Masonry Magazine February 1969 Page. 23
SMOOTH SELLING
By George N. Kahn, Marketing Consultant
THE AUTOMATED SALESMAN
We hear a great deal these days about automated production; how work has been put on a more efficient and economical basis through the use of machines. This, of course, has brought an attendant problem of unemployment.
Today's salesman may wonder gloomily if he will not someday be replaced by a machine. He knows that white as well as blue collar workers have lost their jobs through mechanization.
I don't believe the salesman has to worry. There are elements of salesmanship which a machine could never duplicate. Factors like goodwill, servicing, etc. depend on the personal relationship between buyer and seller. The techniques of overcoming objections, presentation and closing are structured on face-to-face contact.
The salesman can also take heart from the fact that business and industry are still recruiting salesmen at a good clip and that marketing budgets are expanding.
Beware of Complacency
But don't assume that the salesman-buyer arrangement is beyond criticism just because it has existed so long. In business, anything that involves profit is subject to review by management. There is no sentiment involved here. It's a dollars and cents proposition and the men upstairs will dump any system not producing. The salesman should realize he is no more immune to change than the production line or raw material purchase.
Automate Yourself
For this reason, the salesman must, in a manner of speaking, automate himself. He must streamline his whole operation to get the maximum benefit for his efforts.
He should plan the best and quickest route to his customers. He must make sure he sees the right people, the influentials, so he won't waste time with persons who are not empowered to make decisions. He must organize his paper work so it does not cut seriously into his selling time. In short, he must leave as little as possible to chance. There is far too much at stake for sloppy, inefficient methods. He must have more hits than strikeouts.
If you are selling only two out of fifteen prospects, for example, you are not fully automated.
Spur Yourself
Every so often the salesman must apply the spurs to himself if it isn't done for him. One way to do this is by setting your goals higher and working towards them.
Supposing you are seeing four people a day. Why not then make a list of fifteen prospects, with the determination to see at least five of them? Immediately you will start revising and tightening your schedule to take care of the extra calls. You will find ways of squeezing out ten minutes here and a half hour there to give yourself more time for visits. The old adage that necessity is the mother of invention applies here.
Eventually you may find that you have time to call on six of the fifteen, and perhaps even more. You have established a challenge for yourself. This is healthy for a salesman. It keeps him from being resigned to routine. It will open up new dimensions.
Influentials Only
Whom do you see on your calls? Are you talking to the man who can buy or to some fourth string assistant who talks a good game but couldn't give you an order if his life depended on it?
So many salesmen waste time with the wrong man. They deliver brilliant presentations to a person who may appreciate the performance but cannot reward it.
A little investigative work before your call will eliminate this risk. You can find out the name of the influential and make your appointment with him and with him alone. It's far better to go on to the next call then to spend an hour with someone powerless to make a decision. You'll find yourself having to make a date with the influential anyway.
REPRINTS FOR SALESMEN this is a condensed version. Each lesson is available in an expanded form, in a 4-page brochure, size 8x11, printed in 2 colors on white glossy paper and is 3-hole punched to fit any standard 3. ring binder. Each subject in this expanded version is fully and completely developed in comprehensive detail and includes a self-examination quiz for Salesmen. Prices are as follows:
1 to 9 copies (of each article) 50 cents each
10 to 19 coples (of each article) 37 cents each
50 to 99 coples (of each article) 10 cents each
140 or more copies (of each article) 25 cents each
The entire series may be pre-ordered or individual articles may be ordered by number address orders to the George N. Kahn Co., Marketing Consultants, Sales Train-
Sales Saboteurs
Often a salesman is slowed down by things he never gives much thought to. For example, a badly running automobile can cost you all kinds of good time. It may stall in traffic when you are rushing for an important appointment. Then consider too the time you spend in taking it to a garage for repairs.
How about the location of your home? It should be convenient to your territory. Why drive sixty miles a day just to get to your job? If you are inconveniently located perhaps your sales manager can help find you a different place. Besides, if you live closer to your work you'll feel better and have more time to spend with your family.
The Indispensable Salesman
If a salesman is indispensable to his firm he'll never have to worry about being automated out of a job. There is a saying that no one is indispensable and that's true up to a point. If a man dies or is incapacitated in some way the company will somehow get along. But some salesmen become so important to the firm, so identified with it, that they enjoy an unique position.
Take the matter of resignation. When some salesmen offer their resignation management expresses polite regrets and says goodbye. When others quit, however, the boss will practically get down on his knees to induce them to change their mind. He'll offer more money, promotion, a better territory- anything to get them to remain. Why? Because these salesmen are so valuable to the company that their loss will be keenly felt.
The Learning Process
Are you automating yourself? One way to find out is by taking this little test. If you can come up with "yes" answers to six or more questions, you have little to fear from a machine.
1. Are you using the best and quickest route for your calls?
Yes No
2. Is your car in top operating condition?
Yes No
3. Is your paper work organized to leave you sufficient time for calls? Yes No
4. Are you seeing the influentials when you make calls?
Yes No
5. Do you set goals for yourself, even if they are not completely attainable?
Yes No
6. Is your home convenient to your territory?
Yes No
7. Do you feel you have something new to learn about selling? Yes No
8. Do you think that management would make a great effort to get you to stay if you offered your resignation? Yes No
9. Is every day a new challenge to you?
Yes No
Ing Division, Department TP. 212 Fifth Avenue, New York, N.Y. 10010.
Listed here are the titles of the first 24 lessons in the "Smooth Selling Sales Training Course,
1. The Salesman is a V.L.P.
2. Are You A Salesman?
3. Get Acquainted With Your Company
4. You're On Stage
5. You Can't Fire Without Ammunition
6. You Are A Goodwill Salesman, Tos
7. Closing The Sale
8. How To Set Up An Interview
9. Resting Between Rounds
10. The Competition
11. Taking A Risk
12. Playing The Short Game
13. Selling An Idea
14. Buying Committees Are Here To Stay
15. The Automated Salesman
16. Samples Can't Talk
17. The Unexpected Letter
18. Prospect or Perish
19. How To Dislodge A Prospect From An Existing Supplier
20. Making Salesmen of Customers
21. Repeat Orders Are Not Accidental
22. Room At The Top
23. You Must Give More To Get More
24. Running Into The Rude Buyer
publication.
When ordering, please mention the name of this masonry • February, 1969 23