SMOOTH SELL'NG

by George N. Kohn, Morketing Consulfont

Repeot Orders Are Not Accidentql

future relationship with him.

Start ofi by convincing him that you are not a tthit and run" salesman. Show him that you will make every efiort to increase his benefits from the product.

'

Aty salesman knows that his first order ' from a new customer e,osts him more than ' he makes. The time, planning and work only worthwhile if there are repeat orders. : If the account develops in size and con, sistency the initial cost of getting it will fade into insignificance.

The salesman today who shoots for the "quickie" order, the single sale, is sounding his own doom. Successful selling is repeat selling. Even the corner cigar stand or news vendor depends on regular customers who stop by each night or morning.

Satisfaction Is Key

The key to repeat orders is customer satisfaction. The salesman who does not take the time and trouble to explain all of his product's benefits or who does not please in other ways is selling himself and his company short. This is a responsibility which must be met if tlre salesman is to ' survivb in today's competitive market.

The old concept of "the buyer beware" is as outdated as the gas light lamp. Today tle salesman must Iook out for continuing buyer interest.

When a customer sticks with a salesman through good times and bad and despite the onslaughts of the competition, you can be sure that the seller gave unselfishly and unstintingly of his time and knowledge to the benefit of the customer. The salesman, who is strong on repeat orders, is a service consultant as well. He meets the wants and needs of his customers with dedicated enthusiasm.

A buyer should not have to ask for help Irom a salesman. The latter should be right there to volunteer it. The "extras" you provide the customer will come back to you like the proverbial bread cast upon the waters.

THE NEW CAR SATESMAN

About six years ago I bought a new car of an expensive make. The salesman was pretty ofi-hand about the purehase. He gave me a book of instructions, a perfunctory 'othank you" and sent me on my way.

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In breaking in my new automobile, I discovered all kinds of things that had not been explained to me. There were certain aspects of the power steering, power brakes, air conditioner for example, that really confused me. At one point, I almost got into an accident because I didn't work the brakes properly. I learned entirely by chance t}rat the car was equipped with windshield sprays. I just happened on a floor button that changed stations on the radio. And so it went.

I suppose I could have read the book, but I did not have time for this. Besides, instruction books always leave something to be desired.

When I bought my next car I didn't return to that dealer. I went to a place where I actually paid a little more than I would have at the other agency.

But there was a world of difference in the service and just plain courtesy. The day after the purchase the salesman called me.

'oMr. Kahn, you've bought a beautiful car and a high quality one. However, it's a complicated machine and there may be things about it which are new to you. Do you mind if I come around to your house tomorrow and go over the car with you?"

His offer was a pleasant surprise and I told him to come ahead.

That salesman spent three solid hours with me, explaining every feature of the car. He accompanied me on a trial run pointing out various aspects as we drove along. He did not leave until I was absolutely sure that I could handle everything on the automobile.

That was some time ago and I have never dealt with another car salesman since. I know tlrat he is looking out for me and that a sale is not just another transaction for him. There may be agencies where I can buy this make cheaper, but I'm willing to spend a little more to get this kind of service.

THE FIRST CAI.I.

A generous expenditure of time in getting a new customer will pay off handsomely if you make your visits productive.

The first few times you call o'n a prospect

The first order is the most important one you'll get from the customer. Make sure it isn't the only one.

Give that first order loving care and attention. Follor,v through on every phare of it right up to the shipment.

Two or three weeks later call the customer and ask if everything is all right. Volunteer to make a special trip to his plant or office to explain anything he did not get from the original presentation.

Whether you are selling office machineq flooring, tennis rackets, houses or plastic, be sure and explain the product's uses and advantages at the outset.

Retaember Compiaints

Some salesmen are clever deceivers. They can listen to a customer's complaint with the rapt attention of someone who really cares. Once out in the street, however, they don't remember a tling that was said.

When a custorner takes his time to tell you about a complaint or problem, he expects something to be done about it. Where else does he have to turn but the salesman?

Be sure that you understand the gripe. Don't nod your head if you don't. If necessary, go over the complaint step-by-step. When you leave the customer's office you will have to aci on that complaint if you expect further business from the man,

ARE YOU GETIING YOUR SHARE OF REPEAI ORDERS?

l. Do you explain all of your products benefits to customers? Yes I No tr

2. Do you look out for the buyer's interest? YesD Notr

3. Do you ak the customer if he is satisfied? Yesn No!

4. Do you make careful note of a customer's com. plaint?

5. Then, do you act on it? Yes ,E No E Yes ,tr No tr

6. Do you enlist the aid of your manageoent in soothing customers? Yes ,n t{o EI

7. Are you especially attentive with the first order? Yestr Notr

8. Do you take the customer's point of view in discussing problems with him? Yes tr No E

9. Do you get repeat orders from new accounts? Yes! Notr

10. Do you have very few "one shot" customers? Yes fl No E

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