THE PSYCHOLOGY OF SALESMANSHIP/PART 8
CHAPTER VIII
THE APPROACH
Old
salesmen hold that in the psychology of the sale there is no more important
stage or phase than the introductory stage—the stage of the Approach. Pierce
says: "Experienced salesmen will tell you that the first five minutes in
front of a prospect is worth more than all the remainder in the matter of
getting the check. Why? Because it is then that the prospect is forming his
impressions of you. Usually he is obliged to form this quick size-up of the man
he meets, in order to conserve his time for important duties. Therefore it is
your duty to have this first impression the best within your power. And the
best way to develop this is to be genuine." But it must never be lost
sight of that the First Impression is solely for the purpose of obtaining an
entrance for the fine edge of your wedge of salesmanship, which you
must then proceed to drive home to its logical conclusion,—the Order. An
impression for impression's sake is a fallacy. Remember the old story of the
Salesman who wrote in that he was not making sales, but that he was
"making a good impression on my customers." The firm wired back to
him: "Go out and make some more impressions—on a snow bank." Do not
lose sight of the real object of your work, in obtaining the preliminary
results.
The
National Cash Register Company instructs its salesmen regarding the First
Impression, as follows: "Remember, the first five minutes of speaking to a
man is likely to make or break you as far as that sale is concerned. If you are
in any way antagonistic or offensive to him, you have hurt your chances badly
from the start. If you have failed to definitely please or attract him, you
have not done enough. It isn't sufficient to be merely a negative quantity. You
should make a positive favorable impression, and not by cajolery nor attempted
wit nor cleverness. The only right way to gain a man's liking is to deserve it.
The majority of men do not often know just what the characteristics of a
man are which makes him pleasing or displeasing to them; but they feel pleased
or displeased, attracted or repulsed, or indifferent, and the feeling is
definite and pronounced, even though they cannot understand just what makes it.
A storekeeper in the smallest way of business in a little country village is
just as susceptible of being pleased or offended as any merchant prince. It
should never be forgotten that whatever his position may be, 'a man's a man for
a' that.'"
It
is not so much what a man says when he approaches the
prospect, as the way he acts. It is his manner, rather than his speech. And
back of his manner is his Mental Attitude. Without going into subtle
psychological theorizing, we may say that it may be accepted as a working
hypotheses that a man radiates his Mental State, and that those he approaches
feel these radiations. It may be the suggestion of manner, or it may be
something more subtle—no use discussing theories here, we haven't the time—the
fact is that it acts as radiations would act. This being recognized it will be
seen that the man's Mental Attitude in the Approach must be right. In the
previous chapters we have had much to say to you regarding the factors which go
to create the Mental Attitude. Now is the time to manifest what you have
learned and practice—for you are making the Approach.
Carry
in mind Holman's catechism, of which we have told you. Maintain your
Self-Respect, and remember that you are a MAN. Pierce says of this: "One
reason for this is that self-respect is necessary in your work. And
self-respect cannot obtain where there is lack of confidence either in your own
ability or in your line of goods. Assuming that you take only such a line as
you yourself can enthusiastically endorse, it must be remembered that your
goods place you absolutely on a par with the merchant. Hence, you talk to him
shoulder to shoulder, as it were. You are not as a slave to a master! as a
hireling to a lord; as a worm to a mountain; although this is the usual
attitude untrained salesmen consciously or unconsciously assume. They are
timid. They feel they might know their goods better. They feel, perhaps, that
the prospect knows their goods or their competitors' goods better than they do
themselves. Fear is written all over their faces as the approach is made.
Nine-tenths of the fear is due to ignorance of the goods. The other tenth is
lack of experience."
Regarding
this matter of Fear, we would say that the experience of the majority of men
who have lived active and strenuous lives, meeting with all sorts of people
under all sorts of circumstances, is that the cause of Fear of people and
things exists chiefly in the imagination. It is the fear of anticipation rather
than the fear of actual conditions. It is like the fear felt upon approaching a
dentist's office—worse than the actual experience of the chair. Suspense and
fearful expectation are two of the great sources of human weakness. Experience
shows us that the majority of things we fear never happen; that those which do
happen are never so bad as we had feared. Moreover, experience teaches us that
when a real difficulty confronts us, we usually are given the strength and
courage to meet and bear it, or to overcome it—while in our moments of fearful
anticipation these helpful factors are not apparent. Sufficient for the
moment are the evils thereof—it is not the troubles of the moment which bear us
down, but the burdens of future moments which we have added to our load. The
rule is to meet each question or obstacle as it arises, and not to add fear of
trouble beyond to the work of the moment. Do not cross your bridge till you
come to it. The majority of feared things melt away when you come up to
them—they partake of the nature of the mirage. It is the ghosts of things which
never materialize which cause us the greatest fear. Banish Fearthought from
your Mental Attitude when you make the Approach.
But,
a word of warning here: Do not become "fresh" or impudent because you
feel Self Reliant and Fearless. While realizing that you are a
Man, do not forget that the prospect is also one. Impudence is a mark of
weakness rather than of strength—strong men are above this petty thing. Be
polite and courteous. The true gentleman is both self-respecting and polite.
And, after all is said and done, the best Approach that a Salesman can make is
that of a GENTLEMAN. This will win in the long run, and the
consciousness of having so acted will tend to strengthen the Salesman and
preserve his self-respect. Remember not only to manifest the self-respect of a
gentleman—but also to observe the obligations of politeness and courtesy which
are incumbent upon a gentleman. Noblesse oblige—"nobility
imposes obligations."
If
you want a maxim of action and manner, take this one: "Act as a gentleman
should." If you want a touchstone upon which to test manner and action,
take this: "Is this the act of a gentleman?" If you will follow this
advice you will acquire a manner which will be far superior to one based upon
artificial rules or principles—a natural manner—because the manner of a
gentleman is the expression of true and pure courtesy, and will be respected as
such by all, whether they, themselves, observe it or not. We have seen many
instances in which the maintenance of the true gentlemanly spirit under strong
provocation has completely disarmed boorishness, and won friendship and regard
from those apparently opposing it at the time.
The
first psychological element of a Sale is that of the First Impression upon the
buyer. And the impression must be of a favorable kind. There must be
nothing to create a bad impression for this will distract the attention from
the purpose of the Approach to the particular object awakening the unpleasant
impression. The first point preliminary to gaining attention, is to know the
name of the man you are approaching; and if possible just where he is. Nothing
is more demoralizing to the Salesman, and more likely to break up the
psychological influence of the Approach, than a lack of knowledge of the name
and identity of the man you wish to see. The miscarriage of an Approach
occasioned by mistaking the person should be avoided. If you do not know your
man, or where he is in the office, it will be well to inquire of the others
present, politely of course, where "Mr. X's" desk is. If you happen
to ask this question of "Mr. X" himself, you can easily adjust
yourself to the occasion. The fiasco of approaching "Mr.
A" and greeting him as "Mr. X" is apt to be confusing and
weakening, and tends to bring the element of ridicule into the interview,
unless the Salesman has the tact and wit to pass it off. If possible, avoid
asking for "the proprietor," or inquiring of a man, "are you the
proprietor?" If you do not know the proprietor's name, ask it of some one.
The
National Cash Register people say to their salesmen: "It is manifestly
improper to describe a definite form of words and require salesmen to use them
in all cases when they approach business men at the first interview. What would
be proper to say to one man under given circumstances might be unsuitable to
say to another under different circumstances. Much must be left to the
discretion of the salesman. At the same time there are certain leading
statements to be made, and certain ways of making them which experience has
shown to be well adapted to the end in view. * * * It is not necessary that
this introductory talk should be long. Often a short talk is more convincing.
We do not advise salesmen to introduce themselves by sending in a card, but
prefer that they should depend wholly on what they are able to say to secure a
hearing. We strongly disapprove of obscure introductions and all tricks, and
believe that a man who has something worth saying, and is not ashamed of
his business, can make known his errand in a bold, straightforward manner. A
salesman should adapt himself to his man, but at the same time he should have a
fixed idea of what he has to say. He should be dignified and earnest. * * * As
soon as you do succeed in reaching the proprietor, and have said to him, 'Good
morning! Is this Mr. Johnson?' then say directly and plainly, 'I represent the
National Cash Register Company.' This immediately puts you on a square footing,
and if he has anything to say against your business it will draw his fire
immediately. If he has nothing to say, proceed to business at once, but don't
under any circumstances say, 'I called to sell you a register,' or 'I called to
tell you about our registers,' but put it rather in this way, 'I want to
interest you in our methods for taking care of transactions with customers in
your store.' The difference between the two ways of saying it is that one
begins with your end of the business—the thing that
interests you; while the other begins at his end
of it—the thing presumably interesting to him."
We
specially direct the student's attention to the above paragraph. It contains in
a nutshell the whole philosophy of the introductory talk of the Approach. It is
the essence of the experience and knowledge of the thousands of salesmen of the
great selling organization of the large concern named, and is right to the
point, and what is still more important, it is scientifically correct, and
based upon true psychological principles.
The
Salesman in making the Approach should not act as if he were in a hurry, nor
should he dawdle. He should go about it in a business-like manner showing his
realization of the value of time, and yet acting as if he had the time
necessary for the transaction of that particular piece of business, just as he
would if the buyer had called on him instead of vice versa. Don't swagger or
strut, or act as if you were the proprietor. Act the part of the real business
man who is at ease and yet is attending to business. Do not try to
"rush" the customer in the Approach—you are calling on him and must
appear to defer to him in the matter of opening the conversation, in a
respectful and yet self-respecting manner. The better poised and balanced
you are in manner, the more he will respect you, no matter how he may act. It
is much easier for a buyer to turn down an ill-bred boorish caller than one who
shows the signs of being a gentleman. In fact the boorish caller invites the
turn-down—he suggests it by his manner; while the gentleman suggests respectful
treatment. The line of least resistance in suggestion is the one most natural
for people to follow.
Some
salesmen try to grasp the hand of the customer at the beginning. This is all
right if the customer be a jovial "hale fellow, well met" kind of a
man, but if he be reserved and dignified he will be apt to resent your pushing
this attention upon him. The thing to do is to make him feel like shaking
hands—this is an important point, which counts if gained. You can generally
tell from his manner and expression whether to extend your hand. You must trust
to your intuitions in "sizing up" your man. What has been said
regarding the mind of the buyer will help you, and what data you have collected
will also be of use, but at the last you must depend upon your own intuition to
a considerable extent. Experience develops this intuitive faculty. Some
salesmen thrust their cards into the hands of a prospect when they introduce
themselves. This is poor psychology, for it serves to attract the prospect's
attention to the card and away from the salesman. Introduce yourself verbally,
simply and distinctly, and then get down to business.
If
you see a man is busy with someone else, or with something in particular—wait
for him. Don't break into his occupation, until he looks up and gives you the
psychological signal to proceed. Never interrupt another salesman who may be
talking to the prospect. This is not only a point in fair play and business
courtesy, but is very good business policy in addition. When you begin your
introductory talk, get right to the point, and don't beat around the bush as so
many do. Get down to business—get over the agony of suspense—take the plunge.
Remember always, that to the prospect your little story is not as stale or
stereotyped as it may be to you—so put earnestness into it, and tell it just as
if you were relating it for the first time to someone who had requested it
from you. Maintain your interest, if you would arouse that of
the prospect.
Never
commit the folly of asking a prospect: "Are you busy?" or, "I
fear you are busy, sir?" This is a very bad suggestion for the prospect,
and makes it easy for him to say "Yes!" You mould bullets for him to
fire at you. If he really is too busy to give you the proper
attention, you may do well to tell him so, and then get out—but never suggest
anything of this kind to him if you expect to proceed. It is akin to the
doleful "You don't want to buy any matches, sir, do you?" of the
forlorn vendors of small articles who float into offices at times. Never make
it easy for a prospect to turn you down—or out. If he is going to do these
things, make him work hard to do it. This might seem like needless advice, but
many young salesmen commit this particular fault. Avoid the apologetic attitude
and manner—you have nothing to apologize for. You are using up your time
as much as the prospect's time—let it go at that. Never apologize for anything
but a fault or mistake. Your call is not a fault or a mistake—unless you
make it so by assuming it to be such. Some men would like to apologize for
being alive, but they never make salesmen. Be careful what adverse suggestions
you may put into the prospect's mind by this apologizing and
"explaining" business. What's the use of this nonsense anyway—it
never sold any goods, and never will. It is merely a sign of weakness and lack
of nerve. Better stop it.
The
trouble with these apologetic and explanatory fellows is that they do not
thoroughly believe in the merit of their propositions. If they really believed
as they should—if they had "sold themselves"—they would realize that
the prospect needs their goods, and, that although he might not know it now, he
is being done a favor by having his attention called to them. A Salesman has no
need to apologize to a customer, unless he has need to apologize to himself—and
if he is not right on the latter score he had better change his line and get
something to sell that he is not ashamed of, or get out of the business
altogether. No man ever feels ashamed of anything in which he thoroughly
believes and appreciates.
The
following advice from the National Cash Register people, is like everything
else they say, very good: "Do not attempt to talk to a man who is not
listening, who is writing a letter or occupying himself in any other way while
you are talking. That's useless, and is a loss of self-respect and of his
respect. If he cannot give you his attention, say to him: 'I see that you are
busy. If you can give me your attention for a few minutes I shall be pleased;
but I don't want to interrupt you, if you cannot spare the time, and I will
call again.' Try to understand and feel thoroughly the distinction between
confidence and familiarity. Never fail in respect either to yourself or to the
man with whom you are talking. Never be familiar with him. Never put your hand
on his shoulder or on his arm, nor take hold of his coat. Such things are
repugnant to a gentleman—and you should assume that he is one. Never pound the
desk or shake your finger at a prospect. Don't shout at him as if sound would
take the place of sense. Don't advance at him and talk so excitedly under his
nose that he will back away from you for fear of being run over, as if you
were a trolley-car. I have seen a sales agent back a prospect half way across a
room in this way. Don't compel a man to listen to you by loud or fast talking.
Don't make him feel that he can't get a word in edgewise and has to listen
until you are out of breath. This is not the sort of compulsion to make
customers. But make him believe that you have something to say and will say it
quickly. Put yourself in his place from the very start. Make him feel, not that
you are trying to force your business upon him, but that you
want to discuss how his business may be benefited by
you."
One
of the best salesmen this particular company ever had has passed down to the
selling corps of that concern the following axiom: "If you do but one
thing, in approaching a prospect, say, 'It will save you money,' seven
times, and you have made a good Approach." And so say we. Concrete facts,
stated in terse terms, are the essence of the opening talk and the life of the
Approach.
What
we have said so far has reference to the stage of First Impression, which
followed the preliminary stage of Involuntary Attention which was caused by
your presence. The purpose of the favorable First Impression is to make the way
easy for the real process of selling which is to follow. The principle of First
Impression rests upon the associated experience of the buyer, and its effect
arises from suggestion. The hasty, general idea or impression of the Salesman's
personality, which we call the First Impression, is almost unconscious on the
part of the prospect, and is due largely to the suggestion of association. That
is, the prospect has met other people manifesting certain characteristics, and
has fallen into the habit of hasty generalization, or classification of people
in accordance with certain traits of appearance, manner, etc. This is the
operation of the psychological principle of the Association of Ideas, and may
be influenced by what is known as the Suggestion of Association. The following
quotation from the volume of this series entitled "Suggestion and
Auto-Suggestion," will make clearer this principle:
"This
form of Suggestion is one of the most common phases. It is found on all sides,
and at all times. The mental law of association makes it very easy for us to
associate certain things with certain other things, and we will find that when
one of the things is recalled it will bring with it its associated impression.
* * * We are apt to associate a well-dressed man, of commanding carriage,
travelling in an expensive automobile, with the idea of wealth and influence.
And, accordingly, when some adventurer of the 'J. Rufus Wallingford' type
travels our way, clad in sumptuous apparel, with the air of an Astorbilt, and a
$10,000 (hired) automobile, we hasten to place our money and valuables in his keeping,
and esteem ourselves honored by having been accorded the privilege."
The
Suggestion of Authority also plays its part in the First Impression, and in all
the stages of sale in fact. This form of suggestion is described in the book
just mentioned, as follows: "Let some person posing as an authority, or
occupying a position of command, calmly state a fallacy with an air of wisdom
and conviction, without any 'ifs' or 'buts,' and many otherwise careful people
will accept the suggestion without question; and, unless they are afterward
forced to analyze it by the light of reason they will let this seed find
lodgement in their minds, to blossom and bear fruit thereafter. The explanation
is that in such cases the person suspends the critical attention which is
usually interposed by the attentive will, and allows the idea to enter his
mental castle unchallenged, and to influence other ideas in the future. It is
like a man assuming a lordly air and marching past the watchman at the gate of
the mental fortress, where the ordinary visitor is challenged and severely
scrutinized; his credentials examined; and the mark of approval placed upon him
before he may enter. * * * The acceptance of such suggestions is akin to a
person bolting a particle of food, instead of masticating it. As a rule we bolt
many a bit of mental provender, owing to its stamp of real or pretended
authority. And many persons understanding this phase of suggestion take
advantage of it, and 'use it in their business' accordingly. The confidence-man,
as well as the shrewd politician and the seller of neatly printed gold-mines,
imposes himself upon the public by means of an air of authority, or by what is
known in the parlance of the busy streets as 'putting up a good front.'
Some men are all 'front,' and have nothing behind their authoritative air—but
that authoritative air provides them with a living."
The
suggestion of associated manner, appearance and air—the "good front,"
in fact—is the principal element in the favorable First Impression. The balance
is a mixture of tact, diplomacy, common sense, and intuition. But remember this
always: the best "front" is the real one—the
one which is the reflection of the right Mental Attitude and Character—the
"front" of the Gentleman. If you lack this, the nearer you can act it
out, the better for yourself. But no imitation is as good as the genuine
article. The true Gentleman is the scientific mixture of strength and
courtesy—the manifestation of "the iron hand in the velvet glove." So
much for the First Impression.
The
mental stages of Curiosity and Associated Interest on the part of the buyer are
also to be induced by the Salesman in the Approach. We have described these
phases in the chapter entitled "The Psychology of the Purchase,"
this particular part of which should be re-read at this point. A few additional
words on these points, however, will not be out of place here.
Regarding
the phase of Curiosity, we would say that it will be well if you can manage the
opening talk to the prospect so as to "keep him guessing a little,"
while still holding his Associated Interest. Curiosity whets a man's interest
just as Worcestershire sauce whets his appetite. The key to the arousing of
Curiosity is the idea of "something new;" a new idea; a new pattern,
a new device, etc. The mind of the average man likes "something
new"—even the old fogy likes something new in his old favorites, new
bottles for his good old wine. The idea of newness and novelty tends to arouse
a man's inquisitiveness and imagination. And if you can start these faculties
working you have done well, for Associated Interest is closely allied thereto.
When you get a prospect to the stage of asking questions, either verbally or
mentally, you have the game well started.
Never
make the mistake of asking the man if he "wants to buy so-and-so."
Of course he doesn't at that stage, particularly if you ask him in that
way. It is too easy for him to say No! It is almost as bad as that stock
illustration of adverse suggestion: "You don't want to buy any so-and-so,
do you mister?" which brings a ready "No!" from the average
person. Nor do you want to say: "I have called to see if I cannot sell you
so-and-so, to-day, Mr. X." Or, "Can I sell you some so-and-so, this
morning, Mr. Z?" This form of arousing interest is based on erroneous
psychological principles. Of course, the prospect doesn't want to buy or be
sold at this stage of the game—the sale is the finishing stage. This plan is
like cutting a log of wood with the butt-end of the axe—you are presenting the
wrong end of the proposition. You can never arouse Curiosity or Associated
Interest in this way. Forget the words "You buy" and "I
sell" for the moment—in fact the less you use them at any stage the better
it will be, for they are too unpleasantly suggestive of the opening of
pocket-books to be agreeable to the prospect. There are excellent substitutes
for these terms—terms which suggest profit, advantage, saving and pleasure to
the mind of the buyer, rather than ideas of expenditure and "giving
up." Try to suggest the incoming stream of money to your buyer—not the
outgoing one. The reason is obvious, if you understand the laws of suggestion
and psychology.
In
short, let your appeal at this stage be entirely to the Self Interest,
Pleasure, and Curiosity of the prospect. Try to get him warmed up, and his
imagination working. If you can do this he will forget his other objects of
attention, and will lay aside his armor of suggestive defence and his shield of
instinctive resistance to one whom he thinks "wants to sell something"
and open his pocket-book. This is the stage in which you must get in the sharp
end of your psychological wedge. Here is where you need the keen edge of your
axe—the butt-end may be reserved for the Decision and Closing.
As
far as possible, do not ask questions to which the prospect can answer
"No!" at this stage. Fence him off on this point, and dodge every
sign of a forthcoming negative. But if he does get out a "No!" or
two—do not hear him. Let his "No!" slip off like water from a duck's
back—refuse to admit it to your consciousness—deny it mentally—refuse the
evidence of your ears. This is no time for "Noes"—go right ahead,
unconscious of the words. Keep on appealing to his Interest, in the phases of
Curiosity and Associated Interest. Your aim here is to get the prospect to the
stage of Consideration. This stage is indicated by his asking a question
showing a desire to know the particulars of your proposition. The question may
show but a shade of interest, but it marks a move in the game. It is the
prospect's answering move to your opening. It is an important psychological
moment in the game. The next move is yours!
And
that move is on the plane of the Demonstration—for the stage of the approach
has now been passed.
Before
passing on to the consideration of the stage of Demonstration, we desire to
call your attention to the following excellent advice regarding the matter of
rebuffs which are so often met with in the stage of Approach. It is from the
pen of W.C. Holman, and appeared in his magazine "Salesmanship."
Mr. Holman says: "A crack-a-jack salesman will receive a rebuff as
gracefully and easily and with as little damage to himself as a professional
baseball player will take in a red-hot liner that a batter drives at him, and
go right on playing the game as if nothing had happened. An amateur salesman
will want to quit playing, or call the attention of the umpire to the malicious
intent of the batter. A blow that would knock the ordinary man off his pins
will do nothing more than to give a professional boxer a chance to show his
agility and win applause. If you drop a plank on a cork in the water with a
tremendous splash the cork will bob up as serenely as if nothing had happened,
and lie quietly once more on the unruffled surface of the water. And so a
clever salesman, when a smashing blow is aimed at him by a surly prospect, will
merely sidestep gracefully and continue calmly with the prosecution of his
purpose. * * * Self-control disarms all ill natured attacks."
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