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diff --git a/41510-0.txt b/41510-0.txt new file mode 100644 index 0000000..f30f2e0 --- /dev/null +++ b/41510-0.txt @@ -0,0 +1,4294 @@ +*** START OF THE PROJECT GUTENBERG EBOOK 41510 *** + +Note: Images of the original pages are available through + Internet Archive. See + http://archive.org/details/psychologyofsale00atkirich + + +Transcriber's note: + + The author's use of three asterisks (* * *) to serve as + ellipses has been preserved as printed in the original + publication. + + + + + +THE PSYCHOLOGY OF SALESMANSHIP + +by + +WILLIAM WALKER ATKINSON + + + + + + + +L.N. Fowler & Company +7, Imperial Arcade, Ludgate Circus +London, E.C., England + +1912 +The Elizabeth Towne Co. +Holyoke, Mass. + +Copyright 1912 +By +Elizabeth Towne + + + + +THE PSYCHOLOGY OF +SALESMANSHIP + + + + +CONTENTS + + + CHAPTER PAGE + + I. Psychology in Business 9 + + II. The Mind of the Salesman 28 + + III. The Mind of the Salesman (continued) 47 + + IV. The Mind of the Buyer 70 + + V. The Mind of the Buyer (continued) 91 + + VI. The Pre-Approach 114 + + VII. The Psychology of Purchase 137 + + VIII. The Approach 167 + + IX. The Demonstration 193 + + X. The Closing 222 + + + + +CHAPTER I + +PSYCHOLOGY IN BUSINESS + + +Until the last few years the mere mention of the word "psychology" in +connection with business was apt to be greeted with a shrug of the +shoulders, a significant raising of the eyebrows--and a change of the +subject. Psychology was a subject that savored of the class room, or +else was thought to be somehow concerned with the soul, or possibly +related to the abnormal phenomena generally classified as "psychic." The +average business man was apt to impatiently resent the introduction into +business of class room topics, or speculation regarding the soul, or of +theories and tales regarding clairvoyance, telepathy, or general +"spookiness"--for these were the things included in his concept of +"psychology." + +But a change has come to the man in business. He has heard much of late +years regarding psychology in business affairs, and has read something +on the subject. He understands now that psychology means "the science of +the mind" and is not necessarily the same as metaphysics or "psychism." +He has had brought home to him the fact that psychology plays a most +important part in business, and that it is quite worth his while to +acquaint himself with its fundamental principles. In fact, if he has +thought sufficiently on the subject, he will have seen that the entire +process of selling goods, personally, or by means of advertising or +display, is essentially a mental process depending upon the state of +mind induced in the purchaser, and that these states of mind are induced +solely by reason of certain established principles of psychology. +Whether the salesman, or advertiser, realizes this or not, he is +employing psychological principles in attracting the attention, arousing +the interest, creating the desire, and moving the will of the purchaser +of his goods. + +The best authorities on salesmanship and advertising now recognize this +fact and emphasize it in their writings. George French, in his "_Art +and Science of Advertising_" says regarding psychology in advertising: +"So we can dismiss the weird word, and simply acknowledge that we can +sell things to a man more readily if we know the man. We can't +personally know every man to whom we wish to sell goods. We must +therefore consider if there are not certain ways of thinking and of +acting which are common to all men, or to a large proportion of men. If +we can discover the laws governing the action of men's minds we will +know how to appeal to those men. We know how to appeal to Smith, because +we know Smith. We know what will please Brown, because we know Brown. We +know how to get our way with Jones, because we know Jones. What the +advertiser must know is how to get at Smith, Brown, and Jones without +knowing any of them. While every man has his personal peculiarities, and +while every mind has its peculiar method of dealing with the facts of +life, every man and every mind is controlled, in a large sense and to a +great extent, by predilections and mind-workings which were established +before he lived, and are operated in a manner separate from his +personality. Our minds are more automatic, more mechanical, than we are +willing to admit. That which we loosely call mind is largely the +automatic expression of tendencies controlled by physical conditions +wholly apart from conscious intellectual or moral motives or qualities. +What those physical conditions are, and how the knowledge of what they +are may be utilized by advertisers, forms the body of that new knowledge +some like to call psychology, so far as it concerns advertising." Mr. +French has well expressed the idea of the important part played in +business by psychology. What he says is, of course, as applicable to +personal salesmanship as to salesmanship through advertisements--the +same principles are present and operative in both cases. + +In order to bring to the mind of the reader the full idea of the +operation of psychological principles in the sale of goods, we shall +mention a few particular instances in which these principles have played +a part. Each reader will be able to recollect many similar instances, +once his attention is called to the matter. + +Prof. Halleck, a well known authority on psychology says: "Business men +say that the ability to gain the attention is often the secret of +success in life. Enormous salaries are paid to persons who can write +advertisements certain to catch the eye. A publisher said that he had +sold only five thousand copies of an excellent work, merely because it +had failed to catch the attention of many, and that twenty-five thousand +copies could have been disposed of in the same time, if agents had +forced them upon the notice of people. Druggists say that any kind of +patent medicine can be sold, if it is so advertised as to strike the +attention in a forcible manner. Business life has largely resolved +itself into a battle to secure the attention of people." + +The same excellent authority says, regarding the effect of associated +ideas: "An eminent philosopher has said that man is completely at the +mercy of the association of his ideas. Every new object is seen in the +light of its associated ideas. * * * The principle of the association of +ideas is sufficient to account for the change in fashions. A woman in a +southern city had a bonnet that she particularly admired, until she one +day saw three negresses wearing precisely the same pattern. She never +appeared again in that bonnet. When a style of dress becomes 'common,' +and is worn by the lower classes, it is discarded by the fashionable +people. Fashions that are absolutely repulsive will often be adopted if +they are introduced by popular or noted people. * * * A knowledge of the +power of the association of ideas is of the utmost importance in +business. One man has his store so planned that all its associations are +pleasing, from the manner of the clerks to the fixtures and drapery. +Another store brings up unpleasant associations. * * * When negligee +hats first made their appearance, a shrewd hatter sent for a +well-dressed and popular collegian and offered him his choice of the +best hats in the store, if he would wear a negligee hat for three days. +He objected to making such an exhibition of himself, until he was +flattered by the hatter's wager that the hats could, in this way, be +made the fashion for the entire town. When the collegian first put in +his appearance on the campus with the hat, he was guyed for his oddity. +Late in the afternoon, some of his friends concluded that the hat +looked so well that they would invest. On the following day large +numbers reached the same conclusion. For some time after this the hatter +found difficulty in keeping a sufficient supply in stock. Had an +unpopular or poorly dressed man appeared first on the campus with that +hat, the result would have been the reverse. The hat would have been the +same, but the association of ideas would have differed. Some of the +ladies of fashion in a large European city selected on their own +responsibility, without consulting the milliners, a cheap spring Manilla +hat, which was very handsome. The milliners found themselves with a +high-priced stock for which there was no demand. They held a council, +bought a large number of the cheap hats, and put them on the heads of +all the female street sweepers and scavengers in the town. When the +ladies of fashion went out the next day, they were amazed to see the +very dregs of the city arrayed in headgear like their own. It was not +very long before the result was what might have been expected." + +In a previous work of the present writer, the following illustrations +of the effect of psychological suggestion in advertising were used: + +The use of the "direct command" as the "ad. men" call it, is very +common. People are positively told to do certain things in these +advertisements. They are told to "take home a cake of Hinky-dink's Soap +tonight; your wife needs it!" And they do it. Or they see a mammoth hand +pointing down at them from a sign, and almost hear the corresponding +mammoth voice as it says (in painted words): "Say you! Smoke Honey-Dope +Cigars; they're the best ever!!!" And, if you manage to reject the +command the first time, you will probably yield at the repeated +suggestion of the same thing being hurled at you at every corner and +high fence, and "Honey-Dope" will be your favorite brand until some +other suggestion catches you. Suggestion by authority and repetition, +remember; that's what does the business for you! They call this the +"Direct Command" in the advertising schools. Then there are some other +subtle forms of suggestion in advertising. You see staring from every +bit of space, on billboard and in newspapers and magazines: "Uwanta +Cracker," or something of that sort--and you usually wind up by +acquiescing. And then you are constantly told that "Babies howl for +Grandma Hankin's Infantile Soother," and then when you hear some baby +howling you think of what you have been told they are howling for, and +then you run and buy a bottle of "Grandma Hankin's." Then you are told +that some cigar is "Generously Liberal" in size and quality; or that +some kind of Cocoa is "Grateful and Refreshing"; or that some brand of +soap is "99.999% Pure"; etc., etc. Only last night I saw a new +one--"Somebody's Whisky is Smooth," and every imbiber in the car was +smacking his lips and thinking about the "smooth" feeling in his mouth +and throat. It _was_ smooth--the idea, not the stuff, I mean. And some +other whiskey man shows a picture of a glass, a bottle, some ice and a +syphon of seltzer, with simply these words: "Oldboy's Highball--That's +all!" All of these things are suggestions, and some of them are very +powerful ones, too, when constantly impressed upon the mind by +repetition. * * * I have known dealers in Spring goods to force the +season by filling their windows with their advance stock. I have seen +hat dealers start up the straw hat season by putting on a straw +themselves, their clerks ditto, and then a few friends. The sprinkling +of "straws" gave a suggestion to the street, and the straw hat season +was opened. + +Dr. Herbert A. Parkyn, an authority on Suggestion, draws the following +picture from life of a retail merchant who is suffering from the effect +of adverse psychological influences resulting from his pessimistic +mental attitude. The present writer can vouch for the accuracy of Dr. +Parkyn's picture, for he knows the original of the sketch. Dr. Parkyn +says of the storekeeper: + +"He is the proprietor of a store in a neighboring city; but such a +store--it almost gives me the blues to go into it! His windows are +dressed year in and year out with the same old signs, and there is +nothing to give the store the cheerful appearance so essential to an +up-to-date business establishment. But the atmosphere of the place is +only in keeping with the proprietor. When he started in business thirty +years ago he employed eight clerks, but his business has fallen off till +he does all the work himself and is scarcely able now to pay rent, +although competitors around him are increasing their business steadily +every year. In the course of a fifteen minute's conversation, the first +time I met him, he told me all his troubles, which were many. According +to his story, everyone had been trying to get the better of him ever +since he started in business; his competitors resorted to unfair +business methods; his landlord was endeavoring to drive him out by +raising his rent; he could not get an honest clerk in his store; an old +man had not an equal chance with a young man; he could not understand +why people he had catered to so faithfully should be so ungrateful or so +fickle as to give their patronage to every upstart who went into +business in the same line as his; he supposed that he could work along, +as he was doing, from morning till night without a holiday till he was +driven to the poorhouse or died, and although he had been in the same +stand for fifteen years there was not a single person he could call on +if in need of a friend, etc. Although I have had occasion to visit him +many times during business hours, I have never heard him address a +cheerful or encouraging remark to a customer. On the other hand he +waited on them, not only with an air of indifference, but apparently as +if he were doing them a favor by allowing them to trade at his store, +while others who dropped in to ask permission to use his telephone or to +enquire about residents in the neighborhood were soon given to +understand by his manner and answers that he considered them a nuisance +and hoped they had not mistaken his store for an information bureau. I +have purposely led him into other channels of conversation, with the +same result; everything was going to the dogs--the city, the country, +etc. No matter what was talked about, his remarks were saturated with +pessimism. He was ready to blame everything and everyone for his +condition, and when I ventured to suggest that much of his trouble was +due to his attitude he was ready to show me to the door. * * * If he +would but cast his bread upon the waters for a few weeks by bestowing a +smile here and a smile there, or a cheerful encouraging word to this +customer and that customer, he would certainly feel better for the +giving, and they would return to him a thousand fold. If he would only +assume that he is prosperous and proceed to give his store an air of +prosperity, how much more attractive he could make his place look and +how much more inviting it would be for customers! If he would assume +that every person that entered his store was his guest, whether he made +a purchase or not, people would feel like returning to his store when +they wanted anything in his line. I could suggest a hundred ways in +which this man could employ suggestion and auto-suggestion to increase +his business, to draw friends to him, instead of driving them away, and +to make the world and himself better and happier while he lives in it." + +But, you may ask, what has all this to do with psychology in +salesmanship--what has the matter of advertising, store display, +personal manner, etc., to do with salesmanship? Just this much, that all +these things are based on the same fundamental principles as is +salesmanship, and that these fundamental principles are those of +psychology. All that has been said refers to psychology--all is the +effect of psychology pure and simple. All depends upon the mental +attitude, the suggestions offered, the mental states induced, the motive +to the will--all these outward things are merely the effects of inner +mental states. + +J.W. Kennedy, in "Judicious Advertising" says: "Advertising is just +salesmanship on paper; a mere money-making means of selling goods +rapidly. That 'mysterious something' is just printed persuasion and its +other name is 'selling conviction.' Conviction can be imparted at will +by those few writers who have closely studied the thought processes by +which conviction is induced. The mission of every ad. is to convert +readers into buyers." Geo. Dyers, in the same journal says: "Advertising +takes into account the sub-conscious impressions, the varying phases of +suggestion and association as received through the eye, the psychology +of the direct command,--all worth earnest consideration, and seriously +to be reckoned with, however we may balk at the terms." Seth Brown in +"Salesmanship" says: "To make advertising which will sell goods requires +development of the human part of the writer. He must realize the +different forces which command Attention, Interest, Desire and +Conviction. The buyer wants your goods because they will produce for him +some definite effect or result. It is this result that the ad. man must +keep in mind." + +"But," you may also say, "after all this 'psychology' seems to be +nothing else than what we have always known as 'human nature'--there is +nothing new about this." Exactly so! Psychology is the inner science of +human nature. Human nature depends entirely upon psychological +processes--it is bound up with the activities of the mind. The study of +human nature is the study of the minds of people. But whereas the study +of human nature, as usually conducted, is a haphazard, hit-or-miss sort +of undertaking, the study of the mind, according to the established +principles of psychology, is of the nature of the study of science, and +is pursued according to scientific methods. + +Particularly in its phase of Salesmanship does the study of human nature +along the lines of psychology become a science. From the first to the +last Salesmanship is a psychological subject. Every step in the process +of a sale is a mental process. The mental attitude and mental expression +of the salesman; the mental attitude and mental impression of the +customer; the process of arousing the attention, awakening curiosity or +interest, creating desire, satisfying the reason, and moving the +will--all these are purely mental processes, and the study of them +becomes a branch of the study of psychology. The display of goods on the +counters, shelves, or windows of a store, or in the hands of the +salesman on the road, must be based upon psychological principles. The +argument of the salesman must not only be logical but must be so +arranged and worded as to arouse certain feelings or faculties within +the mind of the prospective buyer--this is psychology. And finally, the +closing of the sale, in which the object is to arouse the will of the +buyer into final favorable action--this also is psychology. From the +entrance of the salesman to the final closing of the sale, each and +every step is a psychological process. A sale is the action and reaction +of mind upon mind, according to well established psychological +principles and rules. Salesmanship is essentially a psychological +science as all must admit who will give to the subject a logical +consideration. To those who object to the term "psychology" because of +its newness and unfamiliar sound, we do not care to urge the term. Let +such cling to their old term of "human nature," remembering however that +"human nature" is essentially mental. A dead man, a man asleep or in a +trance, or an idiot, manifests no "human nature" in the sense the word +is generally used. A man must be alive, wide awake, and in possession of +his senses, before he is able to manifest "human nature," and before his +"human nature" may be appealed to according to the well known +principles. "Human nature" cannot be divorced from psychology, try as we +may. + +We do not for a moment wish to imply that Salesmanship is entirely +dependent upon a knowledge of psychology. There are other factors +concerned. For instance, the salesman must possess a practical knowledge +of his goods; of the seasons; of the trend of fashion in relation to his +line; of the adaptability of certain goods for certain sections. But, +waiving for the moment the point that even these are concerned with the +mind of people at the last, and admitting that they may be considered as +independent of psychology, all of these points will avail nothing if the +salesman violates the psychological principles of the sale. Give such a +man the best goods, of the best house, with a thorough knowledge of the +requirements of the trade and the goods themselves, and send him forth +to sell those goods. The result will be that his sales will fall below +the mark of a man far less well equipped in other respects but who +understands the psychology of salesmanship, either intuitively or else +by conscious acquirement. + +Inasmuch as the essence of Salesmanship is the employment of the proper +psychological principles, does it not seem imperative that the salesman +should know something of the Mind of Man--the instrument upon which he +must play in plying his vocation? Should not the salesman possess the +same kind of knowledge of his instrument as does the musician, the +mechanic, the artisan, the artist? What would be thought of one who +would expect to become an expert swordsman without a knowledge of the +principles of fencing, or of one who would expect to become a boxer +without mastering the established principle of boxing? The instruments +of the salesman are his own mind and the mind of his customers. He +should acquaint himself thoroughly with both. + + + + +CHAPTER II + +THE MIND OF THE SALESMAN + + +In the Psychology of Salesmanship there are two important elements, viz: +(1) The Mind of the Salesman; and (2) the Mind of the Buyer. The +proposition, or the goods to be sold, constitute the connecting link +between the two Minds, or the common point upon which the two Minds must +unite, blend, and come to agreement. The Sale itself is the result of +the fusion and agreement of the two Minds--the product of the action and +reaction between them. Let us now proceed to a consideration of the two +important elements, the Two Minds involved in the process of +Salesmanship. + +Beginning our consideration of the Mind of the Salesman, let us realize +that upon his mind depends his character and personality. His character +is composed of his individual mental qualities or attributes. His +personality is his customary outward expression of his character. Both +character and personality may be altered, changed and improved. And +there is in each person a central _something_ which he calls "I," which +is able to order and manifest these changes in his character and +personality. While it may be argued plausibly that a man is merely a +composite of his characteristics and nothing more, nevertheless there is +always in each the consciousness that in his real "I" there is a +something which is above and behind characteristics, and which may +regulate the latter. Without attempting to lead the reader into the maze +of metaphysics, or the pitfalls of philosophy, we wish to impress upon +him the fact that his mental being has for its innermost centre of +consciousness this mysterious "I," the nature of which no one has ever +been able to determine, but which when fully realized imparts to one a +strength and force undreamed of before. + +And it is well worth while for everyone seeking self-development and +self-improvement to awaken to a clear realization of this "I" within +him, to which every faculty, every quality, every characteristic is an +instrument of expression and manifestation. The real "you" is not the +characteristics or features of personality, which change from time to +time, but a permanent, changeless, centre and background of the changes +of personality--a something that endures through all changes, and which +you simply know as "I." In the volume of this series, entitled "_The New +Psychology_," in the chapter entitled "The Ego, or Self" we have spoken +of this in detail. Further mention would be out of place in the present +volume, but we may be pardoned for quoting the following from the said +chapter, for we feel that a realization of this "I" is most important to +each person who wishes to master his own mind, and to create his own +personality. Here follows the quotation: + +"The consciousness of the 'I' is above personality--it is something +inseparable from individuality. * * * The consciousness of the 'I' is an +actual experience, just as much as is the consciousness of the page +before you. * * * The whole subject of The New Psychology is bound up +with this recognition of the 'I'--it revolves around this 'I' as a +wheel around its centre. We regard the mental faculties, powers, organs, +qualities, and modes of expression, as merely instruments, tools, or +channels of expression of this wonderful Something--the Self, the pure +Ego--the 'I.' And this is the message of The New Psychology--that You, +the 'I,' have at your command a wonderful array of mental instruments, +tools, machinery, which if properly used will create for you any kind of +personality you may desire. You are the Master Workman who may make of +yourself what you will. But before you can appreciate this truth--before +you can make it your own--before you can apply it--you must enter into a +recognition and realization of this wonderful 'I' that you are, to which +body and senses, yea, even the mind itself, are but channels of +expression. You are something more than body, or senses, or mind--you +are that wonderful Something, master of all these things, but of which +you can say but one thing: 'I AM.'" + +But remember, always, that this realization of the Ego does not mean +egotism, or self-conceit, or comparison of your character or +personality with that of others. It is Egoism not Egotism--and Egoism +means simply the realization of this "Master-Consciousness" to which all +other mental faculties are subordinate. If you want some other name for +it, you may consider this "I" as the "Will of the will," for it is the +very essence of _will-power_--it is, so to speak, the Will conscious of +itself. By means of the realization, you will find it far easier to +cultivate the mental qualities in which you are deficient, and to +restrain undesirable characteristics. The spirit of the idea may be +gained by a careful understanding of the following from the pen of +Charles F. Lummis: "I'm all right. I am bigger than anything that can +happen to me. All these things are outside my door, _and I've got the +key_!" + +The mental qualities most requisite to the Salesman may be stated as +follows: + +1. _Self Respect._ It is important to the Salesman that he cultivate the +faculty of Self Respect. By this we do not mean egotism, conceit, +superciliousness, imperiousness, hauteur, snobbishness, etc., all of +which are detrimental qualities. Self Respect, on the contrary imparts +the sense of true manhood or womanhood, self-reliance, dignity, courage +and independence. It is the spirit of Black Hawk, the Indian chieftain, +who, lifting his head said to Jackson: "I am a Man!" It is entirely +opposed to the crawling, cringing "worm of the dust," mental attitude of +Uriah Heep, who was continually asserting how humble--how very +humble--he was. Learn to look the world in the eyes without flinching. +Throw off the fear of the crowd, and the impression that you are +unworthy. Learn to believe in yourself, and to respect yourself. Let +your motto be "I Can; I Will; I Dare; I Do!" + +Self Respect is a sure antidote for the feeling of fear, shrinking, +sense of inferiority, and other negative feelings which sometimes +oppress the Salesman when he is about to enter into the presence of some +"big man." Remember that the man's personality is merely a mask, and +that behind it is merely an "I" like your own--no more, no less. +Remember that behind the "John Smith" part of you there exists the same +kind of "I" that exists behind the "High Mucky-muck" part of him. +Remember that you are Man approaching Man--not a worm approaching a +god. Remember that just as Kipling says: "The Colonel's lady and Judy +O'Grady _are sisters under their skin_," so are you and the big man twin +"I's" beneath the covering of personality, position, and outward +appearance. By cultivating the realization of the "I," of which we have +told you, you will acquire a new sense of Self Respect which will render +you immune from the feeling of bashfulness, inferiority and fear in the +presence of others. Unless a man respects himself, he cannot expect +others to respect him. He should build up his true individuality and +respect it, being careful, always, not to get "side-tracked" by egotism, +vanity and similar follies of personality. It is not your personality +which is entitled to respect, but your _individuality_, which is +something far different. The personality belongs to the outer man, the +individuality to the inner. + +One's physical carriage and attitude tends to react upon his own mental +attitude as well as also impressing those in whose presence he is. There +is always an action and reaction between mind and body. Just as mental +states take form in physical actions, so do physical actions react upon +the mind and influence mental states. Frown continually and you will +feel cross; smile and you will feel cheerful. Carry yourself like a man, +and you will feel like a man. Carl H. Pierce says regarding the proper +carriage of a salesman: "Remember that you are asking no favors; that +you have nothing to apologize for, and that you have every reason in the +world to hold your head up high. And it is wonderful what this holding +of the head will do in the way of increasing sales. We have seen +salesmen get entrance to the offices of Broadway buyers simply through +the holding of the head straight up from the shoulders. The rule to +follow is: Have your ear lobes directly over your shoulders, so that a +plumb line hung from the ears describes the line of your body. Be sure +not to carry the head either to the right or left but vertical. Many men +make the mistake, especially when waiting for a prospect to finish some +important piece of business, of leaning the head either to the right or +left. This indicates weakness. A study of men discloses the fact that +the strong men never tilt the head. Their heads sit perfectly straight +on strong necks. Their shoulders, held easily yet firmly in correct +position, are inspiring in their strength indicating poise. Every line +of the body, in other words, denotes the thought of the bearer." + +So cultivate not only the inner sense of Self Respect, but also the +outward indications of that mental state. Thus do you secure the benefit +of the action and reaction between body and mind. + +II. _Poise._ The salesman should cultivate Poise, which manifests in +balance, tranquility and ease. Poise is that mental quality which +maintains a natural balance between the various faculties, feelings, +emotions and tendencies. It is the assertion of the "I" as the Master +and controller of the mental states, feelings, and action. Poise enables +one to correctly _balance_ himself, mentally, instead of allowing his +feelings or emotions to run away with him. Poise enables one to remain +the Master of Himself, instead of "slopping over" on the one hand, or of +"losing his nerve" on the other. Poise enables one to "keep himself well +in hand." The man who has Poise indeed has Power, for he is never +thrown off his balance, and consequently always remains master of the +situation. Did you ever hear of, or see, the Gyroscope? Well, it is a +peculiar little mechanical contrivance consisting of a whirling wheel +within a frame work, the peculiarity consisting of the arrangement and +action of the wheel which by its motion always maintains its balance and +equilibrium. No matter how the little apparatus is turned, it always +maintains its equilibrium. It is likely to play an important part in +aerial navigation and mono-rail systems of transportation, in the +future. + +Well, here is the point--_be a Mental Gyroscope_. Cultivate the mental +quality which acts automatically in the direction of keeping your +balance and centre of mental gravity. This does not mean that you should +be a prig, or a solemn-faced smug bore, with an assumption of +supernatural dignity. On the contrary, always be natural in manner and +action. The point is to always maintain your balance, and mental +control, instead of allowing your feelings or emotions to run away with +you. Poise means Mastery--lack of it means Slavery. As Edward Carpenter +says: "How rare indeed to meet a _man_! How common rather to discover a +creature hounded on by tyrant thoughts (or cares, or desires), cowering, +wincing under the lash--or perchance priding himself to run merrily in +obedience to a driver that rattles the reins and persuades himself that +he is free." Poise is the Mental Gyroscope--keep it in good working +order. + +III. _Cheerfulness._ The "bright, cheerful and happy" mental attitude, +and the outward manifestation of the same, is a magnet of success to the +salesman. The "grouch" is the negative pole of personality, and does +more to repel people than almost any other quality. So much in demand is +the cheerful demeanor and mental state, that people often give undue +preference to those possessing it, and pass over a "grouchy" individual +of merit in favor of the man of less merit but who possesses the +"sunshine" in his personality. The "man with the southern exposure" is +in demand. There is enough in the world to depress people without having +gloom thrust upon them by persons calling to sell goods. Well has the +poet said: + + "Laugh, and the world laughs with you; + Weep, and you weep alone. + For this sad old earth is in need of mirth; + It has troubles enough of its own." + +The world prefers "Happy Jim" to "Gloomy Gus," and will bestow its +favors upon the first while turning a cold shoulder to the second. The +Human Wet Blanket is not a welcome guest, while the individual who +manages to "let a little sunshine in" upon all occasions is always +welcome. The optimistic and cheerful spirit creates for itself an +atmosphere which, perhaps unconsciously, diffuses itself in all places +visited by the individual. Cheerfulness is contagious, and is a most +valuable asset. We have known individuals whose sunny exteriors caused a +relief in the tension on the part of those whom they visited. We have +heard it said of such people: "I am always glad to see that fellow--he +brightens me up." This does not mean that one should endeavor to become +a professional wit, a clown, or a comedian--that is not the point. The +idea underlying this mental state and attribute of personality is +_Cheerfulness_, and a disposition to look on the bright side of things, +and to manifest that mental state as the sun does its rays. Learn to +radiate Cheerfulness. It is not so much a matter of saying things, as it +is a matter of thinking them. A man's inner thoughts are reflected in +his outward personality. + +So cultivate the inner _Cheerfulness_ before you can hope to manifest +its outer characteristics. There is nothing so pitiful, or which falls +so flat, as a counterfeit Cheerfulness--it is worse than the minstrel +jokes of the last decade. To be cheerful one does not have to be a +"funny man." The atmosphere of true Cheerfulness can proceed only from +within. The higher-class Japanese instruct their children to maintain a +cheerful demeanor and a smiling face no matter what happens, even though +the heart is breaking. They consider this the obligation of their caste, +and regard it as most unworthy of the person, as well as insulting to +others, to manifest any other demeanor or expression. Their theory, +which forms a part of their wonderful code called "Bushido," is that it +is an impertinence to obtrude one's grief, sorrow, misfortunes, or +"grouch," upon others. They reserve for their own inner circle their +sorrows and pains, and always present a cheerful and bright appearance +to others. The Salesman would do well to remember the "Bushido,"--he +needs it in his business. Avoid the "grouch" mental state as you would a +pestilence. Don't be a "knocker"--for "knocks," like chickens, come home +to roost, bringing their chicks with them. + +IV. _Politeness._ Courtesy is a valuable asset to a Salesman. Not only +this, but it is a trait characteristic of _gentlemen_ in all walks of +life, and is a duty toward oneself as well as toward others. By +politeness and courtesy we do not mean the formal, artificial outward +acts and remarks which are but the counterfeit of the real thing, but, +instead, that respectful demeanor toward others which is the mark of +innate refinement and good-breeding. Courtesy and politeness do not +necessarily consist of formal rules of etiquette, but of an inner +sympathy and understanding of others which manifests in a courteous +demeanor toward them. Everyone likes to be treated with appreciation +and understanding and is willing to repay the same in like form. One +does not need to be a raw "jollier" in order to be polite. +Politeness--true politeness--comes from within, and it is almost +impossible to imitate it successfully. Its spirit may be expressed by +the idea of trying to see the good in everyone and then acting toward +the person as if his good were in plain evidence. Give to those with +whom you come in contact the manner, attention and respect to which they +would be entitled if they were actually manifesting the highest good +within them. + +One of the best retail salesmen we ever knew attributed his success to +his ability to "get on the customer's side of the counter," that is, to +try to see the matter from the customer's viewpoint. This led to a +sympathetic understanding which was most valuable. If the Salesman can +manage to put himself in the place of the customer, he may see things +with a new light, and thus gain an understanding of the customer which +will enable him, the Salesman, to manifest a true politeness toward his +customers. But politeness and courtesy does not mean a groveling, +cringing attitude of mind or demeanor. True politeness and courtesy must +have as its background and support, Self Respect. + +Allied to politeness is the quality called Tact, which is defined as the +"peculiar skill or adroitness in doing or saying exactly that which is +required by, or is suited to, the circumstances; nice perception or +discernment." A little consideration will show that Tact must depend +upon an understanding of the viewpoint and mental attitude of the other +person, so that if one has the key to the one he may open the door of +the other. An understanding of the other person's position, and an +application of the true spirit of politeness, will go a long way toward +establishing the quality of tactfulness. Tact is a queer combination of +Worldly Wisdom and the Golden Rule--a mixture of the ability to seek +into the other person's mind, and the ability to speak unto others as +you would that others speak unto you, under the same circumstances. The +trait called Adaptability, or the faculty of adjusting oneself to +conditions, and to the personality of others, also belongs to this +category. Adaptability depends upon the ability to see the other +person's position. As a writer says: "Those individuals who are out of +harmony with their surroundings disappear to make room for those who are +in harmony with them." When the keynote of the understanding of the +minds of others is found, the whole subject of true politeness, tact and +adaptability is understood and may be applied in practice. + +V. _Human Nature._ Closely allied to the subject of the preceding +paragraphs, is that of Human Nature. A knowledge of Human Nature is very +important to the Salesman. In order to understand the workings of the +minds of others, one must not only understand the general psychological +principles involved, but also the special manifestations of those +principles. Nature tends to form classes and species, and the majority +of people may be grouped into special classes depending upon their +temperaments. An intelligent study of The New Psychology and the general +subject of Human Nature in works on Physiognomy, etc., will do much to +start one well upon the road to an understanding of Human Nature. But, +after all, the best knowledge comes only when the general principles are +tested and applied under observation in general experience. + +In this particular work we have much to say upon certain features of +Human Nature--in fact, as we have said, Human Nature is but Psychology. +The following advice, from the pen of Prof. Fowler, the well known +authority on Phrenology, is recommended to all Salesmen desirous of +acquiring the faculty of understanding Human Nature: "Scan closely all +the actions of men, with a view to ascertain their motives and +mainsprings of action; look with a sharp eye at man, woman, child, all +you meet, as if you would read them through; note particularly the +expression of the eye, as if you would imbibe what it signifies; say to +yourself: What faculty prompted this expression or that action; drink in +the general looks, attitude, natural language, and manifestation of the +man, and yield yourself to the impressions naturally made on you--that +is, study human nature both as a philosophy and as a sentiment, or as +if being impressed thereby." + +A forthcoming volume of this series, to be entitled "Human Nature," will +go into this subject in detail. + + + + +CHAPTER III + +THE MIND OF THE SALESMAN (CONTINUED) + + +VI. _Hope._ The Salesman should cultivate the Optimistic Outlook upon +Life. He should encourage the earnest expectation of the good things to +come, and move forward to the realization thereof. Much of life success +depends upon the mental attitude of, and the confident expectation of, a +successful outcome. Earnest Desire, Confident Expectation, and Resolute +Action--this is the threefold key of attainment. Thought manifests +itself in action, and we grow in accordance with the mental pattern or +mould we create for ourselves. If you will look around you you will find +that the men who have succeeded, and who are succeeding, are those who +have maintained the hopeful mental attitude--who have always looked +forward to the star of hope even in the moments of the greatest trouble +and temporary reverses. If a man loses his hope permanently he is +defeated. Hope is the incentive which is always drawing man onward and +upward. Hope backed by Will and Determination is almost invincible. +Learn to look on the bright side of things, to believe in your ultimate +success. Learn to look upward and forward--heed the motto, "look aloft!" +Cultivate the "rubber-ball spirit," by which you will be able to bounce +higher up the harder you are thrown down. There is a subtle +psychological law by the operation of which we tend to materialize our +ideals. The "confident expectation" backed by actions will win out in +the end. Hitch your wagon to the Star of Hope. + +VII. _Enthusiasm._ Very few people understand the true meaning of the +word "enthusiasm," although they may use it quite frequently in ordinary +conversation. Enthusiasm means far more than energy, activity, interest +and hope--it means the expression of the "soul" in mental and physical +actions. The Greeks used the word as meaning "inspiration; moved by the +gods," from which arose the later meaning of "inspired by a superhuman +or divine power." The modern usage is defined as: "Enkindled and +kindling fervor of the soul; ardent and imaginative zeal or interest; +lively manifestation of joy or zeal;" etc. A person filled with +enthusiasm seems to move and act from the very centre of his being--that +part which we mean when we say "soul." There is a wonderful power in +rightly directed enthusiasm, which serves not only to arouse within one +his full powers, but also tends to impress others in the direction of +mental contagion. Mental states are contagious, and enthusiasm is one of +the most active of mental states. Enthusiasm comes nearer to being +"soul-power" than any other outward expression of mental states. It is +allied to the soul-stirring impulse of music, poetry, and the drama. We +can _feel_ it in the words of a writer, speaker, orator, preacher, +singer or poet. Enthusiasm may be analyzed as Inspired Interest. As +Walter D. Moody says: "It will be found that all men possessed of +personal magnetism are very much in earnest. Their intense earnestness +is magnetic." The best authorities agree that Enthusiasm is the active +principle of what has been called Personal Magnetism. + +An old writer has well said: "All of us emit a sphere, aura, or halo, +impregnated with the very essence of ourselves, sensitives know it, so +do our dogs and other pets; so does a hungry lion or tiger; aye, even +flies, snakes and insects, as we know to our cost. Some of us are +magnetic--others not. Some of us are warm, attractive, love-inspiring +and friendship-making, while others are cold, intellectual, thoughtful, +reasoning, but not magnetic. Let a learned man of the latter type +address an audience and it will soon tire of his intellectual discourse, +and will manifest symptoms of drowsiness. He talks at them, but not into +them--he makes them think, not feel, which is most tiresome to the +majority of persons, and few speakers succeed who attempt to merely make +people think--they want to be made to feel. People will pay liberally to +be made to feel or laugh, while they will begrudge a dime for +instruction or talk that will make them think. Pitted against a learned +man of the type mentioned above, let there be a half-educated, but very +loving, ripe and mellow man, with but nine-tenths of the logic and +erudition of the first man, yet such a man carries along his crowd with +perfect ease, and everybody is wide-awake, treasuring up every good +thing that falls from his lips. The reasons are palpable and plain. It +is heart against head; soul against logic; and soul is bound to win +every time." And as Newman says: "Deductions have no power of +persuasion. The heart is commonly reached, not through the reason, but +through the imagination, by means of direct impressions, by the +testimony of facts and events, by history, by description. Persons +influence us, looks subdue us, deeds inflame us." Enthusiasm imparts +that peculiar quality that we call "_life_," which constitutes such an +important part in the personality of a salesman. Remember we have +analyzed enthusiasm as _inspired earnestness_--think over this analysis, +and grasp its inner meaning. The very word "ENTHUSIASM" is +inspiring--visualize it and let it incite you to its expression when you +feel "dead." The very thought of it is a stimulant! + +VIII. _Determination._ The Salesman needs the quality of dogged +determination, persistence, and "stick-to-itiveness." This bulldog +quality must be developed. The "I Can and I Will" spirit must be +cultivated. Determination is composed of several constituent faculties. +First comes Combativeness or the quality of "tackling" obstacles. This +is a marked quality in all strong characters. It manifests as courage, +boldness, resistance, opposition, and disposition to combat opposition +rather than to yield to it. + +Allied to this faculty is another which bears the very inadequate name +of Destructiveness, which expresses itself in the direction of breaking +down barriers, pushing aside obstacles, making headway; pushing to the +front; holding one's own; etc. It is the quality of the man who makes +his own paths and builds up his own trade. It is the "pioneer" faculty +of the mind which clears away the ground, lays foundations and builds +the first log-cabin. + +Then comes Continuity, the faculty which is well-defined as +"stick-to-itiveness," which enables one to stick to his task until it is +finished. This faculty gives stability and staying qualities, and +enables a man to _finish_ well. The lack of this quality often +neutralizes the work of other good faculties, causing the person to +"let go" too soon, and to thus lose the fruits of his labors. + +Finally, comes the faculty of Firmness, which gives to one the quality +of tenacity, perseverance, fixity, decision and stability, accompanied +by a certain "stubborn tendency" which holds the other faculties +together. A certain amount of this quality of "jackass courage" is +needed in the mental make up of a Salesman. If a person is 'set' to a +certain extent it enables him to maintain his position without the +constant wear and tear upon his will that is met with by those lacking +it. This faculty prevents one from being "sidetracked," and enables him +to "put his hand to the plow and look not backward." It holds the chisel +of the will up against the metal of circumstances until the work is +accomplished. It enables one to be like the rock against which +harmlessly beat the waves of opposition and competition. It enables one +to see his object, and then to march straight to it. + +IX. _Secretiveness._ We mention this quality, not because it is one +which plays such an important part in the world of Salesmanship, but +because the tendency of the average Salesman is to talk too freely +regarding matters which should be kept to himself. This failing on the +part of the Salesman is due to the free expression which his work +necessitates. He should remember, however, that many a good plan has +miscarried by reason of the tendency of the Salesman to "blab," or to +"give away" his hopes, plans and expectations. The Salesman should think +thrice before speaking regarding any matter of office or personal +policy, plans, methods, or other things which he would not like his +competitors to know. It is a safe rule, laid down by a very successful +business man, that one should "Never speak of anything that he is not +desirous of his principal competitor hearing--for hear it he will if one +speaks of it." The world is full of the "little birds" who delight in +carrying tales--the "walls have ears" with microphone, wireless +telegraphic attachments. Be a diplomat in matters of the kind to which +we have referred. A little thought should convince that if you +_yourself_ do not respect your own secrets, you can not expect others +to do so. + +X. _Acquisitiveness._ This faculty manifests as the desire for acquiring +things; gaining; possessing; reaching out for; etc. It is often +condemned by people, because of the unpleasant traits manifested by +those in whom it is abnormally developed, as the miser, the "hog," and +the "stingy" person. But it is not well to hastily condemn this faculty, +for without it we would become desireless, spendthrift, wasteful, +without resources, and poor. The man who would succeed in any line of +business must cultivate Acquisitiveness, if he is deficient in it. He +must learn to want and earnestly desire the good things of life, and to +reach out for them. He must desire to accumulate something for himself, +for by so doing he will work so that he will make a valuable +accumulating channel for his employers. Acquisitiveness is one of the +animating principles of the business world, evade it though we may try +to. It is hypocritical to deny this. The facts are too plain to be +brushed aside or denied. As the writer has said in another work: "People +are all after money--every blessed mother's son and daughter of +them--in one way or another." What is the use of denying it. Some day we +may have better economic conditions--I pray to God that we may--but +until that time all of us must chase the nimble dollar to the best of +our ability. For unless a man does this thing, then shall he not eat; +nor be clothed; nor have shelter; nor books; nor music; nor anything +else that makes life worth living for one who thinks and feels. It seems +to me the proper balance is preserved in the following statement: "While +you're getting, get all you can--_but give the other fellow a chance_." + +XI. _Approbativeness._ This is the quality which manifests in a desire +for praise, flatter, approval, fame, etc. The average Salesman does not +need to develop this faculty--his temperament is very apt to make him +have it too highly developed. It is all very well to feel a certain +pleasure from the approval of others of work well done. But it is a +decided weakness for one to be so sensitive to the opinions of others +that they suffer from their disapproval, or from the lack of praise. He +who is dependent upon the praise of the crowd, or the approval of the +mob is a fool, deserving of pity. The crowd is fickle and tomorrow may +turn on those whom they are praising to-day. Moreover there is always +much secret envy and jealousy mixed with the praise of others. + +Did you ever notice how eagerly people relate the slip-up or stumble of +those whom they have been praising? Be not deceived by the plaudits of +the crowd. Nor should you allow yourself to be deterred from a right +course because of fear of blame. Learn to rely on what you, yourself, +know to be right. "Be sure you're right, then go ahead." Learn to stand +upon your own feet, and do not lean upon others. Shake the crowd off +your heels--mind your own business and let others do likewise. And look +the world squarely in the eye while you are talking to it, too. It will +understand you, if you do not truckle to it. But never cringe to +it--else it will rend you to pieces. "They say; what do they say; let +them say!" "Do not worry about it--your friends will not care, and your +enemies will criticise anyway; so what's the use?" Say to yourself: "I +am the Captain of my Soul." And remember Burton's glorious words of +freedom and courage: + + "Do what thy manhood bids thee do, from none but self expect applause; + He noblest lives and noblest dies who makes and keeps his self-made + laws. + All other Life is living Death, a world where none but Phantoms dwell. + A breath, a wind, a sound, a voice, a tinkling of the Camel's bell." + +The difference between Egoism and Egotism consists largely of the +difference between Self-Respect and Approbativeness. Develop the first, +and restrain the second--if you wish to become an Individual. And the +successful Salesman is always an Individual--standing out from and above +the crowd of the "mere persons" or "order-takers." Be a Man, and not a +human looking glass reflecting the ideas, opinions, and wishes of all +those around you. Be creative, not imitative. Flattery is the food for +apes, not for men. + +_Personal Expression._ While one's personal expression in the direction +of clothing, walk, voice, etc., can scarcely be called mental +qualities, yet they must be considered as _expressions_ of mental +qualities--outward manifestations of inward states. So true is this that +people naturally judge one's character by these outward expressions. +And, moreover, there is a subtle reaction of one's outward +manifestations upon one's mental states. One's walk, carriage and +demeanor influence one's mental attitude, as we may prove by changing +these outward manifestations and noting our changed feelings. As someone +has said: "The consciousness of being well dressed imparts a certain +serenity and peace which even religion sometimes fails to give us." + +And, as for physical attitudes, etc., hear what several eminent +psychologists tell us. Prof. Halleck says: "By inducing an expression we +can often cause its allied emotion." Prof. James says: "Whistling to +keep up courage is no mere figure of speech. On the other hand, sit all +day in a moping posture, sigh, and reply to everything with a dismal +voice, and your melancholy lingers. There is no more valuable precept in +moral education than this: If we wish to conquer undesirable emotional +tendencies in ourselves we must assiduously, and in the first instance +cold-bloodedly, go through the _outward movements_, of those contrary +dispositions which we wish to cultivate. Smooth the brow, brighten the +eye, contract the dorsal rather than the ventral aspect of the frame, +and speak in a major key, pass the genial compliment and your heart must +indeed be frigid if it does not gradually thaw." + +Dr. Woods Hutchinson says: "To what extent muscular contractions +condition emotions, as Prof. James has suggested, may be easily tested +by a quaint and simple little experiment upon a group of the smallest +voluntary muscles of the body, those that move the eyeball. Choose some +time when you are sitting quietly in your room, free from all disturbing +thoughts and influences. Then stand up, and assuming an easy position, +cast the eyes upward, and hold them in that position for thirty seconds. +Instantly and involuntarily you will be conscious of a tendency toward +reverential, devotional, contemplative ideas and thoughts. Then turn the +eyes sideways, glancing directly to the right or to the left, through +half-closed lids. Within thirty seconds images of suspicion, of +uneasiness, or of dislike will rise unbidden to the mind. Turn the eyes +on one side and slightly downward, and suggestions of jealousy or +coquetry will be apt to spring unbidden. Direct your gaze downward +toward the floor, and you are likely to go off into a fit of reverie or +abstraction." Maudsley says: "The specific muscular action is not merely +an exponent of passion, but truly an essential part of it. If we try +while the features are fixed in the expression of one passion to call up +in the mind a different one, we shall find it impossible to do so." + +In view of the above statements, we may readily see the importance of +cultivating those outward expressions which are co-related to desirable +mental states or feelings. By so doing we arouse in our minds those +particular states or feelings. And, moreover, we tend to impress others +with the possession on our part of the co-related mental qualities. +One's outward expression is a powerful instrument of suggestion to +others, and people are unconsciously and instinctively affected by it, +to our benefit or detriment. Let us therefore consider, briefly, the +general principles underlying personal expression along the lines +indicated. + +_Carriage and Walk._ In the first part of the previous chapter, under +the sub-head of "Self-Respect" we have given you the advice of a good +authority concerning the proper carriage. The key is: Carry yourself in +a manner showing your Self-Respect, Poise, and Consideration of Others. +Another authority gives the following directions for the correct +position in standing: "(1) Heels together; (2) head up, with chin +slightly drawn in rather than protruding; (3) eyes front; (4) shoulders +thrown back but not elevated; (5) chest expanded; (6) abdomen slightly +drawn in, and not allowed to protrude; (7) arms dropped naturally to the +sides, with the little fingers lightly touching the sides of the thigh. +This may make you feel a little stiff and awkward at first, but, if you +persevere, will soon establish itself as second nature with you." + +Another authority says: "The easiest way in which to acquire a correct +carriage is to imagine that you are suspended from on high with a line, +the lowest end of the line being fastened to the lower end of your +breast-bone. If you will stand and walk as if you are so suspended, the +result will be that you will acquire an easy, graceful, gliding walk, +and a correct carriage and natural position." Another authority gives +the following advice: "The following method if observed in walking and +standing, will impart a desirable physical poise and will keep you erect +and in a graceful attitude while walking: Stand with your back toward +the wall, with the heels, legs, hips, shoulders and back of head +touching the wall, and with the chin slightly drawn in. Press up against +the wall firmly. You will find yourself in an uncomfortable position, +and one that is unnatural and incorrect. Then, keeping your heels to the +wall, allow your body to swing forward into a natural position, being +careful to keep the body firm in the same 'form,' avoiding relaxation, +swinging yourself forward from the ankle joints alone. When you find +that the correct poised, natural position has been attained, hold it, +and march forward in what will be the natural, normal, well-balanced +walking position. Practice this repeatedly, several times every day, +until you have fully acquired the habit." + +_Shaking Hands._ When you grasp another's hand in the act of "shaking +hands," do not do so in a listless, cold-blooded manner--do not extend +to the other man a flabby, clammy, fish-like hand. But take hold of his +hand as if you liked to do it--throw interest into the proceeding. More +than this--throw feeling into it. Throw into the hand-clasp the feeling: +"_I like you, and you like me_." Then, when you draw your hand away, if +possible let your fingers slide over the palm of his hand in a caressing +manner, allowing his first finger to pass between your thumb and +forefinger, close up in the crotch of the thumb. Practice this well, +until you can perform it without thinking of it. You will find merit in +the method. Grasp the other person's hand "as if he were your best +girl's millionaire father-in-law." + +_Voice._ The Salesman should cultivate a voice with expression in it. +His voice should convey his belief in what he is saying, and his +interest in the story. You will find it an aid in this direction if you +will learn to visualize your thoughts--that is, to make a mental +picture of the thing you are saying. One can always describe better +that which they see before them. In the degree that you can see your +mental picture, so will be your degree of power in expressing it to +another in words, and so will be the degree of feeling in your tone. The +voice should express the meaning of your thought rather than being +merely the symbol of it. Try to say "Good Morning" as if you meant +it--then say it in the usual way. Do you see the difference? Throw your +thought and feeling into your voice. Forget all about yourself and the +other man and concentrate your thought and feeling into your voice. + +Many people make the mistake of "speaking with their muscles instead of +with their nerves." They throw muscular energy into their words, when +they should use nervous energy, or thought-force. The former has but +little effect on the mind of the other, while the second vibrates subtly +and reaches the feelings of those addressed. _Feel_, when you wish to +speak impressively, and your tones will reflect the same, and induce a +similar feeling in others. It is a point worth remembering that one may +"bring down" the voice of an excited person to one's own pitch, if the +latter is firmly held at the customary pitch, in a firm manner. Not only +does this "bring down" the other man's voice, but his feelings will also +follow suit, and besides, you also manage to keep your own temper and +poise. Never raise your voice because another raises his--resist the +tendency, and maintain your poise and power by so doing. This is worth +remembering. + +_The Eyes._ Learn to look people in the eyes when you are speaking to +them. Not in a staring manner, but firmly, politely and easily. This may +be acquired with a little practice. Practice on yourself in the mirror +if you prefer. A shifting, restless gaze produces a bad impression, +while a firm, honest gaze will incline people in your favor. You will +find that strong men--men who influence others--almost always have a +firm, strong gaze. It is worth practice, work and time, to acquire this +personal trait. + +_Clothes._ A man is very often known by his clothes, or at least judged +by them. The Salesman should pay attention to this point of personal +expression, since it will count much for or against him. The first +point to remember is that _cleanliness_ is the first requisite in +clothing. Keep your clothes clean and well pressed. Particularly keep +your linen clean, for nothing in the way of dress acts so much against a +man as soiled linen. Another important point is to keep the extremities +well clad--that is, the head, feet and hands. A soiled or worn hat; a +soiled or frayed collar; an old, or unpolished pair of shoes; ragged +sleeves or frayed cuffs--these things are more easily noticed and count +more against a man than a shabby suit. Better an old suit well brushed, +with a good hat, shoes and clean cuffs--than the reverse. + +One should always wear as good clothes as his means will permit, and +such as will be in keeping with his occupation and position. The rule is +to get as good material as possible, and cut reasonably within the +prevailing style--but avoiding all extremes, or fanciful designs. _A +well-dressed business man should give neither the appearance of +shabbiness nor of being "dressed-up."_ He should present the appearance +of general neatness without attracting any special attention to his +clothing. When a man's clothes specially attract one, that man is not +well dressed, but either poorly dressed or over-dressed. The "happy +mean" between the two extremes is to be sought after. Polonius' advice +to his son is well worth memorizing: "Costly thy habit as thy purse can +buy, but not expressed in fancy; rich, not gaudy; for the apparel oft +proclaims the man." + +_Details of Appearance._ Personal cleanliness and neatness are +pre-requisites of the Salesman who wishes to produce a favorable +impression. There is nothing that will so tend to prejudice the average +business man against a new caller as the appearance of neglect of +personal care. The body should be well-bathed; the hair trimmed and +neatly brushed; the face cleanly shaven; the teeth well brushed; the +nails clean; the shoes polished; the necktie and collar clean; the +clothes brushed. Avoid the smell of liquor or tobacco on the breath, and +eschew as fatal the odor of strong perfumery on the clothes or +handkerchief. The yellow stains of the cigarette showing on the fingers, +and the disgusting odor attaching to the cigarette habit, have lost +many a man a favorable bearing. The cigarette is "taboo" to many men who +smoke other forms of tobacco. These things are instinctively recognized +by the buyer as manifestations of the mind of the salesman--a part of +his personality--and very rightly so, for if the mind be kept above them +they do not manifest. All these things go toward forming the impression +which one person always makes upon another at the first meeting, and +which have so much to do with securing a favorable notice during the +Approach of the Salesman. + + + + +CHAPTER IV + +THE MIND OF THE BUYER + + +The second important element in a sale is the Mind of the Buyer. In the +mind of the buyer is fought the battle of the sale. Within its +boundaries are manifested the movements which win or lose the day. As a +writer on the subject has said: "The buyer's brain is the board upon +which the game is played. The faculties of the brain are the men. The +salesman moves or guides these faculties as he would chess men or +checkers on a board." In order to understand the ground upon which your +battle must be fought, and the mental elements which you must combat, +persuade, move, push or attract, you must understand the various +faculties of the mind, as well as the mind as a whole. Let us, +therefore, consider the various mental faculties which are employed +actively by a buyer in the mental process of a purchase. + +I. _Quality._ In the first place, let us consider that which the +phrenologists call "Quality," by which they express the various degrees +of fineness or coarseness in a man's mental make-up which is usually +indicated by his appearance and physical characteristics. This "quality" +in a man is akin to what we call "class," "breeding," or "blood" in the +higher animals. It is difficult to explain, but is universally +recognized. At one extreme of "quality" we find those individuals who +are fine-grained, refined, high-strung, intense, and inclined to be +susceptible to emotional or sentimental influence, poetry, music, etc., +and are apt to be more or less impractical and out of harmony with the +material world of men and affairs. At the other extreme we find those +individuals who are coarse-grained, of coarse and unrefined tastes, +animal, gross, unrefined, and generally "swinish." Between these two +extremes we find many degrees in the scale. The outward physical signs +of the person, such as the coarseness or fineness of his skin, hair, +nails, ears and facial features, as well as his general form and +characteristics, will usually give the careful observer the key to the +degree of a man's "quality." It will be well for the Salesman to +acquaint himself with these characteristics, for they throw much light +on the general character of people. + +Next in order come what are called the Temperaments, by which term +phrenologists designate the general classes into which individuals fit. +As a rule, however, an individual manifests the elements of several of +the temperaments--that is, they blend in him. The best phrenological +authorities classify the temperaments as follows: (1) The Vital; (2) The +Motive; (3) The Mental; the characteristics of which are described as +follows: + +_The Vital Temperament._ This temperament is indicated by a predominance +of the purely physical or "animal" propensities. Those in whom it +predominates are distinguished by a round head, wide space between the +corners of the eyes and the ears, side-head full, broad forehead (not +necessarily high). They are generally fleshy with a "well-fed" +appearance, inclined to be broad shouldered and deep chested and with a +"bull neck"--splendid animals, in fact. Their mental characteristics +are love of eating and drinking, and animal comforts; impulsiveness, +impetuosity, heartiness, quick temper, zeal and ardor, often shrewd and +cunning but without great depth, susceptible to flattery and appeal to +selfish emotions and prejudices, and loving pleasure. They are generally +selfish and grasping toward that which caters to their pleasure and +physical welfare. Try to "get all that is coming to them," and yet at +the same time tend toward conviviality and are desirous of being thought +"good fellows." Are usually excitable, and are easily thrown off their +balance. Those in whom this temperament is deficient manifest physical +characteristics opposite to those above mentioned, and are more or less +anaemic, or bloodless, and show a lack of vitality and physical +well-being. Those in whom this temperament predominates make good +butchers, hotel-keepers, captains, locomotive engineers, traders, +politicians, contractors, etc. They are reached through their feelings +rather than through their intellect. + +_The Motive Temperament._ This temperament is indicated by a +predominance of muscular strength, endurance, toughness, and powers of +action. Those in whom it predominates are distinguished by a general +leanness and spareness; strongly marked and prominent features, usually +with a large nose and high cheek bones; large and strong teeth; large +joints and knuckles--the Abraham Lincoln physical characteristics, in +fact. Their mental characteristics are determination, persistence, +combativeness, destructiveness, endurance, thoroughness, management, +executive ability, creative power, stubbornness, powers of resistance, +and often an indomitable spirit. Their emotions are not on the surface, +but when once aroused are strong and persistent. They are slow to wrath, +but are good fighters and will stay to the finish. They are generally +canny and shrewd, instinctively. They are the active and persistent +workers of the world. It is this temperament in one which supplies his +motive power--his ability and taste for work. Those in whom this +temperament is deficient manifest physical characteristics opposite to +those above mentioned, and accordingly are averse to work or exertion of +any kind. + +_The Mental Temperament._ This temperament is indicated by a +predominance of nervous force, mental activity, reasoning power, +imagination, and a brain development rather than bodily strength or +physical activity. Those in whom it predominates are distinguished by a +slight build, small bones and muscles, general fineness of structure, +quick motions, signs of nervous energy, sharp features, thin lips, thin, +finely shaped, and often pointed nose, high forehead, and expressive +eyes. Their mental characteristics are activity in reasoning processes, +active imagination, susceptibility to disturbance from uncongenial +environment and distasteful company, love of mental activity and often a +distaste for physical activity, sensitiveness, extremes of feeling and +emotion, eager and enthusiastic, and the general traits popularly +designated as "temperamental." Those in whom this temperament is +deficient manifest characteristics opposite to those above mentioned, +and are averse to mental activity. + +_Blended Temperaments._ Nearly every individual possesses the three +temperaments blended in various proportions and combinations. In some, +one temperament predominates largely and gives us the distinctive +characteristics of that class. But in others, often two temperaments +will predominate, leaving the third scarcely manifest. In others, the +three are so well blended and balanced that the individual is known as +"well balanced" temperamentally--this being considered the ideal +condition. + +Prof. Fowler, one of the old authorities in phrenology, says of the +blended temperaments: "Excessive Motive with deficient Mental gives +power and sluggishness, so that the talents lie dormant. Excessive Vital +gives physical power and enjoyment, but too little of the mental and +moral, along with coarseness and animality. Excessive Mental confers too +much mind for body, too much sentimentalism and exquisiteness, along +with greenhouse precocity. Whereas their equal balance gives an abundant +supply of vital energy, physical stamina, and mental power and +susceptibility. They may be compared to the several parts of a steamboat +and its appurtenances. The Vital is the steampower; the Motive, the hulk +or frame-work; the Mental, the freight and passengers. The Vital +predominating, generates more animal energy than can well be worked off, +and causes restlessness, excessive passion, and a pressure which +endangers outbursts and overt actions; predominant Motive gives too much +frame or hulk; moves slowly, and with weak Mental is too light freighted +to secure the great ends of life; predominant Mental overloads, and +endangers sinking; but all equally balanced and powerful, carry great +loads rapidly and well, and accomplish wonders. Such persons unite cool +judgment with intense and well governed feelings; great force of +character and intellect with perfect consistency; scholarship with sound +common sense; far seeing sagacity with brilliancy; and have the highest +order of both physiology and mentality." + +The Salesman should thoroughly acquaint himself with the characteristics +of each of the three temperaments, and should also learn to analyze them +when found blended and in combination. An understanding of a man's +temperament will often give one the key to his general character and +disposition, which will be of the greatest advantage to the Salesman. +Many students of human nature devote their entire attention to a study +of the several faculties of the mind, ignoring the force and effect of +the temperaments. We consider this to be a mistake, for a thorough +knowledge of the temperaments gives one a general key to character, and, +as a fact, it is generally found that given a certain temperament or +combination of the same, a good phrenologist will be able to indicate +just what faculties are apt to be found in the ascendency in such a +character. And as the average Salesman cannot spare the time to become +an expert phrenologist, it will be seen that a correct knowledge of the +temperaments gives him his best working knowledge of the subject of +character reading. + +Let us now consider the various groups of mental faculties which are +manifested by the buyer in his business, and which should be understood +by the Salesman in order that he may successfully meet the impulses +arising therefrom in the mind of the buyer. Our consideration of these +groups of faculties must necessarily be brief, but we shall include the +essential features. + +_The Social Faculties._ This group of faculties includes _Amativeness_ +or Sexuality; _Conjugality_ or Marital Inclination; _Parental Love_ or +Love of Offspring; _Friendship_ or Love of Companionship; +_Inhabitiveness_ or Love of Home. Phrenology teaches that this group of +organs occupies the lower back portion of the head, giving the +appearance of bulging behind the ears. _Amativeness_ or Sexuality when +highly developed causes one to be at the mercy of the attraction of the +opposite sex. While normally developed it plays a worthy part in life, +its excessive development manifests in licentiousness, and when +deficient manifests in an aversion to the opposite sex or a coldness and +reserve. Persons in whom this faculty is in excess will neglect business +for sex attraction, and will allow themselves to be "sidetracked" by +reason thereof. In selling a man of this kind, keep him away from this +particular subject, or he will not give you his attention. _Conjugality_ +or Marital Inclination when highly developed causes one to be largely +influenced by one's companion in marriage. A man of this kind will be +largely governed by his wife's wishes, tastes and desires, consequently +if his wife "says so" the battle is won. Some men, however, while having +Amativeness largely developed, have but small Conjugality, and if one +love is not found satisfactory, another is substituted--an "affinity" +takes the wife's place. _Parental Love_ or Love of Offspring when highly +developed causes one to idolize his children and to be capable of +influence through them. Such men are prone to relate anecdotes regarding +their children and to bore listeners with recitals of infantile +brightness and precocity. They generally have photographs of their +children about their desks. An appeal to the interests of the children +always reaches the attention and interest of these people. _Friendship_, +or Love of Companionship, when highly developed causes one to seek +society, form attachments of friendship, enjoy social pleasures, do +favors for those whom they like, enjoy entertaining and being +entertained. Such a man will be more apt to base his business dealings +upon likes and acquaintance rather than upon reason or judgment, and are +comparatively easily persuaded by those whom they like. An appearance of +sociability generally attracts them to those manifesting it. The +quality of "good fellowship" appeals to this class. _Inhabitiveness_ or +Love of Home when highly developed causes one to become _attached to +places_, localities and associations. Such a man will be full of +patriotism, local pride and prejudice and provincialism. He will resent +any apparent "slur" upon his locality, and will appreciate any favorable +comment on his home place and locality. These people are like cats who +are attached to places rather than to people. Their township is usually +their idea of "my country." + +_The Selfish Faculties._ This group of faculties includes +_Vitativeness_, or Love of Life; _Combativeness_, or Love of Opposing; +_Destructiveness_, or Love of Breaking Through; _Alimentiveness_, or +Love of Appetite; _Bibativeness_, or Love of Drink; _Acquisitiveness_, +or Love of Gain; _Secretiveness_, or Cunning; _Cautiousness_, or +Prudence; _Approbativeness_, or Love of Praise; _Self Esteem_, or Self +Reliance. Phrenology teaches that this group of organs occupy the sides +of the back part of the head. _Vitativeness_, or Love of Life, when +highly developed causes one to manifest a determination to live, and a +great fear of death. Anything promising increased health or long life +will greatly attract these people, and anything arousing a fear of ill +health or death will influence them greatly. These people are excellent +customers for health appliances, books on health, etc. _Combativeness_, +or Love of Opposing, when highly developed causes one to desire a +"scrap" or an argument or debate. These people can best be handled by +seemingly allowing them to win in argument, and then leading them to +suggest the thing that the Salesman has had in his mind all the time. +These people may be led, or coaxed, but never driven. With them it is +always a case of "sugar catches more flies than vinegar," or of the hot +sun causing the man to drop the cloak which the fierce north wind was +unable to blow away from him. A man of this kind will be so pleased at +beating another in an argument on a minor point, that he will forget the +main point and will be in a humor to be persuaded. Always avoid a direct +argument or dispute with these people on important points--they will let +their pride of combat obscure their judgment. But they will be ready to +bestow favors on those whom they believe they have worsted in argument. +_Destructiveness_, or Love of Breaking Through, when highly developed +causes one to take great pleasure in doing things in new ways; in +breaking precedents and defying authority, and in breaking down +obstacles. If you can arouse this spirit in such a man, by showing him +how he may do these things with your goods, he will fall in line. A man +of this kind may be interested at once in any proposition whereby he may +be enabled to do something in a novel way here--to defy opposition or +established custom--or to break down opposing obstacles. The keynote of +this faculty is: "Make Way." _Alimentiveness_, or Love of Appetite, when +highly developed causes one to incline toward gluttony and gormandizing, +and to place undue importance upon the pleasures of the table. A man of +this kind "lives to eat" instead of "eating to live," and may be reached +through his weakest point--his stomach. To such a man a good dinner is +more convincing than a logical argument. _Bibativeness_, or Love of +Drink, when highly developed causes one to manifest an inordinate taste +for liquids of all kinds. In some cases, where alcoholic drinks are +avoided by such people, they will run to excess in the direction of +"soft drinks" such as ginger ale, soda water, etc. It does not follow +that these people are fond of the effects of alcohol, the craving +seemingly being for liquids in some form. Such people, if their +appetites are not controlled, will let their taste for drinks run away +with their judgment and reason. + +_Acquisitiveness_, or Love of Gain, when highly developed causes one to +be very grasping, avaricious, and often miserly. But, when not so highly +developed, it causes one to manifest a keen trading instinct, and is a +necessary factor in the mental make-up of the successful merchant. Those +in whom it is highly developed will be interested in any proposition +which seems to them to promise gain or saving. In selling such a man, +the effort should be to keep the one point of _profit or saving_ always +in evidence. In some cases this faculty, too highly developed and not +counterbalanced by other faculties, will make a man "penny wise and +pound-foolish," and will focus his mental gaze so closely on the nickel +held close to his eye that he will not see the dollar a little further +off. The "money talk" is the only one that will appeal to these people. + +_Secretiveness_, or Cunning, when highly developed causes one to incline +toward double-dealing, duplicity, trickery and deception. It is the +"foxy" faculty, which, while useful to a certain degree, becomes +undesirable when carried to excess. In dealing with a man of this kind, +be on guard so far as accepting his statements at full value is +concerned. Accept his statements "with a grain of salt." Those who wish +to "fight the devil with his own fire" can reach these people by +allowing them to think that they are overreaching or getting the best of +the Salesman. The Salesman who is apparently defeated by these people, +is very apt to have discounted their methods in advance, and has mapped +out his line of retreat in advance so that the defeat is really a +victory. These people often will sacrifice a real advantage concerning a +big thing for the sake of tricking one out of a small advantage. To +trick another causes them to feel a glow of righteous well-being and +self-satisfaction, and makes them forget the main point in the deal. A +small victory thus won acts on them like the good dinner to the +Alimentive man, or flattery to the Approbative person. A faculty +developed to excess is always a weak point which can be used by others +who understand it. + +_Cautiousness_, or Prudence, while an admirable quality when normally +developed, becomes, when highly developed, an undesirable quality. When +highly developed it causes one to be over-anxious, fearful, afraid to +act, liable to panic, etc. These people must be cultivated carefully, +and led to acquire confidence and trust. One should be very careful in +dealing with these people not to cause suspicion or alarm. They should +be treated with the utmost fairness, and given full explanations of +matters of which they are in doubt. As a rule they are very slow in +giving confidence, but when they once place confidence in a person they +are very apt to stick to him. Their very fearfulness acts to prevent +their making changes when confidence is once secured. These people +cannot be "rushed," as a rule--they require time in order to gain +confidence. They are, however, subject to an occasional "rush" by reason +of their panicky disposition, if they can be made to fear that if they +do not act some competitor will be given the chance, or that prices will +advance if they do not order at once. These people must be handled +carefully, and the Salesman who masters their nature will be well repaid +for his trouble and pains. + +_Approbativeness_, or Love of Praise, when highly developed causes one +to be susceptible to flattery, desirous of praise, fond of "showing off" +and displaying himself, vain, sensitive to criticism, and generally +egotistical and often pompous. This quality when highly developed is a +weakness and gives to an adversary a powerful lever to work. The +Salesman, while secretly detesting this quality in a buyer, nevertheless +finds it a very easy channel of approach and weapon of success, when he +once understands its characteristics. These people can be reached by an +apparent "falling in" with their opinion of themselves, and a +manifestation of the proper respect in manner and words. These are the +people to whom the "soft soap" is applied liberally, and who are carried +away by an apparent appreciation of their own excellence. They will be +willing to bestow all sorts of favors upon those who are sufficiently +able to "understand" them, and to perceive the existence of those +superlative qualities which the cruel, cold, unfeeling world has +ignored. These are the people for whom the word "jolly" was invented, +and who are ready to absorb the available world-supply of that article. + +_Self Esteem_, or Self Reliance, is a very different quality from that +just described, although many people seem unable to make the +distinction. Self Esteem when highly developed causes one to appreciate +one's powers and qualities, while not blinding oneself to one's faults. +It gives a sense of self-help, self-respect, self-reliance, dignity, +complacency, and independence. Carried to an extreme it manifests as +hauteur, superciliousness, imperiousness and tyranny. It is a +characteristic of the majority of successful men who have made their own +way by their own efforts. These people insist upon having their own way, +and using their own minds--they resent apparent influence or +suggestions, and often deliberately turn down a proposition simply +because they think that an effort is being made to force them into it. +The best way to deal with these people is to frankly acknowledge their +right to think for themselves, both in your manner, tone and +actions--and to present the proposition to them in an impersonal way, +apparently leaving the whole matter to their own good judgment. A +logical appeal appeals to them providing you do not make the mistake of +pitting yourself against them as an opponent in argument. You may play +the part of the lawyer to them, but remember always they want to play +the part of judge, and not that of the opposing counsel. If a matter be +subtly suggested to them in such a way as to make them think that they +have thought it themselves, they will favor it. Always give them a +chance to think out the point themselves--they like it. One need not +cringe to or flatter these people. All that is necessary is to maintain +your own self-respect, but at the same time let them walk a little ahead +of you, or stand just a little bit higher--that is all they need to make +them feel comfortable. They much prefer being a little higher or ahead +of a strong man than a weakling--it is more complimentary to them. They +appreciate the one who forces them to use their heaviest guns--but who +finally allows them to claim the victory. + + + + +CHAPTER V + +THE MIND OF THE BUYER (CONTINUED) + + +_The Faculties of Application._ This group consists of two qualities: +that of _Firmness_, or Decision; and that of _Continuity_, or Patience. +These faculties, together with Self-Esteem, are located at the +upper-back, or back-upper, part of the head. + +_Firmness_, or Decision, when highly developed causes one to manifest +stability, tenacity, fixedness of purpose, often reaching the point of +obstinacy, mulishness and stubbornness. These people cannot be driven, +or forced into anything. They are "mighty set" in their ways, and when +they once take a position are very apt to stick to it "right or wrong." +They are apt to fight to the last ditch for what they consider +principle, and will hold on to the end in what they believe to be right. +To attempt to drive them by force is to dash one's head against a stone +wall. The only way to handle these people is to endeavor to get them +interested in your side of the case before they have "set" their minds +and made up their opinion. If they have already been prejudiced against +your case, the only way is to give up the fight from the front, and +endeavor to present the matter from a different viewpoint, or angle, so +that new points will be presented which take the matter out of the old +category. These people will never give in unless they can say: "Oh, that +of course alters the matter entirely;" or "Oh, well, that places it in a +new light;" or "That is an entirely different proposition," etc. Leave +them victors of the positions upon which they are "set," and endeavor to +enlist their interest upon some new aspects, points, or principles--you +have at least an even chance of winning on the new point, whereas you +have none whatever on the old one. If, however, you can fit your case to +some of their established prejudices, for or against, you have won your +battle, for their quality of stability will then be employed in your +favor instead of against it. You will have to fit your case to their +moulds--cut your garment according to their pattern. A stubborn and +balky horse or mule can often be started in motion by turning its +attention to a new thing--such as putting a piece of twisted paper in +its ear, adjusting its harness in a new way, etc. The same principle +will work on stubborn men, "set" in their ways. Get their mind off the +point in question, and they will be rational. Let them have their own +way about their own points--and then plan a flank or rear attack on +them. You cannot batter down their stone-wall--you must either soar over +it, tunnel under it, or else go around it. + +_Continuity_, or Patience, when highly developed causes one to "stick +to" a thing once undertaken; to manifest patience and perseverance, and +to give up the mind to one thing to the exclusion of others. It is +difficult to interest these people in new things--they instinctively +distrust the _new_ idea or thing, and cling to the old. These people are +very conservative and dislike change. They can be dealt with best by +avoiding shocking them with entirely _new_ things, and by carefully +attaching the newer idea or thing to the old so that it seems a part of +the latter. New things under old names do not disturb these people as +much as old things under new names--it is the form and name, rather than +the substance with them. Old wine in new bottles they abhor--but new +wine in old bottles they will stand. Arguments based on "old +established" things, or "good old-time" things, appeal to them. Things +must be "respectable," "well-established," "standing the test of years," +"no new-fangled notion," etc., to appeal to them. Beware of trying new +and startling changes on them--they will be prejudiced against you at +once. Fall in with their ideals, and they will be excellent friends and +steady customers. The words "conservative" and "established" sound well +to their ears. On the contrary, people in whom this faculty is deficient +will incline toward new things because they are new. This faculty, +either in excess or when deficient, strongly affects the judgment, and +must be taken into consideration by the Salesman. + +_The Religio-Moral Faculties._ This group of faculties includes +_Conscientiousness_, or Moral Principle; _Hope_, or Optimism; +_Spirituality_, or other-worldliness; _Veneration_, or Reverence; and +_Benevolence_, or Human Kindness. The organs manifesting these +qualities are located in the front-top of the head. + +_Conscientiousness_, or Moral Principle, when highly developed gives one +a high sense of right, justice, truth, virtue, and duty. In dealing with +these people be particularly careful to make no misstatements, +misrepresentations, and exaggerations, but to adhere closely to the +facts of the case. Avoid also any appearance of trickiness or sharp +practice, stories of shrewd bargains, etc. These people become staunch, +firm friends if dealt with as they deserve, but become prejudiced +against people and houses whom they suspect of unfair dealings, or in +whom they lose confidence. Their keynote is "right's right"--and you +should adhere to it in all dealings with them. They are "the salt of the +earth," and it is a pity that there are not more of them. It is true +that sometimes this faculty seems to become perverted into phariseeism +and hypocrisy--but, then, every good thing has its counterfeit, and the +thing to do is to distinguish between the true and the false, here as +elsewhere. + +_Hope_, or Optimism, when highly developed causes one to look on the +bright side of things, expect favorable outcomes, look confidently +forward, and expect much from the future. Its perversion manifests in +visionary dreams and castle-building. These people are amenable to +appeals to future success, bright prospects, cheerful outlook, and new +undertakings which seem promising. They become enthusiastic when +propositions are properly presented to them, and prefer to deal with +Salesmen of similar mental characteristics. These people are natural +"bulls" in business--beware of posing as a "bear" when dealing with +them. They relish a good cheering, cheerful talk more than anything +else. They are good people to deal with, particularly if the quality in +question is balanced by caution and trained by experience. + +_Spirituality_, or Other-worldliness, when highly developed tends to +cause one to live on mental heights above the things of ordinary +material existence; to trust to the "inner light;" to incline toward +mysticism; and to experience a religious consciousness above the +ordinary. When manifested in a lesser degree it is evidenced by the +ordinary "religious" feeling. Perverted, it manifests as superstition, +credulity and "psychism." The people in whom this faculty is active seem +to feel that business is a degrading necessity, and they are never +thoroughly at home in it, unless the goods handled happen to be along +the lines of their general inclination, as for instance, religious +books, etc. Consequently, their business traits and tastes arise from +the other faculties, rather than from this particular one. However, they +are easily prejudiced against one whom they imagine does not agree with +them in their beliefs and convictions, and are apt to be swayed rather +more by feeling, emotion and sentiment than by cool judgment and pure +reason. They are usually strong in their likes and dislikes, and are +susceptible to appeals to their imagination. + +_Veneration_, or Reverence, when highly developed causes one to manifest +reverence and extreme respect to authority of all kinds. These people +are usually good church members and law abiding citizens. In business, +the faculty is apt to cause them to place great stress upon authority +and example. If some large merchant has ordered certain goods, they +will be impressed by his example. They regard testimonials and +recommendations highly. In dealing with them one must avoid speaking +lightly of any thing or person esteemed by them, for they will be quick +to resent it. They are usually decidedly conventional, and aim to meet +the full requirements of "respectability" and social customs. + +_Benevolence_, or Human Kindness, when highly developed causes one to +manifest sympathy, kindness, generosity, and philanthropy. These people +are altruistic and always ready to do another a good turn. They are +moved by their feelings rather than by their reason and judgment, and +will often base their business transactions rather more upon +friendliness and personal feeling than upon cold business judgment and +policy. They are generous where their sympathies and feelings are +interested, and are too often taken advantage of by selfish people who +play on their unselfish natures. Too often are they considered "easy," +and are imposed on accordingly. The personal equation of the Salesman +plays an important part in dealing with these people. + +From these several groups of faculties arise many combinations of +character in people. While it is true that there is almost infinite +variety among people, nevertheless, it is true that there are a few +general classes into which the majority of buyers may be fitted or +grouped for convenience. Let us now consider some of the more common +classes, and see how the faculties, in combination, manifest themselves. + +_The Argumentive Buyer._ This man finds his greatest pleasure in +arguing, combating and disputing with the Salesman--argument for the +sake of argument, not for the sake of truth or advantage. This trait +arises from developed Combativeness and Destructiveness. Do not take +these people too seriously. Let them enjoy a victory over you on minor +points, and then after yielding gracefully coax them along the main +lines of the selling talk. At the best, they are arguing over terms, +definitions, forms, etc. and not over _facts_. Let them make their own +definitions, terms and forms--and then take their order for the goods +which you have fitted into their side of the argument. If, however, the +argument is based upon true reasoning and with a legitimate intent, +then reason with him calmly and respectfully. + +_The Conceited Buyer._ This fellow is full of Approbativeness. We have +told you about him elsewhere. Meet him on his own plane, and give him +the particular bait indicated for his species--he will rise to it. +Appearing to defer to him, you may work in your arguments and selling +talk without opposition. Prefacing your explanation with "As you know by +your own experience;" or "as your own good judgment has decided;" etc., +you may tell your story without much opposition. You must always let him +feel that you realize that you are in the presence of a great man. + +_The "Stone Wall" Buyer._ This man has Self Esteem and Firmness largely +developed. We have told you about him under those two headings. You must +fly over, tunnel under, or walk around his stone wall of reserve and +stubbornness. Let him keep his wall intact--he likes it, and it would be +a shame to deprive him of it. A little careful search will generally +show that he has left his flanks, or his rear unguarded. He will not let +you in the front door--so go around to the kitchen door, or the +side-door of the sitting room--they are not so well guarded. + +_The Irritable Buyer._ This is an unpleasant combination of +Approbativeness and Combativeness, in connection with poor digestion and +disordered nerves. Do not quarrel with him, and let his manner slide +over you like water off a duck's back. Stick to your selling talk, and +above everything keep cool, confident, and speak in even tones. This +course will tend to bring him down. If you show that you are not afraid +of him, and cannot be made angry--if your tones are firm yet under +control and not loud--he will gradually come down to meet you. If you +lose your own temper, you may as well walk out. Simply ignore his +"grouch"--deny it out of existence, as our New Thought friends would +say. + +_The "Rough Shod" Buyer._ This man has large Destructiveness, and Self +Esteem, and wants to run things himself. He will try to ride rough shod +over you. Keep cool, even-tempered, self-possessed, and firm yet +respectful. Do not let him "rattle" you. It is often more of a "bluff" +than anything else. Keep on "sawing wood;" and do not be scared off. +These people are often but "lath-and-plaster" instead of the iron and +steel they appear to be at first sight. Keep firm and calm, is the +keynote in dealing with them. + +_The Cautious Buyer._ This man generally has Cautiousness and Continuity +well developed, and Hope deficient. He is conservative and fearful. +Avoid frightening him with ideas of "new" things or "experiments." If +you are selling new things or ideas, manage to blend them in with things +with which he is familiar--associate the new and unfamiliar with the old +and familiar. And be conservative and careful in your talk, do not give +him the idea that you are a radical or a "new fangled idea" man. To him, +be an "old fashioned person." + +_The Cunning Buyer._ This fellow has large Secretiveness or Cunning--he +belongs to the fox tribe. He likes to scheme out things for himself, so +if you will content yourself with giving him broad hints, accompanied by +expressive glances, regarding what can be done with your goods, he will +be apt to scheme out something in that direction, and thinking he has +done it all himself, he will be pleased and interested. Let him know +that you appreciate his shrewdness, particularly if he shows that his +Approbativeness is well developed. But, if not, better let him think +that he is deceiving you regarding his true nature. The majority of +cunning people, however, take pride in it, and relish a little grim +appreciation of their quality. + +_The Dignified Buyer._ This man has large Self Esteem, and probably also +large Approbativeness. In either case, let him play the part for which +Nature has cast him, and you play yours. Your part is in recognizing and +respecting his dignity, by your manner and tone. Whether the dignity be +real or assumed, a recognition of and falling in with it is appreciated +and relished. Imagine that you are in the presence of your revered +great-grandfather, or the bishop, and the rest will be easy. We once +knew of a jovial, but indiscreet, salesman who lost a large sale to a +buyer of this kind, by poking him in the ribs and calling him "old +chap." The buyer barely escaped an attack of apoplexy--the Salesman +entirely escaped a sale. + +_The "Mean" Buyer._ This man is moved by Acquisitiveness. He is +suspicious of you from the start, for he feels that you intend to get +some money from him. Don't blame him--he's built that way. Instead, get +his mind off the subject and on to another, by plunging in at once with +the statement that you have something upon which _he can make money_, or +something that _will save him money_. Emphasize these points, and you +will have aroused his curiosity. Then proceed along the same +lines--something to make money for him, or something to save money for +him--these are the only two arguments he can assimilate. + +_The Intelligent Buyer._ These people depend almost entirely upon reason +and judgment. They are scarce. When you meet one of them, drop all +attempts to play upon weak points, prejudices or feelings, and confine +yourself strictly to logical and rational statements, presentation of +your proposition, and argument thereon. Do not attempt sophistry, +argument from false premises, or other fallacies. He will detect them at +once, and will feel indignant. Talk straight from the shoulder, and +confine yourself to facts, figures, principles, and logic. + +So far we have dealt with the voluntary or outer mind of the buyer. Let +us now consider his involuntary or inner mind. There are many other +terms used by psychologists to designate these two phases of mind--the +important fact is that there are _two_ phases or planes of mind which +are operative in a sale. Let us see how they work, rather than what they +are, or what they are called. + +Discarding, for the time being, the current psychological theories and +terminology, let us take a plain look at the facts of the case. A little +consideration will show us that there are two parts to a man's mind--or +two phases of activity. In the first place, there is a part of one's +mind which acts as does the mind of the higher animal, the savage, the +child. That is, it acts upon impulse and without restraint of the will. +Its attention is easily attracted, but held with difficulty unless the +interest and curiosity is awakened. It is curious, fond of novelty, +inquisitive, impulsive, easily persuaded in certain directions, +susceptible to impressions, amenable to suggestion, imitative, subject +to panic, apt to "follow my leader," emotional, depending upon feeling +rather than upon reason, subject to persuasion and coaxing, and acting +almost automatically in response to awakened desire. Let us think of +this part of the mind as the inheritance of the race from the past--the +instinctive mind--the elemental mind of the race before Intellect +mounted its throne. This part of the mind is possessed by every +individual of the race. No matter how highly developed the individual +may be, he has this part of the mind. No matter how much he may be in +control of it, it is always there as a background and basis of his other +kind of mind. The difference in the self-control of individuals depends +almost altogether upon the other part of the mind, which we shall now +consider--the Voluntary Mind, in which the Intellect and Will are the +predominant elements. The phase which we have just considered may be +called the Involuntary Mind, in which Desire and Feeling are the +predominant elements. + +The Voluntary Mind has come to man in the course of evolution. It is not +nearly so highly developed in the majority of people, as one might at +first suppose. The majority of the race have the Involuntary Mind +predominant, and are swayed more by feeling and desire than by intellect +and will. Those in whom the Voluntary Mind is highly developed place the +intellect over the feelings--the will over the desires. They submit +their feelings to the inspection and approval of their intellect, and +hold their desires in check by their will. We are in the habit of +thinking of will as a something which acts--but in the majority of +instances it is found to be employed in checking action of the +desires--in holding back rather than in pushing forward. One of the +chief duties of the developed will is that of inhibition, or restraint. +And inhibition depends upon the decision of the judgment or intellect. +The animal, savage, or child has but little power of this kind--the +average individual has more than the child or savage but less than the +developed individual--the developed individual has better self-control, +and subordinates his emotional desires and feelings to his judgment and +will, by inhibition or restraint. Every individual has both of these +phases of mind--the Involuntary and Voluntary--the latter, however, +being manifested in an infinite variety of degrees of development and +power. Back of every Involuntary Mind is to be found the protecting +Voluntary Mind--and likewise, back of every Voluntary Mind, no matter +how strong it may be, there is ever the Involuntary Mind chafing under +restraint and striving to escape its master's eye and express itself in +its own way. And the master often relaxes its attention, or gets tired +of its strenuous task, and then the hidden nature "plays while the cat's +away." + +Perhaps the Salesman may be able to remember this classification of the +two phases of the mind, by picturing them as _two partners_ engaged in +business. The Salesman is trying to secure the trade of the firm. The +one brother is an easy-going fellow, possessing curiosity and childish +interest, capable of being "jollied," persuaded and coaxed, and +apparently acting always from his momentary desires and feelings, +desirous of appearing well in the eyes of others, and anxious to make a +good impression, finding it easier to say "Yes," than "No"--easier to +fall in with the wishes of others than to oppose them, being vain and +complaisant. This partner's name is "Easyboy." The other partner is an +entirely different sort of fellow. He is cold and calculating, +manifesting very little feeling or emotion, submitting everything to his +reason and judgment, not moved by prejudices for or against, driving a +close bargain and resenting attempts to coax or drive him. His name is +"Hardfellow." + +In the firm of "Easyboy and Hardfellow," the work is divided. "Easyboy" +has much to do about the place, attending to many things for which his +temperament specially fits him. "Hardfellow," however, does the buying, +for experience has taught him that "Easyboy" is not fitted for the task, +being too much under the sway of his feelings and being too easily +influenced. "Easyboy" never could say "No," anyway--but "Hardfellow" +finds it almost as hard to say "yes." So "Hardfellow" does the buying, +but "Easyboy" always "hangs 'round" when a salesman is talking, for he +is naturally inquisitive, and, being jealous, rather resents +"Hardfellow's" authority in the matter. Sometimes he breaks in, and +"Hardfellow" lets him have his say, and at times indulges him in minor +purchases, for being a partner he must accord him some consideration in +spite of the arrangement regarding duties. A strange thing is that +"Easyboy" is possessed of the notion that he would make an ideal buyer, +far better than "Hardfellow" in fact, and he loses no opportunity of +manifesting his supposed quality, notwithstanding the fact that he +usually makes a bungle of it. + +For "Hardfellow" is often so busy that he cannot give his full attention +to the business of buying; then again he becomes tired and at such times +his judgment is not so good, and he is apt to be influenced by "Easyboy" +at such times; and, again, he becomes interested in one feature of the +purchase and overlooks the others--at such times "Easyboy" "gets in his +fine work," and takes a hand in the buying. The Salesmen who visit the +firm are fully aware of this condition of affairs, and plan things so as +to have "Easyboy" on hand and able to play his part. They can do +anything with him, and the more he is in evidence the better are their +chances. If he had his way he would buy corner lots in the moon, or +gold-bricks minus the plating. He likes to say "Yes" when coaxed, +jollied or led. But the Salesmen having a straight business proposition +of merit get along well with "Hardfellow," for he is reachable on such +lines when logically presented and explained in a business way. Even +such Salesmen, however, find "Easyboy" a valuable ally, for he often +gets them a hearing when "Hardfellow" is busy or otherwise not disposed +to listen. And so, they all find it an important question to get +"Easyboy" on the scene at "Hardfellow's" elbow. Some claim to have +discovered a method whereby they can "sidetrack" "Hardfellow" and get +"Easyboy" to do the buying. And rumor even has it that there have been +unscrupulous individuals who have happened around when "Hardfellow" was +taking his _siesta_ after a full dinner, and who then played upon +"Easyboy's" weakness in a shameful manner. The firm deny these rumors, +but there is an old gold brick holding back a door at the back part of +the store; and a big bundle of worthless shares in a nicely printed +gold-mine and a deed for a quarter-section of the blue sky, in the +safe--so there may have been something in the tale, after all. + +Every mind is an "Easyboy and Hardfellow" firm. Both partners are in +evidence. In some cases "Easyboy" has far more sway and influence than +his more capable partner; in others they have equal authority; in a +third, "Hardfellow" asserts his right and ability, and "Easyboy" has to +take a back seat under protest. But the same principle is true of them +all. And this fact is taken into consideration by men of the world who +understand the true state of affairs. If anyone doubts this statement of +psychological facts, let him analyze himself, and look back over his own +experience. He will find that "Easyboy" has played him many a sad trick +in the past, and the "Hardfellow" has been "off his job" more than once. +Then let him begin to analyze others with whom he comes in contact--he +will see the same state of affairs existing there. And yet there is no +mystery about the matter--it is all in accordance with known +psychological laws. Some writers on the subject of Salesmanship rather +solemnly assure us that the "Easyboy" part of the mind is a "higher +mind"--but it is not. It belongs to the _instinctive_ stage of mental +development, rather than to the _rational_. It is an inheritance from +the past--that past in which men were moved entirely by feeling and +emotion, before reason came to its present stage of development. If it +is "higher" why is it a fact that the lower races and individuals +manifest it to a greater extent than the higher ones? This part of the +mind gives vitality and energy to one, but unless it be controlled by +Intellect and Will it is apt to prove a curse. + + + + +CHAPTER VI + +THE PRE-APPROACH + + +Nearly all teachers of or writers upon Salesmanship lay much stress upon +what is called "The Pre-Approach," by which term is indicated the +preliminaries leading up to the Approach or Interview with the Buyer. + +What we have said under the head of "The Mind of the Salesman" is really +a part of the Pre-Approach, for it is in the nature of the preparation +of the mind of the salesman for the interview with the buyer. But there +is more than this to the Pre-Approach. The Pre-Approach is the mapping +out of the campaign--"organizing victory" it has been called. It is the +accumulation of ammunition for the fight, and the laying out of the +strategy. Macbain says: "The Pre-Approach is the groundwork upon which +the salesman builds. It comprises all the information obtainable by him +that will be of importance in making his approach in selling the +customer. * * * A sale, in fact, resembles chimney-building, in which it +takes more time for preliminary scaffold-making than it does to build +the permanent structure once the scaffold is made." + +In the first place, an important part of the Pre-Approach is a correct +and complete knowledge of your goods. Too many men rush to the Approach +without knowing what they have to sell. It is not enough to know brands +and prices--one should _know_ his goods from top to bottom, inside and +outside, from the raw material to the finished article. He should feel +perfectly at home with his goods, so that he may have full information +regarding them on tap, and thus have his mind free for the strategy of +the sale. A little close, earnest intelligent study of one's line of +goods will not only supply one with an efficient weapon, but will also +impart to him a sense of certainty and confidence that he cannot have +otherwise. What would be thought of a teacher of natural history who did +not understand animals? And yet many salesmen are equally as ignorant +about their subject. + +The salesman should understand his goods so thoroughly that he could +write a treatise on them, or demonstrate them before an audience of +experts or of persons entirely in ignorance of them--the latter being +probably the hardest task. He should be able to explain their particular +virtues and characteristics to a man old in the same line, or to explain +them simply and plainly to one who had never seen them or who was +ignorant of their uses. We know of one salesman who was asked by his +little boy to explain a cash register to him, and who complied with the +request. He told us that he learned more about his cash register in the +process of that explanation than he had acquired in even the process of +the technical demonstration in the "salesman's school" at the factory. +It is not always policy for the salesman to air his knowledge of his +goods to his customer--such a course would generally bore the +latter--but he should know all about his goods, nevertheless. The man +who knows his goods in this way plants his feet on the solid rock and +cannot be swept away, while the man who builds on the shifting sand of +"half-knowledge" is always in danger. + +But the more popular branch of the Pre-Approach is the knowledge of the +customer. Get as many points regarding the characteristics, habits, +likes and dislikes of the customer as possible. Find out as much as you +can about his trade, and manner of conducting his business, as well as +his business history. Macbain says: "There is really no information +about a prospective customer that can be said to be valueless. On the +other hand, a knowledge of one or two of the characteristics of the man +to be approached may be considered sufficient, the ready intuition of +the salesman being relied upon for the rest. It is assumed, of course, +that a salesman will be able to call his man by name, pronouncing the +name correctly upon the very first interview. This is the prime +requisite, and the remaining knowledge should be grouped about this in +the order of its importance." + +The data regarding your prospective customer is obtainable in many ways. +Much of it you may obtain from your house if they have had previous +dealings with him. Other salesmen will also add to the data, but one +must be on the lookout here and not allow himself to be prejudiced +against the customer, or frightened by adverse reports regarding his +manner and characteristics coming from other salesmen. Pierce says: "It +would seem that the good characteristics of the prospect are desirable +to learn. But it is a conviction that by denying to one's self the +unfavorable things said about your prospect, you will not accentuate the +very qualities you hope to obviate. One attempt at a sale is recalled +where the prospect was said to be 'the meanest man on earth.' Almost +terrified by the description, the salesman went at the prospect the +wrong way; displeased him; lost the sale." + +Hotel clerks--or better still, hotel proprietors--are often very well +informed regarding merchants in their town, and often valuable +information may be obtained in this way, although the judgment and +experience of the hotel people must be appraised before basing one's own +opinion regarding the customer. Other customers may also be +diplomatically pressed into service in obtaining information regarding +their competitors, although allowance must always be made for the +personal bias in such cases. It is a good idea for the salesman to make +a record of these advance reports, so as to have them on file where he +may refer to them when needed. Some salesmen have a card index devoted +to this purpose, which they have found very useful. + +Another, and a very important point about the Pre-Approach is that of +developing the proper Mental Attitude in yourself. You must get +_yourself_ right first, before you can get anything else right. Pierce +says regarding this: "Someone has said that the greatest bane to selling +goods is fear. As a matter of fact, the only thing you are afraid of is +that you won't make the sale,--get the check. But, if you waive this +point, and say, 'Now, I don't care whether I get this sale or not. I do +know this: I am honest, my goods are honest, and if this man does not +want them there are plenty of men who do,' you will find the fear +melting like the mist before sunshine. Fear cannot live in the presence +of your smile, your confidence, your knowledge of the business and your +industry." + +In this connection, re-read what we have said to you regarding the "I" +and "Self-Respect" in the chapter entitled "The Mind of the Salesman." +This chapter was written to cover just such cases as the one in +question. If you can realize the "I" within you, your fear will +disappear quickly. Remember, "there's nothing to fear but Fear." + +Many successful salesmen state that they overcame their early fear and +timidity by filling themselves with auto-suggestions that they were +calling on the customer for the purpose of doing him a good turn--that +it was a good thing for the customer that the salesman was calling on +him, although he did not know it--and that he, the salesman must let +nothing stand in the way of doing that good turn to the customer, etc. +As ridiculous as this may appear to some, it will be found to work well +in many cases. And it is based upon truth, too, for if the goods are +right, and the prices are likewise, the salesman is doing the customer a +good turn. + +And right here, let us impress upon you the necessity of working +yourself up to the point of _believing thoroughly in your own +proposition_. You must get yourself into the state of mind in which, if +you were in the customer's place, you would surely want to take +advantage of it. You must convert yourself before you can expect to +convert the customer. We know an ad. man who tells us that he never +feels satisfied with an ad. that he is writing until he can make himself +believe that he wants to buy the article himself. And he is right. And +the salesman will do well to take a leaf from his book. Enthusiasm and +belief are contagious. If you believe thoroughly in a thing, you run a +much better chance of making others believe in it also, than if you feel +otherwise. You must learn to _sell to yourself_ first, then you may sell +to the customer. + +W.C. Holman, in "Salesmanship," says: "One cannot make others believe +what he himself believes, unless he himself is an earnest believer. +Dwight L. Moody swayed enormous audiences by the simple power of his own +wonderful earnestness. No one could listen to Moody without saying: +'This man believes absolutely every word he is speaking. If he feels +what he says so tremendously, there must be something in it.' If every +salesman realized how largely the attitude of the 'prospect' depended +upon the salesman's own mental attitude, he would be as careful to get +into the right frame of mind when he started out to approach a prospect +as he would be to carry a sample case. It is a simple matter for him to +do this. All that is necessary is for him to 'take account of stock' +just before he starts out--to enumerate to himself all the strong, +convincing points in his proposition--to consider the good high +qualities of the goods he is selling--run over in his mind the splendid +characteristics of his house--think of the great number of customers who +have bought his product--and of the supremely satisfying reasons why +other customers should buy his goods. In other words, before a salesman +starts to sell other men, he should sell himself. He should make this +sale to himself at the beginning of every day's work." + +The student should acquaint himself thoroughly with the creative force +of Suggestion and Auto-Suggestion in Character Building, and in +producing and maintaining the proper Mental Attitude. The volume of +this series entitled "_Suggestion and Auto-Suggestion_" gives both the +theory, principles and methods of applying Auto-Suggestion in the +directions named. One need no longer be a slave of his Mental Attitude. +On the contrary he may create and preserve the Mental Attitude he deems +advisable and necessary at any time. + +Mr. W.C. Holman, one of the best of the inspirational writers on +Salesmanship, gives the following interesting instance of the use of +Auto-Suggestion by a salesman. He says: "One of the best salesmen the +writer ever knew got up what he called his catechism. He used to put +himself through it every morning before starting out. Oftentimes he +repeated it aloud if he had the opportunity. The questions he would +repeat in a quiet tone, but the answers he would pronounce with all the +earnestness of which he was capable. His catechism ran somewhat as +follows: + +"Am I working for a good house? YES! + +"Has my house the reputation and prestige of being one of the best in +its line? YES! + +"Have we made hundreds of thousands of sales like the sales I am going +to make to-day? YES! + +"Have we an enormous body of satisfied users? YES! + +"Am I selling the best goods of the kind made anywhere in the world? +YES! + +"Is the price I am asking a fair one? YES! + +"Do the men I am going to call on need the article I am selling? YES! + +"Do they realize that now? NO! + +"Is that the very reason I am going to call on them--because at present +they don't want my goods, and haven't yet bought them? YES! + +"Am I justified in asking a prospect's time and attention to present my +proposition? BY ALL THE POWERS, YES! + +"Am I going to get into the office of every man that I call on, if there +is any earthly way to do it? YES! + +"Am I going to sell every man I call on to-day? YOU BET I AM!" + +Referring to the above "catechism" of Mr. Holman, we would say that if a +man would work himself up to the point of asking and answering these +questions in earnest, and would carry the spirit thereof through the +day, he would render himself almost invincible. A spirit like that is +the spirit of the Light Brigade, of Napoleon, of the Berserker Norseman +who made a way for himself. Such a man would make opportunities, instead +of begging for them. Such a man would be inspired. This is +Auto-Suggestion raised to the Nth Power. Try it--you need it in your +business! + +The second phase of the Pre-Approach is that of obtaining an interview +with the prospective customer, generally known as "the prospect." In +many instances the salesman is able to secure the interview by simply +walking into the presence of the prospect, the latter being in full view +in his store or office and no intermediary being present to intercept +the approach. In such cases the second phase of the Pre-Approach is +passed over, and the actual Approach is entered into at once. But in +other cases, particularly in the large office buildings of the principal +cities, the prospect is found to be in his private office, and the +salesman's advance is halted by a clerk, or even an office boy, and +there are certain preliminaries to be gone through with before an +interview may be obtained. In many cases, "big" men (or those who wish +to be considered "big") surround themselves with so much formality and +red-tape that it is quite a feat to run the gauntlet of the guardians of +the inner temple, and much tact, diplomacy, presence of mind, and often +strategy is required of the Salesman in order that he may "get at his +man." + +Macbain, in his work entitled "Selling," says of this stage: "Between +the pre-approach and the actual approach sometimes lies a trying time +for the salesman. It is no uncommon thing for a prospective customer to +keep a salesman waiting, either outside the office door and out of +sight, or inside and in the presence of the prospective buyer. This is +known as 'breaking the salesman's nerve.' It is often done with the idea +of deliberately making the salesman nervous and consequently unable to +make such an approach as otherwise would be possible. Perhaps one of the +most common forms of this is seen when the prospective customer appears +to be very busily interested in something at his desk and allows the +salesman to stand an indefinite length of time and then turns suddenly +upon him. This is especially disconcerting to the young man, but the +experienced salesman recognizes it as an indication that either the man +is very busy and actually hates to take his mind off his work, or that +he is afraid of being talked into something that he will later regret. +The salesman consequently shapes his introduction accordingly and will +in no wise be disconcerted by this attempt as it will enable him to +study carefully the outward characteristics of the man whom he is about +to approach." + +In many cases this waiting is forced on the salesman by a prospect who +also knows something of the laws of psychology--for such knowledge is +not confined to the salesman by any means, the buyer having posted +himself in many cases. In the game of checkers or draughts quite an +important advantage accrues to the player securing what is technically +known as "the move," which, however, is a very different thing from the +"first play." There is in the psychology of the sale, or of the +interview between two people of equal strength, a something which +corresponds very closely with "the move" in checkers. This something +gives a decided advantage to the person securing it, and it is worth +striving for. This something is subtle and almost indescribable, +although apparent to every one who has dealings with his fellow men. It +seems to be a matter of mental balance and poise. The salesman, if he be +well balanced and poised, is "positive" to the buyer, the latter being +in a listening, and therefore passive, attitude. So far the salesman has +"the move," which however he may later lose if the prospect plays +scientifically. Well, to get back to the "waiting" stage, the prospect +by disturbing the salesman's poise, and "breaking his nerve" by keeping +him waiting on the anxious bench in a state of suspense, often manages +to get "the move" on him, unless he understands the psychology of the +process and accordingly avoids it. Suspense is the most nerve-breaking +mental state on the psychological list, as all realize who have +experienced it. Beware of losing "the move." + +An important factor in getting past the stockade of the outer office is +the consciousness of Self Respect and the realization of the "I" of +which we have spoken. This mental attitude impresses itself upon those +who guard the outer works, and serves to clear the way. As Pierce says: +"Remember, you are asking no favors; that you have nothing to apologize +for, and that you have every reason in the world for holding your head +high. And it is wonderful what this holding up of the head will do in +the way of increasing sales. We have seen salesmen get entrance to the +offices of Broadway buyers simply through the holding of the head +straight up from the shoulders." But it is the Mental Attitude back of +the physical expression that is the spirit of the thing--don't forget +this. + +The Mental Attitude and the physical expression thereof instinctively +influence the conduct of other people toward one. We may see the same +thing illustrated in the attitude and action of the street boy toward +dogs. Let some poor cur trot along with drooping ears, timid expression, +meek eyes, and tail between his legs, and the urchin will be apt to kick +him or throw a rock at his retreating form. Note the difference when the +self-respecting dog, with spirit in him, trots past, looking the boy +fearlessly in the eye and showing his sense of self-respect and power to +back it up in every movement. That dog is treated accordingly. There are +certain people whose manner is such that they do not need to ask respect +and consideration--it is given them as a matter of right and privilege. +People stand aside to give them room, and move up in street cars that +they may have a seat. And it does not necessarily follow that the person +to whom this respect is shown is a worthy individual or a person of fine +qualities--he may be a confidence man or a swindler. But whatever he is, +or may be, he has certain outward mannerisms and characteristics which +enable him to "put up a good front" and which carry him through. At the +back of it all will be found certain mental states which produce the +genuine outward characteristics and manner in the case of genuine +instances of persons possessing authority and high position, the +confidence man merely presenting a passable counterfeit, being a good +actor. + +It is often necessary for the salesman to send in a card to the inner +office. It is well for him to have some cards, well engraved in the +most approved manner, bearing simply his name: "Mr. John Jay Jones," +with his business appearing thereon. If he is travelling from a large +city, and is selling in smaller towns, he may have "New York," +"Chicago," "Philadelphia," "Boston," etc., as the case may be in the +corner of his card. If the name of his business appears on the card the +prospect often goes over the matter of a possible sale, mentally, +without the salesman being present to present his case, and then may +decline to grant an interview. The name, without the business, often +arouses interest or curiosity and thus, instead of hindering, really +aids in securing the interview. + +Regarding the discussion of the business with anyone other than the +prospect himself, the authorities differ. As a matter of fact it would +seem to depend largely upon the particular circumstances of each case, +the nature of the articles to be sold, and the character and position of +the subordinate in question. + +One set of authorities hold that it is very poor policy to tell your +business to a subordinate, and that it is far better to tell him +courteously but firmly that your business is of such a nature that you +can discuss it only with the prospect in person. Otherwise, it is held +that the subordinate will tell you that the matter in question has +already been considered by his principal, and that he is fully informed +regarding the proposition, and has given orders that he is not to be +disturbed further regarding it. + +The other set of authorities hold that in many cases the subordinate may +be pressed into service, by treating him with great respect, and an +apparent belief in his judgment and authority, winning his good-will and +getting him interested in your proposition, and endeavoring to have him +"speak about it" to his superior during the day. It is claimed that a +subsequent call, the day following, will often prove successful, as the +subordinate will have paved the way for an interview and have actually +done some work for you in the way of influence and selling talk. It is +held that some salesmen have made permanent "friends in camp" of these +subordinates who have been approached in this way. + +It would seem, however, as we have said, to depend much upon the +particular circumstances of the case. In some cases the subordinate is +merely a "hold-off," or "breakwater;" while in others he is a +confidential employee whose opinion has weight with the prospect, and +whose good-will and aid are well worth securing. In any event, however, +it is well to gain the respect and good-will of those in the "outer +court," for they can often do much in the way of helping or injuring +your chances. We have known cases in which subordinates "queered" a +salesman who had offended them; and we have known other cases in which +the subordinate being pleased by the salesman "put him next." It is +always better to make a friend rather than an enemy--from the office-boy +upward--on general principles. Many a fine warrior has been tripped up +by a small pebble. Strong men have died from the bite of a mosquito. + +The following advice from J.F. Gillen, the Chicago manager of the +Burroughs Adding Machine Company, is very much to the point. Mr. Gillen, +in the magazine "Salesmanship," says: "A salesman who has not proved +his mettle--and who, unfortunately, is not sure of himself--is likely +to be overcome by a sense of his own insignificance on entering the +private domain of the great man, rich man, or influential man, from whom +he hopes to get an order. The very hum and rush of business in this +boss's office are very awe-inspiring. The fact that there exists an +iron-clad rule, designed to protect the boss against intrusion, +forbidding the admittance of an uninvited salesman--and the fact that +the army of employees are bound by this rule to oppose the entrance of +any such visitor--combine to make an untried salesman morally certain of +his powerlessness; to make him feel that he has no justifiable reason +for presenting himself at all. Indeed he has none, if the awe which he +feels for red-tape, rules, dignitaries, has made him lose sight of the +attractions of his own proposition; has swallowed up his confidence in +what he has to offer and his ability to enthuse the prospect in regard +to it. * * * If you believe that your proposition will prove interesting +to the prospect and that he will profit by doing business with you, you +have a right to feel that the rule barring salesmen from his presence +was not intended to bar _you_. Convince yourself of this and the stern +negative of the information clerk will not abash you. You will find +yourself endowed with a courage and resourcefulness to cope with a slick +secretary who gives glibly evasive replies when you try to find out +whether Mr. Prospect is now in his office, whether he cannot see you at +once, and what reason exists for supposing you could possibly tell your +business to any subordinate in place of him. Once you are thus morally +sure of your ground, the hardest part of the battle is won. * * * _You +can see the prospect and get speech with him, no matter what obstacles +intervene, if your nerve holds out and you use your brains._" + +Remember this, always: The Psychology of Salesmanship applies not only +to work with the prospect, but also to work with those who bar the way +to him. Subordinates have minds, faculties, feelings and strong and weak +points of mentality--they have their psychology just as their employer +has his. It will pay you to make a careful study of their +psychology--it has its rules, laws and principles. This is a point often +overlooked by little salesmen, but fully recognized by the "big" ones. +The short cut to the mind of many a prospect is directly through the +mind of the man in the outer office. + + + + +CHAPTER VII + +THE PSYCHOLOGY OF PURCHASE + + +There are several stages or phases manifested by the buyer in the mental +process which results in a purchase. While it is difficult to state a +hard and fast rule regarding the same, because of the variety of +temperament, tendencies and mental habits possessed in several degrees +by different individuals, still there are certain principles of feeling +and thought manifested alike by each and every individual buyer, and a +certain logical sequence is followed by all men in each and every +original purchase. It follows, of course, that these principles, and +this sequence, will be found to be operative in each and every original +purchase, whether that purchase be the result of an advertisement, +display of goods, recommendation, or the efforts of a salesman. The +principle is the same in each and every case, and the sequence of the +mental states is the same in each and every instance. Let us now +consider these several mental states in their usual sequence. + +The several mental states manifested by every buyer in an original +purchase are given below in the order of sequence in which they are +usually manifested:-- + + I. Involuntary Attention. + II. First Impression. + III. Curiosity. + IV. Associated Interest. + V. Consideration. + VI. Imagination. + VII. Inclination. + VIII. Deliberation. + IX. Decision. + X. Action. + +We use the term "_original_ purchase" in this connection in order to +distinguish the original purchase from a repeated order or subsequent +purchase of the same article, in which latter instance the mental +process is far more simple and which consists merely in recognizing the +inclination, or habit, and ordering the goods, without repeating the +original complex mental operation. Let us now proceed to a consideration +of the several mental stages of the original purchase, in logical +sequence:-- + +I. _Involuntary Attention._ This mental state is the elementary phase of +attention. Attention is not a faculty of the mind, but is instead the +focusing of the consciousness upon one object to the temporary exclusion +of all other objects. It is a turning of the mind on an object. The +object of attention may be either external, such as a person or thing; +or internal, such as a feeling, thought, memory, or idea. Attention may +be either voluntary, that is, directed consciously by the will; or +involuntary, that is, directed unconsciously and instinctively and +apparently independently of the will. Voluntary attention is an acquired +and developed power and is the attribute of the thinker, student and +intellectual individual in all walks of life. Involuntary attention, on +the contrary, is but little more than a reflex action, or a nervous +response to some stimulus. As Halleck says: "Many persons scarcely get +beyond the reflex stage. Any chance stimulus will take their attention +away from their studies or their business." Sir William Hamilton made a +still finer distinction, which is, however, generally overlooked by +writers on the subject, but which is scientifically correct and which we +shall follow in this book. He holds that there are three degrees or +kinds of attention: (1) the reflex or involuntary, which is instinctive +in nature; (2) that determined by desire or feeling, which partakes of +both the involuntary and voluntary nature, and which although partly +instinctive may be resisted by the will under the influence of the +judgment; and (3) that determined by deliberate volition in response to +reason, as in study, scientific games, rational deliberation, etc. + +The first mental step of the purchase undoubtedly consists of +involuntary or reflex attention, such as is aroused by a sudden sound, +sight, or other sensation. The degree of this involuntary attention +depends upon the intensity, suddenness, novelty, or movement of the +object to which it responds. All persons respond to the stimuli arousing +this form of attention, but in different degrees depending upon the +preoccupation or concentration of the individual at the time. The +striking or novel appearance of an advertisement; the window-display of +goods; the appearance of the salesman--all these things instinctively +arouse the involuntary attention, and the buyer "turns his mind on" +them. But this turning the mind on belongs to Hamilton's first +class--that of the instinctive response to the sight or sound, and not +that aroused by desire or deliberate thought. It is the most elemental +form of attention or mental effort, and to the salesman means simply: +"Well, I _see_ you!" Sometimes the prospect is so preoccupied or +concentrated on other things that he barely "sees" the salesman until an +added stimulus is given by a direct remark. + +II. _First Impression._ This mental state is the hasty generalization +resulting from the first impression of the object of attention--the +advertisement, suggestion, display of goods, or the Salesman--depending +in the last case upon the general appearance, action, manner, etc., as +interpreted in the light of experience or association. In other words, +the prospect forms a hasty general idea of the thing or person, either +favorable or unfavorable, almost instinctively and unconsciously. The +thing or person is associated or classed with others resembling it in +the experience and memory of the prospect, and the result is either a +good, bad or indifferent impression resulting from the suggestion of +association. For this reason the ad. man and the window dresser endeavor +to awaken favorable and pleasing associated memories and suggestions, +and "puts his best foot foremost." The Salesman endeavors to do the +same, and seeks to "put up a good front" in his Approach, in order to +secure this valuable favorable first impression. People are influenced +more than they will admit by these "first impressions," or suggestions, +of appearance, manner, etc., and the man who understands psychology +places great importance upon them. A favorable first impression smooths +the way for the successful awakening of the later mental states. An +unfavorable first impression, while it may be removed and remedied +later, nevertheless is a handicap which the Salesman should avoid. + +(_Note_: The mental process of the purchase now passes from the stage of +_involuntary attention_, to that of attention inspired by desire and +feeling which partakes of _both the voluntary and involuntary elements_. +The first two stages of this form of attention are known as Curiosity +and Associated Interest, respectively. In some cases Curiosity precedes, +in others Associated Interest takes the lead, as we shall see. In other +cases the manifestation of the two is almost simultaneous.) + +III. _Curiosity._ This mental state is really a form of Interest, but is +more elemental than Associated Interest, being merely the interest of +novelty. It is the strongest item of interest in the primitive races, in +children, and in many adults of elemental development and habits of +thought. Curiosity is the form of Interest which is almost instinctive, +and which impels one to turn the attention to strange and novel things. +All animals possess it to a marked degree, as trappers have found out to +their profit. Monkeys possess it to an inordinate degree, and the less +developed individuals of the human race also manifest it to a high +degree. It is connected in some way with the primitive conditions of +living things, and is probably a heritage from earlier and less secure +conditions of living, where inquisitiveness regarding new, novel and +strange sights and sounds was a virtue and the only means of acquiring +experience and education. At any rate, there is certainly in human +nature a decided instinctive tendency to explore the unknown and +strange--the attraction of the mysterious; the lure of the secret +things; the tantalizing call of the puzzle; the fascination of the +riddle. + +The Salesman who can introduce something in his opening talk that will +arouse Curiosity in the prospect has done much to arouse his attention +and interest. The street-corner fakir, and the "barker" for the +amusement-park show, understand this principle in human nature, and +appeal largely to it. They will blindfold a boy or girl, or will make +strange motions or sounds, in order to arouse the curiosity of the crowd +and to cause them to gather around--all this before the actual appeal to +interest is made. In some buyers Curiosity precedes Associated +Interest--the interest in the unknown and novel precedes the practical +interest. In others the Associated Interest--the practical interest +inspired by experience and association--precedes Curiosity, the latter +manifesting simply as inquisitiveness regarding the details of the +object which has aroused Associated Interest. In other cases, Curiosity +and Associated Interest are so blended and shaded into each other that +they act almost as one and simultaneously. On the whole, though, +Curiosity is more elemental and crude than Associated Interest, and may +readily be distinguished in the majority of cases. + +IV. _Associated Interest._ This mental state is a higher form of +interest than Curiosity. It is a practical interest in things relating +to one's interests in life, his weal or woe, loves or hates, instead of +being the mere interest in novelty of Curiosity. It is an acquired +trait, while Curiosity is practically an instinctive trait. Acquired +Interest develops with character, occupation, and education, while +Curiosity manifests strongly in the very beginnings of character, and +before education. Acquired Interest is manifested more strongly in the +man of affairs, education and experience, while Curiosity has its +fullest flower in the monkey, savage, young child and uncultured adult. +Recognizing the relation between the two, it may be said that Curiosity +is the root, and Associated Interest the flower. + +Associated Interest depends largely upon the principle of Association or +Apperception, the latter being defined as "that mental process by which +the perceptions or ideas are brought into relation to our previous ideas +and feelings, and thus are given a new clearness, meaning and +application." Apperception is the mental process by which objects and +ideas presented to us are perceived and thought of by us in the light of +our past experience, temperament, tastes, likes and dislikes, +occupation, interest, prejudices, etc., instead of as they actually are. +We see everything through the colored glasses of our own personality and +character. Halleck says of Apperception: "A woman may apperceive a +passing bird as an ornament to her bonnet; a fruit grower, as an insect +killer; a poet, as a songster; an artist, as a fine bit of coloring and +form. The housewife may apperceive old rags as something to be thrown +away; a ragpicker, as something to be gathered up. A carpenter, a +botanist, an ornithologist, a hunter, and a geologist walking through a +forest would not see the same things." The familiar tale of the +text-books illustrates this principle. It relates that a boy climbed up +a tree in a forest and watched the passers-by, and listened to their +conversation. The first man said: "What a fine stick of timber that tree +would make." The boy answered: "Good morning, Mr. Carpenter." The second +man said: "That is fine bark." The boy answered: "Good morning, Mr. +Tanner." The third man said: "I'll bet there's squirrels in that tree." +The boy answered: "Good morning, Mr. Hunter." Each and every one of the +men saw the tree in the light of his personal Apperception or Associated +Interest. + +Psychologists designate by the term "the apperceptive mass" the +accumulated previous experiences, prejudices, temperament, inclination +and desires which serve to modify the new perception or idea. The +"apperceptive mass" is really the "character" or "human nature" of the +individual. It necessarily differs in each individual, by reason of the +great variety of experiences, temperament, education, etc., among +individuals. Upon a man's "apperceptive mass," or character, depends the +nature and degree of his interest, and the objects which serve to +inspire and excite it. + +It follows then that in order to arouse, induce and hold this Associated +Interest of the prospect, the Salesman must present things, ideas or +suggestions which will appeal directly to the imagination and feelings +of the man before him, and which are associated with his desires, +thoughts and habits. If we may be pardoned for the circular definition +we would say that one's Associated Interest is aroused only by +interesting things; and that the interesting things are those things +which concern his interests. A man's interests always interest him--and +his interests are usually those things which concern his advantage, +success, personal well-being--in short his pocketbook, social position, +hobbies, tastes, and satisfaction of his desires. Therefore the +Salesman who can throw the mental spot-light on these interesting +things, may secure and hold one's Associated Interest. Hence the +psychology of the repeated statement: "I can save you money;" "I can +increase your sales;" "I can reduce your expenses;" "I have something +very choice;" or "I can give you a special advantage," etc. + +It may as well be conceded that business interest is selfish interest, +and not altruistic. In order to interest a man in a business proposition +he must be shown how it will benefit him in some way. He is not running +a philanthropic institution, or a Salesman's Relief Fund, nor is he in +business for his health--he is there to make money, and in order to +interest him you must show him something to his advantage. And the first +appeal of Associated Interest is to his feeling of Self Interest. It +must be in the nature of the mention of "rats!" to a terrier, or +"candy!" to a child. It must awaken pleasant associations in his mind, +and pleasing images in his memory. If this effect is produced, he can be +speedily moved to the succeeding phases of Imagination and Inclination. +As Halleck says: "All feeling tends to excite desire. * * * A +representative image of the thing desired is the necessary antecedent to +desire. If the child had never seen or heard of _peaches_ he would have +no desire for them." And, following this same figure, we may say that if +the child has a taste for peaches he will be _interested_ in the idea of +peaches. And so when you say "peaches!" to him you have his Associated +Interest, which will result in a mental image of the fruit followed by a +_desire_ to possess it, and he will listen to your talk regarding the +subject of "peaches." + +The following are the general psychological rules regarding Associated +Interests: + +I. Associated Interest attaches only to interesting things--that is to +things associated with one's general desires and ideas. + +II. Associated Interest will decline in force and effect unless some new +attributes or features are presented--it requires variety in +presentation of its object. + +Macbain says: "One of the old time salesmen who used to sell the trade +in the Middle West, beginning some thirty years ago, and following that +vocation for several decades, used as his motto, 'I am here to do you +good.' He did not make his statement general, either, in telling his +customers how he could do it. He got right down to the vital affairs +which touched his customers. He demonstrated it to them, and this +personal demonstration is the kind that makes the sales." + +Remember, always, that the phase of Associated Interest in a purchase is +not the same as the phase of Demonstration and Proof. It is the "warming +up" process, preceding the actual selling talk. It is the stage of +"thawing out" the prospect and melting the icy covering of prejudice, +caution and reluctance which encases him. Warm up your prospect by +_general statements_ of Associated Interest, and blow the coals by +positive, brief, pointed confident statements of the good things you +have in store for him. And, finally, remember that the sole purpose of +your efforts at this state is to arouse in him the mental state of +INTERESTED EXPECTANT ATTENTION! Keep blowing away at this spark until +you obtain the blaze of Imagination and the heat of Desire. + +V. _Consideration._ This mental state is defined as: "An examination, +inquiry, or investigation into anything." It is the stage following +Curiosity and Associated Interest, and tends toward an inquiry into the +thing which has excited these feelings. Consideration, of course, must +be preceded and accompanied by Interest. It calls for the phase of +Attention excited by feeling, but a degree of voluntary attention is +also manifested therewith. It is the "I think I will look into this +matter" stage of the mental process of purchase. It is usually evidenced +by a disposition to ask questions regarding the proposition, and to "see +what there is to it, anyway." In Salesmanship, this stage of +Consideration marks the passing from the stage of Approach on the +Salesman's part, to that of the Demonstration. It marks the passage from +Passive Interest to Active Interest--from the stage of being "merely +interested" in a thing, to that of "interested investigation." Here is +where the real selling work of the salesman begins. Here is where he +begins to describe his proposition in detail, laying stress upon its +desirable points. In the case of an advertisement, or a window display, +the mental operation goes on in the buyer's mind in the same way, but +without the assistance of the salesman. The "selling talk" of the +advertisement must be stated or suggested by its text. If the +Consideration is favorable and reveals sufficiently strong attractive +qualities in the proposition or article, the mind of the buyer passes on +to the next stage of the process which is known as: + +VI. _Imagination._ This mental state is defined as: "The exercise of +that power or faculty of the mind by which it conceives and forms ideal +pictures of things communicated to it by the organs of sense." In the +mental process of a purchase, the faculty of imagination takes up the +idea of the object in which the Associated Interest has been aroused, +and which has been made the subject of Consideration, and endeavors to +picture the object in use and being employed in different ways, or as in +possession of the buyer. One must use his imagination in order to +realize what good a thing will be to him; how he may use it; how it +will look; how it will sell; how it will serve its purpose; how it will +"work out" or "make good" when purchased. A woman gazing at a hat will +use her imagination to picture how she will look in it. The man looking +at the book will use his imagination in picturing its uses and the +pleasure to be derived therefrom. The business man will use his +imagination to picture the probable sale of the goods, their display, +their adaptability to his trade, etc. Another will picture himself +enjoying the gains from his purchase. Imagination plays an important +part in the psychology of the sale. It is the direct inciter of desire +and inclination. The successful salesman realizes this, and feeds the +flame of the imagination with the oil of Suggestion. In fact, Suggestion +receives its power through the Imagination. The Imagination is the +channel through which Suggestion reaches the mind. Salesmen and ad. +writers strive to arouse the imagination of their prospective customers +by clever word-painting. The Imagination is the "direct wire" to Desire. +From Imagination it is a short step to the next mental stage which is +called: + +VII. _Inclination._ This mental state is defined as: "A leaning or bent +of the mind or will; desire; propensity." It is the "want to" feeling. +It is the mental state of which Desire is an advanced stage. Inclination +has many degrees. From a faint inclination or bent in a certain +direction, it rises in the scale until it becomes an imperious demand, +brooking no obstacle or hindrance. Many terms are employed to designate +the various stages of Inclination, as for instance: Desire, wish, want, +need, inclination, leaning, bent, predilection, propensity, penchant, +liking, love, fondness, relish, longing, hankering, aspiration, +ambition, appetite, hunger, passion, craving, lust, etc. + +Desire is a strange mental quality, and one very difficult to define +strictly. It is linked with feeling on one side, and with will on the +other. Feeling rises to desire, and desire rises to the phase of will +and endeavors to express itself in action. Halleck says of Desire: "_It +has for its object something which will bring pleasure or get rid of +pain, immediate or remote, for the individual or for some one in whom +he is interested. Aversion, or a striving to get away from something, is +merely the negative aspect of desire._" Inclination in its various +stages is aroused through the appeals to the feelings through the +imagination. The feelings related to the several faculties are excited +into action by a direct appeal to them through the imagination, and +inclination or desired results. Appeal to Acquisitiveness will result in +a feeling which will rise to inclination and desire for gain. Appeal to +Approbativeness will act likewise in its own field. And so on through +the list, each well-developed faculty being excited to feeling by the +appropriate appeal through the imagination, and thus giving rise to +Inclination which in turn strives to express itself in action through +the will. + +In short, every man is a bundle of general desires, the nature and +extent of which are indicated by his several faculties, and which result +from heredity, environment, training, experience, etc. These desires may +be excited toward a definite object by the proper emotional appeal +through the imagination, and by suggestion. Desire _must_ be created or +aroused before action can be had, or the will manifest in action. For, +at the last, we do things only because we "want to," directly or +indirectly. Therefore, the important aim of the Salesman is to make his +prospect "want to." And in order to make him "want to" he must make him +see that his proposition is calculated to "bring pleasure, or get rid of +pain, immediate or remote, for the individual or for someone else in +whom he is interested." In business, the words "profit and loss" may be +substituted for "pleasure and pain," although really, they are but forms +of the latter. But even when the prospect is brought to the stage of +strong inclination or desire, he does not always move to gratify the +same. Why is this? What other mental process interferes? Let us see as +we pass on to the next stage of the purchase, known as: + +VIII. _Deliberation._ This mental state is defined as: "The act of +deliberating and weighing facts and arguments in the mind, calmly and +carefully." Here is manifested the action of thought and reason--the +mental process of weighing and balancing facts, feelings, and +inclinations. For it is not only _facts_ and _proofs_ which are weighed +in the mental balance, but also feelings, desires, and fears. Pure +logical reasoning inclines to strict logical processes based upon +irrefragible facts, it is true--but there is but little pure logical +reasoning. The majority of people are governed more by their feelings +and inclinations--their loves and their fears--than by logic. It has +been said: "People seek not _reasons_, but _excuses for following their +feelings_." The real deliberation, in the majority of cases, is the +weighing of probable advantages and disadvantages--of various likes and +dislikes--of hopes and fears. + +It is said that our minds are controlled by _motives_--and the strongest +motive wins. We often find that when we think we desire a thing +ardently, we then find that we also like something else better, or +perhaps fear something else more than we desire the first thing. In such +case, the strongest or most pressing feeling wins the day. The faculties +here exert their different influences. Caution opposes Acquisitiveness. +Acquisitiveness opposes Conscientiousness. Fear opposes Firmness. And +so on. The deliberation is not only the weighing of facts, but also the +weighing of feelings. + +The process of Deliberation--the weighing of desires--the play and +counterplay of motives--is well illustrated by a scene in a classical +French comedy. "Jeppe," one of the characters, has been given money by +his wife to buy her a cake of soap. He prefers to buy a drink with the +coin, for his inclinations tend in that direction. But he knows that his +wife will beat him if he so squanders the money. He deliberates over the +pleasure to be derived from the drink, and the pain which would arise +from the beating. "My stomach says drink--my back says soap," says +Jeppe. He deliberates further. Then: "My stomach says Yes! My back says +No!" cries the poor wight. The conflict between back and stomach rages +still more fiercely. Then comes the deciding point: "Is not my stomach +more to me than my back? Sure, it is! I say _Yes_!" cries Jeppe. And +away to the tavern he marches. It has been remarked that if the active +suggestion of the distant sight of his wife armed with the cudgel, had +been added to the situation, Jeppe would have bought the soap. Or, if +the tavern had not been so handy, the result might have been different. +Sometimes a mental straw tips the scale. The above illustration contains +the entire philosophy of the action of the mind in the process of +Deliberation. The salesman will do well to remember it. + +Halleck thus well states the immediate and remote factors in choice: +"The immediate factors are * * * (1) a preceding process of desire; (2) +the presence in consciousness of more than one represented object or +end, to offer an alternative course of action; (3) deliberation +concerning the respective merits of these objects; (4) the voluntary +fiat of decision, which seems to embody most the very essence of will. +The remote factors are extremely difficult to select. The sum total of +the man is felt more in choice than anywhere else. * * * Before a second +person could approximate the outcome, he would have to know certain +remote factors, the principal being: (1) heredity; (2) environment; (3) +education; (4) individual peculiarities." This eminent authority might +well have added an additional element--a most important one--as +follows: (5) SUGGESTION. + +The Salesman watching carefully the shifting scale of Deliberation, +injects a telling argument or suggestion into the scale, which gives +weight to his side at a critical stage. He does this in many ways. He +may neutralize an objection by a counter-fact. He adds another proof or +fact here--a little more desire and feeling there, until he brings down +the scale to a decision. It must be remembered that this Deliberation is +_not regarding_ the desirability of the proposition--the prospect has +admitted his desire, either directly or indirectly, and is now engaged +in trying to justify his desire by reason and expediency. He is seeking +for reasons or "excuses" to back up his desire, or perhaps, is +endeavoring to strike a balance of his conflicting desires and feelings. +His mental debate is not over the question of desiring the goods, but +over the expediency and probable result of buying them. It is the "to +buy or not to buy" stage. This is a delicate part of the process of the +purchase, and many prospects act like "see-saws" during the process. The +clever Salesman must be ready with the right argument at the right +place. To him this is the Argumentive Stage. Finally, if the Salesman's +efforts are successful, the balance drops, and the process passes to the +next stage, known as-- + +IX. _Decision._ This mental stage is defined as: "The mental act of +deciding, determining, or settling any point, question, difference, or +contest." It is the act of the _will_, settling the dispute between the +warring faculties, feelings, ideas, desires and fears. It is will acting +upon reason, or (alas! too often, upon mere feeling). Without entering +into a metaphysical discussion, let us remind you that the practical +psychology of the day holds that "the strongest motive _at the moment_ +wins the choice." This strongest motive may be of reason or of feeling; +conscious or unconscious; but _strongest_ at that moment it must be, or +it would not win. And this strongest motive is strongest merely because +of our character or "nature" as manifested at that particular moment, in +that particular environment, under the particular circumstances, and +subject to the particular suggestions. The choice depends more upon +association than we generally realize, and association is awakened by +suggestion. As Halleck says: "It is not the business of the psychologist +to state what power the association of ideas ought to have. It is for +him to ascertain what power it does have." And as Ziehen says: "We +cannot think as we will, but we must think just as those associations +which happen to be present prescribe." This being the case, the Salesman +must realize that the Decision is based always upon (1) the mental +states of the man at that moment; plus (2) the added motives supplied by +the Salesman. It is "up to" the Salesman to supply those motives, +whether they be facts, proofs, appeals to reason, or excitement of +feeling. Hope, fear, like, dislike--these are the potent motives in most +cases. In business, these things are known as "profit or loss." All the +faculties of the mind supply motives which aroused may be thrown into +the balance affecting decision. This is what argument, demonstration and +appeal seek to do--supply motives. + +(_Note_:--It might naturally be supposed that when the final stage of +Decision has been reached, the mental process of purchase is at an end. +But, not so. Will has three phases: Desire, Decision, and Action. We +have passed through the first two, but Action still is unperformed. A +familiar example is that of the man in bed in the morning. He ponders +over the question of rising, and finally decides to get up. But action +does not necessarily result. The trigger of Action has not been pulled, +and the spring released. So thus we have another mental state, known +as:--) + +X. _Action._ This mental state is defined as: "Volition carried into +effect." Mill says: "Now what is an action? Not one, but a series of two +things: the state of mind called a volition, followed by an effect. The +volition or intention to produce the effect is one thing; the effect +produced in consequence of the intention is another thing; the two +together constitute the action." Halleck says: "For a completed act of +will, there must be action along the line of the decision. Many a +decision has not aroused the motor centers to action, nor quickened the +attention, for any length of time. There are persons who can frame a +dozen decisions in the course of a morning, and never carry out one of +them. Sitting in a comfortable chair, it may take one but a very short +time to form a decision that will require months of hard work. * * * +Some persons can never seem to understand that resolving to do a thing +is not the same as doing it. * * * There may be desire, deliberation, +and decision; but if these do not result in action along the indicated +line, the process of will is practically incomplete." Many a person +decides to do a thing but lacks the something necessary to release the +motive impulses. They tend to procrastinate, and delay the final act. +These people are sources of great care and work to the Salesman. Some +men can get their prospects to the deciding point, but fail to get them +to act. Others seem specially adapted to "closing" these cases. It +requires a peculiar knack to "close"--the effort is entirely +psychological. We shall consider it in a subsequent chapter under the +head of "Closing." To be a good "closer" is the ambition of every +Salesman, for it is the best paid branch of his profession. It depends +largely upon the scientific application of suggestion. To lead a +prospect to Action, is to pull the trigger of his will. To this end all +the previous work has been directed. Its psychology is subtle. What +makes you finally get out of bed in the morning, after having "decided +to" several times without resulting action? To understand this, is to +understand the process of the final Action in the mind of the buyer. Is +it not worth learning? + +In the succeeding chapters we shall consider the several stages of the +"Salesman's Progress" toward a sale--the Approach, the Demonstration, +and the Closing. In these stages of the Salesman, we shall see the +action and reaction upon the Mind of the Buyer, along the lines of the +Psychology of the Purchase. In the Sale-Purchase the minds of the +Salesman and the Buyer meet. The result is the Signed Order. The +psychological process of the Sale is akin to the progress of a game of +chess or checkers. And neither is the result of chance--well defined +principles underlie each, and established methods are laid down for the +student. + + + + +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." + + + + +CHAPTER IX + +THE DEMONSTRATION + + +In the last chapter we left the Salesman at that stage of the Approach +where the prospect manifests enough interest to ask a question or make +an interrogative objection. This is an important psychological point or +stage in the game, and here the Approach merges into the Demonstration +on the part of the Salesman; and the stage of passive attention on the +part of the prospect merges into that of active attention, discussion +and Consideration. The moment that the prospect ceases to be a passive +listener, and displays enough active interest to ask a question or make +an interrogative objection, the great game of the sale is on in earnest. +The Demonstration has begun. + +This stage of the sale closely resembles a game of chess or checkers. +The approach and preliminary talk of the Salesman is the first move in +the game; the answer, question or objection of the prospect is the +second move--then the real game or discussion is on. It is now "up to" +the Salesman to make his second move, which is a reply move to that of +the prospect. And this particular move is a highly important one in the +great game of the sale. Like an important early move in checkers or +chess the success or failure of the whole game may depend on it, so it +is well to have this move mapped out as a part of your preliminary +study. + +Macbain truthfully says of the first remark of the prospect: "The +customer is not going to commit himself in response to the first remark. +He always holds considerable in reserve. An objection--either expressed +or implied--can always be counted on. It may vary from a general 'busy' +statement, or 'no interest in what is about to be submitted,' or it may +be a specific statement--even heated, in fact--that the one approached +has 'no time for the salesman or his house.'" + +But, just as in chess or checkers there are certain "replies" indicated +for every one of the first few opening moves, all of which are fully +stated and explained in text books on these games, so in the great game +of Salesmanship there are certain replies indicated for these +preliminary moves on the part of the prospect. The large selling +concerns have schools of instruction, personal or correspondence, in +which the Salesman is furnished with the appropriate and logical answers +to the objections and questions usually advanced by the prospect. It +will be found that there are really but few moves of this kind in the +game of the average prospects--they tend to say the same things under +the same circumstances, and there is always an appropriate answer. The +salesman will acquire many of these answers by experience, conversation +with older salesmen, or by instruction from his sales-manager or the +house. Each line has its own stock of objections, and its own stock of +replies thereto. + +There are two general classes of replies to objections, which apply to +nearly every kind of proposition. The first is that of deftly catching +the objection on your mental fencing-foil, allowing it to glance off, +and at the same time getting a thrust on your opponent. President +Patterson of the National Cash Register Company is credited with +special cleverness in this kind of reply, and his salesmen are said to +be instructed to listen carefully to the prospect's objection and then +to turn it back on him by a remark based on the principle of: "Why, +that's the very reason why you should," etc. In other words the +objection should be twisted into an argument in favor of the +proposition. In the hands of a master this form of reply is very +effective, and often brings results by reason of its daring and +unexpectedness. But it is not every one who has the skill to use it to +advantage. + +The second class of reply is based upon what is called indirect +Resistance, which, by the way, is often the strongest form of +_resistance_, and accomplishes its intended effect while avoiding the +opposition and antagonism of Direct Resistance. Some writers on the +subject have called this "Non-Resistance," obviously a misnomer for it +is a form of resistance although subtly disguised. It is analogous to +the tree that bends in order to avoid breaking under the blasts of the +storm; of the flexible steel which bends to the pressure, instead of +breaking as would iron; but both of which spring back into place +immediately. It is generally very poor policy to directly oppose the +prospect upon minor points--the main point is what you are after. And +the main point is the order--the rest is immaterial and unimportant. Let +us contrast Direct-Resistance and Indirect-Resistance, and see the +points of each. + +In Direct Resistance the minor objections of the prospect are met with +the answer: "You are wrong there, Mr. X;" or, "You are entirely +mistaken;" or, "You take the wrong view;" or, as we heard in one +instance: "Your objection is ridiculous." The Direct Resistance is +necessary in a few contingencies, or upon rare occasions, but it should +be sparingly and cautiously used. It is a desperate remedy indicated +only for desperate diseases. The Indirect Resistance expresses itself in +answers of: "That is possibly _true_ in some cases, _but_," etc.; or, +"There is _much_ truth in what you say, Mr. X, _but_," etc.; or, "As a +general proposition that is probably correct, _but_," etc.; or, "I quite +agree with you, Mr. X. that (etc.) but in this particular case I think +an exception should be made," etc. The value of this form of resistance +lies in the fact that it costs you nothing to allow the prospect to +retain his own ideas and entertain his own prejudices, provided they do +not interfere with the logic of your general argument, nor affect your +main point, the order. + +You are not a missionary or a pedagogue--you are just a Salesman and +your business is to _take orders_. Let the old fellow keep his foolish +ideas and intolerant prejudices, providing you can steer him straight to +the ordering point. The active principle in Indirect Resistance is to +get rid of his general objections in the easiest and shortest way, by +allowing him to retain them, and concentrating your and his attention +and interest upon the particular points of your proposition--the +positive and material points of your particular case. Avoid disputes on +non-essentials, generalities, and immaterial points. You are not +striving for first prize in debate--_you're after orders_. Remember the +legal principles of the "pertinent, relevant, and material" points, and +side-track the "immaterial, irrelevant and impertinent" side-issues, +even if you have to tacitly admit them in Indirect Resistance. Here it +is in a nutshell: _Sidetrack and Sidestep the Non-Essentials_. + +The Salesman has now reached the point in which the prospect is +manifesting the psychological stage of Consideration--the stage in which +he is willing to "look into" the matter, or rather into the subject or +object of the proposition. This stage must not be confused with that of +Deliberation, in which the prospect weighs the pros and cons of whether +he should purchase. The two stages are quite different. The present +stage--that of Consideration--is merely the phase of examination, +investigation or inquiry into the matter, to see if there is really +anything of real practical interest in it for himself. It is more than +mere Associated Interest, for it has passed into the manifestation of +interested investigation. In many cases the process never gets beyond +this stage, particularly if the Salesman does not understand the +psychology of the process. Many salesmen make the mistake of trying to +make their closing talk at this point--but this is a mistake. The +prospect must understand something about the details of the proposition, +or the qualities and characteristics of the goods, before he uses his +imagination or feels inclination to possess the thing. So here is where +the work of explanation comes in. + +The term "Demonstration" has two general means, each of which is +exemplified by stages in the Salesman's work of Demonstration. The first +meaning, and stage, is: "A showing or pointing out; an indication, +manifestation or exhibition." The second meaning, and stage, is: "The +act of proving clearly, by incontrovertible proof and indubitable +evidence, beyond the possibility of doubt or contradiction." The first +stage is that of "showing and pointing out"--the second, that of of +"proof." The first is that of presenting the features of a thing--the +second, that of logical argument and proof. And, therefore, remember +that you are now at the stage of "showing and pointing out," and not +that of "argument and proof." + +Regarding the matter of "showing and pointing out" the features and +characteristics of your goods or proposition, you should always remember +that the prospect does not know the details of your proposition or +article of sale as you do--or as you _should_ know. The subject is not +"stale" to him, as it may have become to you if you have not kept up +your enthusiasm. Therefore, while avoiding needless waste of time, do +not make the mistake of rushing this point of the demonstration and thus +neglecting the important features. Better one feature well explained and +emphasized, than a score hurried over in a sloppy manner. It is better +to concentrate upon a few leading and striking points of demonstration, +of material interest to the prospect, and to assume that he does not +know anything about them except as he may show his knowledge by +questions or objections--all this in a courteous manner, of course, +avoiding the "know it all" air. The prospect must have time to allow the +points to sink into his mind--some men are slower than others in this +respect. Watch the prospect's face to see by his expression whether or +not he really understands what you are saying. Better present one point +in a dozen ways, to obtain understanding, than to present a dozen points +in one way and fail to be understood. + +In order to demonstrate your goods or proposition at this stage, you +must have fully acquainted yourself with them, and also have arranged +the telling points in a natural and logical order of presentation, +working from the simple up to the complex. Be careful not to suggest +_buying_ at this point, lest your prospect take fright and lose interest +in the demonstration. He is naturally in a defensive mood, for he scents +the appeal to his pocket book in the distance--you must try to take his +mind off this point by arousing his interested attention in the details +of your goods or proposition. Explain the details just as you would if +the prospect had called upon you for the purpose of investigation. In +fact, if you can work yourself up to the proper Mental Attitude you may +effect the psychological change by which the positions may be reversed, +and so that it will instinctively seem to the prospect that he is +calling on you and not you on him. There is an important psychological +point here which you would do well to remember. The man who is called +upon always has "the move" on the caller--if you can reverse this +psychological condition, you have gained a great advantage. An awakened +personal interest in the details of a proposition, on the part of the +prospect, tends to reverse the conditions. + +If you would understand what a scientific demonstration of an article or +proposition is like, it would pay you to listen to the demonstration by +a well-trained salesman of the National Cash Register Company. This +company drills its salesmen thoroughly in this part of their work, until +they have every detail fastened in their minds in its proper logical +order. An old salesman of this company should be able to repeat his +formula backwards as well as in the regular order--beginning at the +middle and working either backward or forward, at will. He understands +the "why" and "what for" of every detail of his article and proposition, +and is taught to present them in their logical order. Listening to a +talk of one of their best salesmen is a liberal education in +demonstration. + +The essence of this stage of the demonstration is that it should be +given in the spirit of a conversational recital of an interesting story, +or description of an event. Speak in an impersonal way; that is, avoid +suggesting to the prospect that you are trying to sell him the thing. +Let this part of your talk be given from the sheer enthusiasm inspired +in your mind by the merits of your proposition. Let it be a labor of +love--forget all about your hope of sale or profit. Your one aim and +object of life, at that moment, should be that of inspiring the prospect +with the wonderful merits of your proposition, which you yourself +entertain. Yours should be the spirit of the propogandist seeking +converts--imparting information for the good of others, and "for the +cause." Forget the forthcoming collection plate, in the earnestness of +your sermon. + +The National Cash Register Company instructs its salesmen as follows +regarding this stage of the demonstration: "When you have gotten a +prospect to a demonstration you have accomplished a most important step. +You can take it for granted that he is to some extent interested in the +subject. Now, by all means make the most of that opportunity. Say what +you have to say to him thoroughly and carefully. Don't rattle off your +demonstration in a hurry, as if you were wound up and had to say so many +words to the minute. Give him a chance to speak, to ask questions or +make objections. He probably has certain ideas in his mind which may be +a decided help or a decided hindrance to your argument. You ought to +learn what they are. Don't imagine because he listens in silence that he +agrees with you, or even understands all you say. Speak deliberately. If +you see from a puzzled or doubtful look on his face that anything is not +quite plain to him, stop and make it plain. Take time enough to explain +each point thoroughly. Whenever you make a statement that is open to +question, be sure to get his assent to it before you proceed. If he will +not assent to it exactly as you make it, modify it until he does. Get +him to assent in some degree to every proposition you make, so that when +you get to the general result he cannot go back and disagree with you. +Don't do this however as if you were trying to corner him, but with a +simple desire to reach a reasonable basis of argument. Cast aside all +attempts at being a clever talker, all idea that there is any trick of +words or manner, any secret artfulness about selling registers, and put +yourself in the plain, unaffected spirit of a man who has simply a +truth to tell, and is bent upon telling it in the plainest, homliest +way. Avoid above all things the fatal mistake of demonstrating to your +prospect with a sense of fear, haste, and uncertainty. Realize fully the +power of the facts behind you, and have the full confidence of your +convictions; coolly and deliberately make each point clear and +conclusive, and lead the prospect by simple steps up to absolute +conviction." + +If you have held your prospect's interested attention during this stage +of the Demonstration, you will find that his imagination is beginning to +work in the direction of making mental pictures of how the thing or +proposition would work for him--how the article would look in his +possession. It is a psychological law that interested investigation, or +consideration, tends to awaken the interest of imagination and desire if +the object of the investigation blends with the general trend of the +person's thought and feelings. The very process of investigation +inevitably brings to light new points of interest. And, then, the act of +investigation and discovery, instinctively creates a feeling of +proprietorship in the thing investigated or discovered. It establishes +an association between the object and its investigator. + +Halleck says: "* * * We must not forget that any one not shallow and +fickle can soon discover something interesting in most objects * * * the +attention which they are able to give generally ends in finding a pearl +in the most uninteresting looking oyster. * * * The essence of genius is +to present an old thing in new ways." And again: "When we think about a +thing, or keep the mind full of a subject, the activity in certain brain +tracts is probably much increased. As a result of this unconscious +preparation, a full fledged image may suddenly arise in consciousness." +Hoffding says: "The inter-weaving of the elements of the picture in the +imagination takes place in great measure below the threshold of +consciousness, so that the image suddenly emerges in consciousness +complete in its broad outlines, the conscious result of an unconscious +process." Halleck also says: "A representative image of the thing +desired is the necessary antecedent to desire. Not until a +representative idea comes to the mind does desire arise. It has often +been said that where there is no knowledge there can be no desire. A +child sees a new toy and wants it. A man notices some improvements about +his neighbor's house and wishes them. One nation finds out that another +has a war ship of a superior model, and straightway desires something as +good or better. A scholar sees a new cyclopedia or work of reference, +and desire for it arises. A person returns and tells his friends how +delightful a foreign trip is. Their desires for travel increase. +Knowledge gives birth to desire, and desire points out the point to +will." In this paragraph we have quoted eminent authorities, showing the +direct line of psychological progress from interested investigation, +through imagination, to desire and will. One investigates and gains +favorable knowledge regarding a subject; then his imagination operates +to show him the possibility of its successful application to his +personal case; then his desire for the thing is awakened. + +The stage of Imagination is reached when the prospect begins to think of +the thing or proposition in connection with himself. He then begins to +picture it in its application to his needs or requirements, or in +relation to his general desires, tastes and feelings. The Salesman, in +order to awaken the Imagination of the prospect, should endeavor to +paint "word pictures" of the thing in its workings, application, value, +and utility. He should endeavor to make the prospect _see_, mentally, +the desirability of the thing to any man--how it will work for good; how +it will benefit one; how great an advantage it will be for one; how much +good it will be in every way for its possessor. Avoid the personal +application, even at this late stage--make the application general, so +as to avoid scaring off the prospect's pocket book. The whole idea and +aim of this stage of the process of sale is to awaken inclination in the +prospect--to make his mouth water for the thing--to make him begin to +feel that he would like to have it, himself. He must be put into the +mental condition of the woman gazing longingly at the hat in the +milliner's window; or of the boy who is peeking through the knot-hole in +the fence of the base-ball park. He must be led into the feeling that +he is on the outside of the fence or window--and the good thing is +inside. He will then begin to feel the inclination or desire to "get on +the inside." + +We once heard a tale of two Southern darkies, which illustrates this +point. The two were riding on the same mule's back coming home from +work. The foremost darkey began relating the story of some roast possum +he had feasted upon the preceding night. He pictured the possum as fat +and tender; how they first "briled" him, and then roasted him in the +oven; how juicy and brown he looked; how nice he smelt; how he was +served up "wid coon-gravy poured all over him;" and finally how nice he +tasted when the narrator dug his teeth into him. The darkey in the rear +displayed increasing signs of uneasiness as the tale proceeded and as he +imagined first the sight, then the smell, and then the _taste_ of the +possum. Finally he groaned, and shouted out: "Shet up, yer fool nigger! +Does yer wanter make me fall clean offen dis yer mewel?" This is the +point--you must make your prospect see, smell and taste the good possum +you have, until he is ready to "fall offen de mewel." + +Words describing action, taste, feelings, or in fact anything which +relates to sense perceptions, tend to arouse the imagination. If the +Salesman cultivates the art of actually seeing, tasting or feeling the +thing in his own imagination, as he talks, he will tend to re-produce +his mental pictures in the mind of his prospect. Imagination is +contagious--along the lines of suggestion. Descriptions of sensations, +or feelings, tend to awaken a sympathetic response and representation in +the minds of others, along the lines of suggestion. Did you never have +your imagination and desire fired by the description of a thing--didn't +you want to see, feel, or taste it yourself? Did you never _feel_ the +effect of words like: "delicious; fragrant; luscious; sweet; mild; +invigorating; bracing," etc., in an advertisement? How many young people +have been hurried into matrimony by an illustration or word-picture of a +"happy home;" "a little wife to meet you at the door;" "little children +clustering around you," and all the rest of it? A well known instalment +furniture dealer of Chicago is said to be psychologically responsible +for thousands of weddings, by his suggestive pictures of the "happy +home" and his kind statement that "We will Feather your Nest;" and "You +find the Bride, and we will do the rest." The Salesman who can "paint +bright pictures in the mind" of his prospect, will succeed in awakening +the Imagination, and arousing the Inclination and Desire. Newman well +said: "Deductions have no power of persuasion. The heart is commonly +reached, not through the reason, but through the imagination. * * * +Persons influence us, voices melt us, looks subdue us, deeds inflame +us." + +And so we pass to the stage of Inclination or Desire, by the road of the +Imagination. + +The mental state of Inclination, or Desire, following upon the arousing +of the appropriate faculties through the Imagination which arises in the +stage of Consideration, may be briefly described as the _feeling of_: +"This seems to be a good thing--_I would like to have it_." This +Inclination has been aroused by demonstration and suggestion, and the +prospect begins to experience the feeling that the possession of the +thing will add to his pleasure, comfort, well-being, satisfaction or +profit. You will remember the statement regarding Desire given in a +previous chapter: "_Desire has for its object something which will bring +pleasure or get rid of pain, immediate or remote, for the individual or +for some one in whom he is interested. Aversion, or a striving to get +away from something, is merely the negative aspect of desire._" It is +this feeling that you have aroused in some degree in the mind of the +prospect. You have brought him to the first stages of Inclination, which +naturally brings him to a deliberation as to whether he is justified in +purchasing it, and to the point where he will begin to weigh the +advantages and disadvantages of the purchase--the question of whether he +is willing to "pay the price" for it, which is, after all, the vital +question in nearly all forms of deliberation following Inclination and +Desire. But as the prospect's mind passes to the stage of Deliberation, +you must not lose sight of the question of Desire, for it may be +necessary to re-kindle it in him, or to blow upon its sparks, when he +debates the "to buy or not to buy." The Deliberation is largely a +question of a conflict of motives, and Desire is a powerful motive--so +you must be ready to arouse a new phase of "want to" in the prospect to +counterbalance some other motive which may be turning the scales in the +other direction. + +In entering into the stage of Deliberation, or Argument, the discussion +passes from the impersonal plane to the personal. The question no longer +is: "Is not this a good thing?" to that of "Should you not have it for +your own?" This is a distinct change of base, and a different set of +faculties are now employed by the Salesman. He leaves the Descriptive +phase and enters into that of Argument. He enters into that second +meaning or phase of Demonstration which has been defined as: "Proving +clearly." And the question of proof and argument is that of whether the +prospect is not justified in acquiring the thing. The prospect's mind is +already considering the two sides of the question, his Caution combating +his Inclination. He is like "Jeppe" of whom we told you in a previous +chapter. It is now a question of "my back or my stomach," with him. The +Salesman's business now is to demonstrate to him that he can and should +acquire the thing. This is a proceeding in which the Salesman's tact, +resources, knowledge of human nature, persuasive power, and his logic +are needed. + +The Salesman has an advantage here which he often overlooks. We refer to +the fact that the very objections of the prospect, and his questions +give a key to his mental operations, which may be followed up by the +Salesman. He knows now what is on the prospect's mind, and what are his +general feelings, views, and inclinations regarding the matter. When he +begins to talk he gives you a glimpse at his motives, prejudices, hopes +and fears. It is quite an art to lead the prospect to ask the questions +or to make the objections to which you have a strong answering argument. +You then are able to turn back upon him his own argument. _It is a +psychological fact that the force of a statement made in answer to an +interrogative objection, is much stronger than would be the same +statement made without the question or objection._ + +Macbain says: "Lincoln, it is related, early learned in beginning the +study of law, that he did not know what it was to prove a thing. By +means of careful, conscientious study, in which he took up the problems +of Euclid, one by one, he satisfied himself that he then realized +absolutely what it meant to prove a proposition. One of the most eminent +judges of the Iowa judiciary regards every legal problem as a +proposition to be proved by a chain of reasoning. The salesman who +determines with absolute accuracy what it means, first, to prove a +proposition, and second to apply the general principles of demonstration +to an immediate matter in hand, knows just how far to go in making his +demonstration, what to include and what to exclude. He can see in his +mind's eye the chain of evidence that he is fashioning and will make +that fabric of his mind exact, logical and convincing." + +(Note:--In order to train the student in logical thinking, development +of the logical faculties, and the art of expressing one's thoughts in a +logical and effective manner, we would suggest that he make inquiry +regarding the volumes of the present series known as "The Art of Logical +Thinking, or The Laws of Reasoning;" "Thought-Culture, or Practical +Mental Training;" and "The Art of Expression." These books are published +by the house issuing the present volume.) + +It will be seen that the field of discussion in this stage of +Deliberation covers not only the subject of the value and utility of the +goods or proposition, but also the question of the price, the +advisibility of the purchase at this time, the special advantages +possessed, the over-balancing of assumed disadvantages, and in fact the +whole question of purchase from beginning to end. The one thing to be +held in the mind of the Salesman, however, is "_This will do you good; +this will do you good; this will do you good!_" Keep hammering away at +this one nail, in a hundred ways--hold it up to view from a hundred +viewpoints and angles. It is the gist of the whole argument, at the +last. Don't allow yourself to be sidetracked from this essential +proposition, even if the argument spreads itself over a wide field. The +point is that (1) _the thing is good_; (2) _the prospect needs it_; and +(3) _that you do him a good turn by making him see that he needs it_. +We once knew of a very successful life-insurance salesman who had but +two points to his selling talk. These were: (1) "Life insurance is a +necessity;" and (2) "My company is sound." He brushed aside all other +points as immaterial, and insisted with all his heart and soul upon his +two points. He was not an educated man, nor was he versed in the +technicalities of life-insurance, but he knew his two points from cellar +to garret. He outsold many men with actuarial minds, and extended +knowledge. He followed the "rifle-ball" policy, instead of the "shot +gun" plan. When he struck the target, he made a mark! + +It is the Mental Attitude of the Salesman which is the power behind his +argumentive rifle-balls. It is his enthusiasm which warms up the +prospect's imagination and desire. And, back of these, must always be +his belief in his own proposition. The Salesman must "sell himself" over +and over again, as friend Holman has suggested. He must answer every +objection which occurs to himself, as well as those which are thrust +upon him in his work. If the goods are right, there must be an answer +to every objection, just as there is a return-move to every move in +chess--just as there always is "the other side" to everything. He must +find this move, and this "other side" to every objection to which his +proposition is open. And he must "sell himself" over and over again, as +we have said. The National Cash Register people say to their salesmen: +"Selling registers is a straight-forward serious work. You have a plain +statement to make of the facts which you are convinced are true, and +which you are certain it is for the prospect's benefit to know. You +should be as sincere about it as if you were a clergyman preaching the +gospel. If you go at it in this sincere spirit the prospect will feel +the importance of what you say, and it will carry its due weight. It is +a fact which you must fully believe, that the register is a great +benefit to any man who buys it; that it will save any merchant many +times its cost while he is paying for it." + +Pierce says: "So in selling--it is absolutely essential to be genuine. +First, last and foremost--be genuine. Practice absolutely what you +preach. Be honest. Never undertake a line of goods that you cannot +enthusiastically endorse. Otherwise you cannot 'sell yourself.' And +selling one's self is by all means necessary. Students have asked us: +'How about being honest when the customer asks you a question that you +know in your heart you cannot answer straight-forwardly?' The answer is: +Drop that line; _the sooner the better_." + +It is true that there are men who "wear the livery of heaven in which to +serve the devil," and who practice self-hypnotization upon themselves +until they get to actually believe that they are advocating an honest +proposition in place of the "fake" they are proposing. And many of these +"confidence-men" and "green-goods men" throw themselves so earnestly +into their acting that they persuade their victims by reason of their +earnestness. We remember Bulwer's tale of the French beggar whose tears +wrought havoc upon the hearts of his susceptible victims. "How are you +able to weep at will?" he was asked. "I think of my poor father who is +dead," he answered. Bulwer adds: "The union of sentiment with the +ability of swindling made that Frenchman a most fascinating creature!" +But every genuine thing must have its counterfeit--the existence of the +latter only serves to prove the former. The success of the "J. Rufus +Wallingford's" of real life, are more than equaled by their final +downfall. No man can continue to prostitute his talents and be happy, or +even ultimately successful. The Law of Compensation is in full +operation. No, we're not preaching--just indulging in a little +philosophy, that's all! + +Let us now proceed to the stage of the Salesman's Closing, and the +prospect's Decision and Action. + + + + +CHAPTER X + +THE CLOSING + + +The "Closing" is a stage of the sale that is an object of dread to the +majority of salesmen. In fact some salesmen content themselves with +leading the prospect to the point bordering on Decision and Action, and +then lose heart, leave the prospect, and later bring around the sales +manager or special "closer" for the concern. They can lead the horse to +the trough, but they cannot make him drink. While it is true that the +stage of Closing is a delicate one, and involving as it does some +practical psychological strategy, nevertheless we are of the opinion +that many salesmen are victims of their own adverse auto-suggestions in +this matter--they make a boogaboo of the thing which is often found to +be but lath and plaster instead of solid iron and granite. Many a +salesman is defeated in his Closing by his own fears rather than by the +prospect. This stage of the sale is one in which the Salesman should +draw on his reserve store of enthusiasm and energy--for he needs it in +order to carry the day. As Holman once wrote: "General Grant said that +in almost every battle, after hours of fighting, there came a critical +moment in which both parties were tired out, and the side that braced up +at that moment and pounded hard would win. This is probably so in +selling. A good salesman knows that critical moment, and pounds." + +The main cause of the failure to bring the prospect to a favorable +Decision--the first of the two final stages of the Closing--is that the +Salesman has not done his best work in the preliminary stages of the +Demonstration. He has not demonstrated the proposition properly, or has +not awakened the Imagination and Inclination of the prospect to a +sufficient extent. Many salesmen slight the preliminary process of the +Demonstration in their anxiety to reach the Closing--but this is a great +mistake, for no structure is stronger than its foundation. The Closing +should follow as a logical and legitimate conclusion of the preceding +stages. It should be like the result of a mathematical problem which +has been carefully worked out. Of course it is impossible for any one +Salesman to "sell them all," from the very nature of things--but the +average man could sell a larger percentage of prospects if he would +strengthen himself along the preliminary stages leading up to the +Closing, and to the final steps of the latter. + +The gist of the whole matter of the failure of a prospect to make a +favorable Decision is this: He hasn't been convinced! Why? If you can +answer this question, you have the key to the problem. You haven't +reached the man's desire. Why? If you can get him to "want" the thing, +the decision is a mere matter of final settling down to choice. You may +have said to the man, "This is a good thing--you ought to have it," over +and over again--but have you actually made him see that it was a good +thing and that he ought to have it? It is one thing to tell a man these +things, and another to reproduce your own beliefs in his mind. + +The changing of the talk from that affecting Deliberation on the part of +the prospect, to that influencing his Decision, is a delicate matter. +There is a "psychological moment" for the change which some men seem to +perceive intuitively, while others have to learn it by hard experience. +It is the critical balancing point between "enough" and "too much" talk. + +On the one hand, the Salesman must beware of a premature Closing, and on +the other he must avoid "unselling" a man after he has made the +psychological sale. Some men are inclined toward one of these +faults--and some to the other. The ideal Salesman has found the nice +point of balance between the two. + +If the Salesman attempts to make a premature Closing, he will probably +have failed to bring about the full desire and careful Deliberation in +the prospect's mind. As a practical writer on the subject has pointed +out, this course is as faulty as that of a lawyer who would attempt to +begin his closing address to the jury before he had gotten in his +evidence. The trained finger on the pulse should detect the "high-tide +of interest," and close the demonstration at this point, moving surely +and swiftly to the Closing. + +On the other hand, if the Salesman persists in talking on, rambling and +wandering, after he has made a particular point, or all of his points, +he runs the risk of losing his prospect's attention and interest, and +with it the newly awakened inclination and desire. James H. Collins, in +a recent article in "The Saturday Evening Post," relates the following +amusing anecdote illustrating this tendency on the part of the Salesman: + +"How easily a customer may be talked out of buying is shown by the +experience of a real-estate promoter who sells New York property to +investors in other cities through a staff of salesmen. One of his men +reported that he was unable to close an elderly German in Pittsburg. +'I've explained the whole property,' said the salesman. 'He understands +the possibilities, yet doesn't invest.' Next time the promoter was in +Pittsburg he called on this investor, accompanied by his salesman. The +latter explained the proposition again most exhaustively, and made every +effort to be clear and convincing. * * * From time to time the investor +tried to interrupt, but the salesman swept on, saying: 'Just a moment, +and I'll take that point up with you.' When the story was finished he +recapitulated. When that was finished he began a resume of the +recapitulation preparatory to rushing the man. Here the boss felt that +the investor really wanted to be heard, so he interrupted the salesman: +'Charlie, I guess if Mr. Conrad here doesn't realize the magnificent +opportunities in New York realty after all you've told him, there's no +use telling him any more.' 'Mein gracious!' protested Conrad. 'I do +realize them. What I wanted to say is that I will take these lots.'" + +There is a sixth sense, or intuitive faculty developed in many good +salesmen which tends to inform them when they have said enough along any +particular line, or on the whole subject. In the midst of a sentence, or +after the close of a statement, one will notice a subtle and indefinable +change in the manner or expression of the prospect which informs one +that it is time to stop, and "sum up," or briefly recapitulate. And this +"summing up" must be made briefly, and to the point, in an earnest +manner. It should be made in a logical order and sequence, each point +being driven in as with a sledge hammer of conviction. One should lay +especial stress upon any points in which the prospect seemed interested +during the Demonstration. In short he should fall in with the spirit of +the attorney in his closing address, in which he sums up his strong +points, always with an eye on the jury which he has carefully watched +for signs of interest during the progress of the trial. Each juryman's +character is represented by a faculty in the mind of the prospect--each +should be appealed to along its own particular lines. + +The perception of the "psychological moment" of closing the selling +talk, is akin to that of the lawyer who leads his jury up to a dramatic +and logical climax--and then stops. Avoid creating an anti-climax. Mr. +Collins in the magazine article mentioned a moment ago says: "The chief +shortcoming of the salesman who has difficulty in closing is, usually, +that he doesn't know when the psychological moment has come to rush his +man. This is a very definite moment in every deal. Veteran salesmen +gauge it in various ways, some by the attention their argument is +receiving, others by some sign in the customer's eyes, and others still +by a sort of sixth sense which seldom leads them wrong. * * * If the +mechanism of a representative sale could be laid bare for study it would +probably approximate the mechanism of the universe in that material +theory by which the philosophers explain the whole thing up to the point +where a slight push was necessary to set it going eternally. The sale of +the man who doesn't close is technically complete except for the push +that lands the order. Sales may be made by patient exposition of facts, +building up the case for the goods. But to close them, very often, a +real push or kick is needed. Logic avails up to the moment when the +customer must be rushed." + +The trouble with some prospects is that they have practically made the +Decision--but do not know they have. That is, they have accepted the +premises of the argument; admitted the logic of the succeeding argument +and demonstration; can see no escape from the conclusion--but still they +have not released the spring of formal Decision which settles the matter +with a mental "click." It is the Salesman's business to produce this +mental "click." It is a process akin to "calling the hand" of the +opponent in a certain game other than that of salesmanship. It is the +stage in which the matter is fairly and squarely "put up" to the +prospect. It is a situation demanding nerve on the part of the +Salesman--that is apparent nerve, for it is after all somewhat of a +bluff on his part, for although he wins if the prospect says "Yes," he +does not necessarily lose if the answer be "No!" for the Salesman, like +the lover, should never let one "No" discourage him. "Never take 'No!' +for an answer," says the old song--and it is worth remembering by the +Salesman. + +The "click" of Decision is often produced by the Salesman "putting up" +some strong question or statement to the prospect, which, in the popular +term, "brings him to his feet." As for instance the closing illustration +of some of the National Cash Register salesmen, who after having +demonstrated the merits of the cash register by placing in it the "$7.16 +of real money," in two-dollar bills, one-dollar bills, silver dollars, +half-dollars, quarters, dimes, nickles and pennies, during the various +points of the demonstration, turns suddenly to the prospect and says to +him: "Mr. Blank, you have been watching every coin and bill I have put +into this cash drawer. Now how much money do you think is in this +drawer?" Mr. Blank naturally doesn't know. Then the Salesman proceeds: +"Well, then, if you have no conception of the amount of money in this +drawer, after watching me put every coin and bill into it, far more +closely than you could possibly watch such transactions in your own +store, you must admit you are guessing every night as to the amount that +should be in your cash drawer in your store." Pausing a moment to let +this strong point sink into the prospect's mind, the Salesman then says, +earnestly and impressively: "_Mr. Blank, don't you think you ought to +have a register of this kind?_" Every proposition contains features +similar to the one noted above, which can be used effectively in +bringing about the "click" of decision. + +In some cases the Suggestion of Imitation may be employed at this stage +by showing orders from others, provided they are of importance. Some men +do not like this, but the majority are influenced by the example of +others and the imitative suggestion prevails and brings down the scale +of Decision. In some other cases the Salesman has found it advantageous +to drop into a serious, earnest tone, manifesting a spirit akin to that +of the earnest worker at a revival meeting, and laying his hand on the +prospect's arm, impress upon him the urgent need of his doing this thing +for his own good. With some prospects this plan of placing the hand upon +him in a brotherly spirit, and looking him earnestly in the eye, results +in the final warming up of conviction and decision--probably from the +associated suggestion of previous solemn exhortations and friendly +counsel. But other men resent any such familiarity--one must know human +nature in using this method. + +Never attempt to close your sale in the presence of outsiders. Always +defer it until the prospect is alone, and you have his undivided +attention. It is impossible to get into the "heart to heart" rapport in +the presence of other people. + +You may sometimes bring about the Decision by asking pointed and +appropriate questions, the answer of which must act to clinch the +matter. But in asking these questions always be careful not to ask a +question which may easily be answered by a "No." Never say: "Won't you +buy?" or "Can't I sell you?" These questions, and others like them give +the suggestion of a negative answer--they make it too easy for the +prospect to say "No." Remember what we have said elsewhere regarding the +suggestions of questions. Remember the horrible example of "You don't +want to buy anything to-day, do you?" And also remember that a question +preceded by an affirmative statement, tends to draw forth an affirmative +answer. As, for instance: "That is a nice day, isn't it;" or, "This is a +beautiful shade of pink, isn't it?;" or, "This is quite an improvement, +isn't it?" In asking the important question, do not show any doubt in +your tone, manner or form of expression. Beware, always, of making a +negative mental track for your prospect to travel over. The mind works +along the lines of least resistance--be sure you make that "line" in the +right direction. + +In cases where you have been recommended to call upon a person by a +friend with whom he has discussed the proposition, you may often find +that but little preliminary talk is needed, and you may proceed to the +Closing very shortly after opening the conversation. In these cases, the +prospect often has "closed himself" without your aid--he wants the thing +without urging. When you meet this condition, take things for granted, +and make the sale just as you would if the prospect had called upon you +to make the purchase. And in any and every case, if you see that the +prospect has "closed himself," clinch the matter at once. And you can +readily see when this stage has arrived. After all, the process of +discovering the "psychological moment" of Closing is like the intuitive +discovery of the psychological moment for "popping the question" in +courting. At certain times in courting these psychological moments +arise--then is the time to "close." And the same rule holds good in +Salesmanship. It is largely a matter of feeling, after all. + +And, in Salesmanship, as in courting, remember also that "Faint Heart +never won Fair Lady." Fortune favors the brave. When you feel the +psychological urge of the moment--step in! Don't be afraid. Remember the +old couplet: + + "Tender-handed grasp a nettle, and it stings you for your pains. + Grasp it like a man of mettle, and it soft as down remains." + +When it comes to the psychological moment, banish fear from your mind. +Show spirit and be "game." You have got to make the plunge, and take the +risk of "the proposal" some time--why not now? You have done your best, +then go ahead. Stand up and take your chance like a man. But never act +as if there is any chance about it--preserve your mental attitude of +confident expectation, for these mental states are contagious. + +If, in spite of everything, the Decision be against you, do not be +discouraged. If you think you can reverse the decision by a little +further persuasion, do so by all means. Many a battle is won, after it +has apparently been lost. Few maidens expect their gallant laddies to +accept the first "No" as conclusive--and the minds of many buyers work +in the same way. There is a certain coyness about maids, _and +prospects_, which seems to call for a little further coaxing. Many +prospects yield only at the final appeal--they are like Byron's heroine +who "saying she would ne'er consent, consented." + +But if the "No" is final, take it good-naturedly, and without show of +resentment, and assuming an "I will call again another day" spirit, bid +the prospect good-bye, courteously, and take your departure. Many +subsequent sales have been made in this way--and many have been lost by +a show of ill-nature. The average man likes a game fighter, and respects +a "good loser." Don't give up at anything short of a "knock-out," but, +that given, shake hands with the victor good-naturedly, and then proceed +to lay plans for another interview. Good nature and cheerfulness under +defeat never fail to make friends, and to disarm enemies. + +As we have said in a previous chapter, there is sometimes a hitch +between Decision and Action. The spirit of procrastination creeps in, +and the prospect tries to put off the actual order. Try to overcome +this by "taking down" the order at once. Do not allow any wait at this +stage. If no signed order is necessary get the order down in your order +book as quickly as possible. Have your order book handy so that no +awkward wait arises. Avoid these intervals of waiting as far as +possible. Get through with the thing, and get out. + +If a signed order is required, approach the request as a matter of +course. Do not assume the air of asking any further favor, or of needing +any argument regarding the signing. Treat it as a matter of course, and +as if the matter had been agreed upon. Do not say "I will have to ask +you to sign," etc., but say simply "sign here, please," placing your +fountain pen at the "suggestive slant," and in his direction, indicating +the line at the same time. Some salesmen even touch the pen to the line, +starting the ink flowing and the suggestion operating with the one +movement. Others proceed, calmly, like this: "Let's see, Mr. Blank, what +is your shipping address (or street number)?" adding, "We can have these +goods here by about such-and-such a date." And while he is saying this +they are filling up the order blank. Then, in the most matter of fact, +business-like manner they lay the order before the prospect, indicating +the line for signature, and saying: "Now, if you will kindly sign here, +please, Mr. Blank." And it is all over. + +Always have the order blank, or book, and the fountain pen handy. Avoid +fiddling around after the pen or the book, or both--this is suggestive +in the wrong direction. Some salesmen lay the pen on top of the order +book, and place them easily before the prospect while talking. Others +lay the pen by the side of the book, in the same way. Collins says: "One +of the leading newspapers in the Middle West has a school for the +canvassers who solicit subscriptions. A set of books is sold in +connection with a year's subscription to this paper, and the solicitors +are drilled in old fashioned bookselling tactics, learning their +argument by rote. At the precise point where the signature of the +prospect is to be secured the salesman is taught to take his pencil from +his pocket, drop it on the floor apparently by accident, stoop over and +pick it up as he finishes his argument, and put it into the prospect's +fingers as a matter of course. Six times in ten the signature is written +without more argument." The psychological point employed here is +evidently that of distracting the prospect's mind from his ordinary +objection, and attracting his attention to the recovered pencil. A +similar proceeding is that followed by certain salesmen who carry a +large fountain pen with a rubber band wrapped around the handle. Talking +cheerfully, they drop the pen on the prospect's desk, close to his hand. +The rubber band makes it fall noiselessly, and prevents it from rolling. +The prospect is said usually to involuntarily pick up the pen, and move +it toward the order book which has been deftly placed before him, and, +then, still absorbed in the talk of the Salesman, he signs the order +blank. These methods are given for what they are worth, and in the way +of illustrating a psychological principle. Personally, we do not favor +these methods, and prefer the orthodox fountain pen, courteously handed +the prospect, at the "suggestive slant," with possibly the point +touching the line as an illustration of the "on this line, please," +which accompanies it. + +The principle to be observed in all cases where orders have to be +signed, receipts made out, etc., is to make the process as easy as +possible for the prospect. Let him work along the line of the least +resistance. Avoid giving him the adverse suggestion of "red tape," +formality, "iron-clad contracts," etc. Act upon the principle of the +young man who when he asked his father for money would say it very +smoothly and _rapidly_ "twenty dollars please," as if it were twenty +cents. Smooth away every item of delay and friction, and adopt the +"rubber tire and ball bearings" mental attitude and mode of procedure. + +Regarding the much disputed and vexing question of the interval between +Decision and Action, and the frequent failure of Decision to take form +in Action--which question, by the way, is very important in the Closing +of the Salesman--we ask you to read the following from the pen of Prof. +William James, the eminent psychologist: + +"We know what it is to get out of bed on a freezing morning in a room +without a fire, and how the very vital principle within us protests +against the ordeal. Probably most persons have lain on certain mornings +for an hour at a time unable to brace themselves to the resolve. We +think how late we shall be, how the duties of the day will suffer; we +say, 'I _must_ get up, this is ignominious,' etc.; but still the warm +couch feels too delicious, the cold outside too cruel, and resolution +faints away and postpones itself again and again just as it seemed on +the verge of bursting the resistance and passing over into the decisive +act. Now how do we _ever_ get up under such circumstances? If I may +generalize from my own experience, we more often than not get up without +any struggle or decision at all. We suddenly find that we _have_ to get +up. A fortunate lapse of consciousness occurs; we forget both the warmth +and the cold; we fall into some reverie connected with the day's life, +in the course of which the idea flashes across us, 'Hello! I must lie +here no longer'--an idea which at that lucky instant awakens no +contradictory or paralyzing suggestions, and consequently produces +immediately its appropriate motor effects. It was our acute +consciousness of both the warmth and cold during the period of +struggle, which paralyzed our activity then and kept our idea of rising +in the condition of _wish_ and not of _will_. The moment these +inhibitory ideas ceased, the original idea exerted its effects. This +case seems to me to contain in miniature form the data for an entire +psychology of volition." + +Prof. James, in another place, gives the following additional hint of +the process of transmuting the Decision into Action: "Let us call the +last idea which in the mind precedes the motor discharge, 'the +motor-cue' * * * There can be no doubt whatever that the cue may be an +image either of the resident or the remote kind." + +It will be seen then that the "motor cue" which releases the spring of +Action--the mental trigger which fires the gun of will--may easily be +some remote idea _suggested_ to the mind, as for instance the sight of +the slanted fountain pen and order book. The man wants to, but does not +feel like getting out of bed, and his mind becomes inactive on the +question. If some friend had said to him, "Come, get out old fellow;" or +if he had had his mind suddenly attracted by some outside sound or +sight, he would have sprung out at once. As we have said, elsewhere, the +placing of a piece of twisted paper in the ear of a horse will cause him +to forget his balkiness--it changes his current of thought. Any new +impulse will tend to get a man over his period of "I want to but I +don't" mental hesitancy. We may have given you the psychology of the +thing here--you must work it out in the details of application to suit +your own requirements. Learn to show your prospect something that will +cause him to spring out of bed. Learn to stick the piece of twisted +paper in his ear, to overcome his balkiness. Give him the "motor cue" by +supplying him with a mental image "either of the resident or remote +kind." Like the boy shivering on the brink of the stream, he needs but a +"little shove" to make him take the plunge. Then he will call to others: +"Come on in, the water's fine." + +And, now in conclusion: You have the signed order, but you must continue +your Mental Attitude until you fade from the prospect's sight. Do not +gush or become maudlin, as we have seen salesmen do. Maintain your +balance, and thank your customer courteously, but not as the recipient +of alms. Keep up his good impression of and respect for you to the last. +Leave the prospect with this thought radiating from your mind: "I have +done this man a good turn." The prospect will catch these subtle +vibrations, in some way not worth discussing, and he too will feel that +he has done well. Avoid the "Well, I landed this chap, all right, all +right!" mental attitude, which shows so plainly in the manner of some +salesmen after they have booked an order. The prospect will catch those +vibrations also, and will not like it--he will resent it, naturally. In +short, you would do well to follow the homely but scientific advice of +the old salesman who said: "Keep your sugar-coating on to the +last--leave 'em with a pleasant taste in their mouths." Make a good Last +Impression as well as a good First Impression. + +But--and remember this also--get away when your work is over. Do not +hang around the office or store of the prospect after the sale is made. +Do not place yourself in a position where some newly discovered +objection will cause you to do your work all over again. You have got +what you came for--now get out! As Macbain says: "When the close is made +the customer should be left in the shortest possible time that may not +be characterized as abrupt. Having 'talked a man into a sale,' the +salesman should be careful not to talk him out. The old adage, 'Stop +praising the goods after the sale is made,' is as true as it is trite." +Collins very aptly says on this point: "The explainer type of salesman +may actually sell goods to a customer and then, by staying and talking, +unsell him without knowing it. * * * One afternoon not long ago, for +instance, a salesman sold eleven thousand dollars' worth of fabrics to a +prominent merchant and, by staying for a friendly chat after the order +had been secured, gave the merchant time to think twice and cancel it. +An excellent rule is that of a salesman who built up a business to a +quarter million in competition with wealthy competitors, doing this by +sheer selling ability. 'Take the first train out of town after you sell +your man,' was his rule. If there was no train for several hours he +excused himself the moment a deal was closed, and disappeared. 'Just as +sure as I stayed around after that order was in my pocket,' he says, +'part of it would be cancelled or modified by the buyer, or some of my +work in selling undone. If it were nothing else the buyer would play on +the fact that I felt good about getting that order, and squeeze +something extra out of me.' When you land your man get out of sight." + +And, taking our own advice, kind reader, we, having said our say and +"closed," will now take our departure. We thank you for your kind +attention, and feel that we "have done you a good turn." + + + + + * * * * * + + + + +Transcriber's note: + +Obvious typographical and printer errors have been corrected without +comment. + +In addition to obvious errors, the following corrections have been made: + + 1. Page 22: a missing quote mark was added to the end of the sentence + beginning, "Geo. Dyers, in the same journal says: "Advertising...." + + 2. Page 34: extra "the" removed from the phrase, "as Kipling says: + "The...." + + 3. Page 53: a missing quote mark was added to the end of the sentence + beginning, "People are all after money...." + + 4. Page 139: "Voluntary" changed to "Involuntary" in the phrase, + "Involuntary attention, on the contrary...." + + 5. Page 228: "salesman" changed to "salesmen" in the phrase, "Veteran + salesmen gauge...." + + 6. Page 237: "hereby" changed to "here by" in the phrase, "We can have + these goods here by about such-and-such a date." + +Other than the above errors, no attempt has been made to correct common +spelling, punctuation, grammar, etc. The author's usage is preserved as +printed in the original publication. Unconventional spelling which has +been preserved includes, but is not limited to the following: + + advisibility + argumentive + irrefragible + propogandist + +Inconsistencies in hyphenation include: + + baseball/ base-ball + pocketbook/ pocket-book + sidetrack/ side-track + straightforward/ straight-forward + +*** END OF THE PROJECT GUTENBERG EBOOK 41510 *** |