more than he does, and you persist in showing this, either by words
or actions, you will soon lose _your_ job.
Written instructions from a sales manager are the best kind. He would
always do well to sum up briefly the main points of his advice, and get
them out in the form of a letter or bulletin. Half a page of typewritten
ideas, containing a few words of inspiration, will work wonders, both for
the discouraged and for the enthusiastic members of his force.
To get the best results, sales managers should always be friendly and
sympathetic with their men. Harsh criticisms upset a man, sometimes, to
the extent that he will be worried and nervous for several days. Positive
and emphatic reprimands are often called for, but they should always be
courteous and tactful.
And the salesman, when listening to the criticisms of his sales manager,
should remember this old quotation, “Better the wounds of a friend than
the kisses of an enemy.”
Sales managers of the old school believe that finding fault and harsh,
driving methods will get the best results. They are mistaken. “You can
get more flies with molasses, than you can with vinegar,” is a saying
perfectly true in its application alike to the salesman and the sales
manager. This does not mean that the weak-kneed, spineless manager can
get good results. Being friendly does not mean losing dignity. Different
men must receive different treatment. There are lazy men, untidy men,
those who do not try to make the most of whatever ability they have,
and men with other more or less grave faults. In dealing with these, it
is necessary to “lay down the law” much more emphatically than with the
timid but ambitious ones.
Marshall Field was in the habit of saying to his employees, “Remember
that the customer is always right.” I would advise every salesman to keep
in mind these words: “Remember, your sales manager is always right.”
A matter you must invariably refer to your sales manager is that of
swaying your customer by gifts. Many people want something for nothing,
and a salesman often thinks that the easiest way to get an order is to
use one or another kind of bribery. This may take the form of rebates, or
cash on the spot, or presents. Be very discreet in such matters.
As a scientific salesman, do not forget to consider the buyer. He is
buying scientifically. He is suspicious. Every one is trying to drive
a very close bargain. He tries to make you yield on price, to make some
concessions on payments, to give special privileges about returning
goods, etc. Beware of all these tactics. Here, again, you must consult
frequently, and with confidence, your sales manager. He knows the tricks
of your particular trade, and he will be able to give you proper coaching.
Be sure, above all things, that if your sales manager had a chance to put
an epitaph on your tombstone it would not be this: “He meant well, tried
a little, and failed much.”