SMOOTH SELL'NG

by George N. Kohn, Marketing Consultont Colyight-Gcorgc N. Kahn

The Auiomoted Solesmqn

We hear a great deal these days about automated production; how work has been put on a more efficient and economical basis through the use of machines. This, of course, has brought an attendant problem of unemployment.

Today's salesman may wonder gloomily if he will not someday be replaced by a machine. He knows that white as well as blue collar workers have lost their jobs through mechanization.

I don't believe the salesman has to worry. There are elements of salesmanship which a machine could never duplicate. Factors like goodwill, servicing, etc. depend on the personal relationship between buyer and seller. The techniques of overcoming objections, presentation and closing are structured on face-to-face contact.

The salesman can also take heart from the fact that business and industry are still recruiting salesmen at a good clip and that marketing budgets are expanding.

Bewore of Complocency

But don't assume that the salesmanbuyer arrangement is beyond criticism just because it has existed so long. In business, anything that involves profit is sub. ject to review by management, There is no sentiment involved here. It's a dollars and cents proposition and the men up. stairs will dump any system not producing. The salesman should realize he is no more immune to change than the production line or raw material purchase.

Aulomole Yourself

For this reason, the salesman must, in a manner of speaking, automate himseLt. He must organize his paper work so it to get the maximum benefit for his efiorts.

He should plan the best and quickest route to his customers. He must make sure he sees the right people, the influentials, so he won't waste time with persons who are not empowered to make decisions. He must organize his paper work so it does not cut seriously into his selling time. In short, he must leave as little as possible to chance. There is far too much at stake for sloppy, inefficient methods. He must have more hits than strikeouts.

If you are selling only two out of fifieen prospects, for exa-nple, you are not fully automated.

. Spur Yourself

Every so often the salesman must apply the spurs to himself ifit isn't done for him. One way to dn this is by setting your goals higher and working towards them.

Supposing you are seeing four people a day. Why not then make a list of fifteen prospects, with the determination to see at least five of them? Immediately you will start reoising and tightening your schedule to take care of the extra calls. You will find ways of squeezing out ten minutes here and a half hour there to give yourself more time for visits. The old adage that necessity is the mother of invention applies here.

Eventually you may find that you have time to call on six of the fifteen and perhaps even more. You have established a challenge for yourself. This is healthy for a salesman. It keeps him from being resigned to routine. It will open up new dimensions.

Influentiols Only

Whom do you see on your calls? Are you talking to the man who can buy or to some fourth string assistant who talks a good game but couldn't give you an order if his life depended on it.

So many salesmen waste time with the wrong man. They deliver brilliant presentations to a person who may appreciate the performance but cannot reward it.

A little investigative work before you call will eliminate this risk. You can find out the name of the influential and make your appqintment with him and with him alone. It's far better to go on to the next call than to spend an hour with someone powerless to make a decision. You'll find yourself having to make a date with the influential anyway.

Soles Soboteurc

Often a salesman is slowed down by things he never gives much thought to.

For example, a badly running automobile can cost you all kinds of good time. It may stall in traffic when you are rushing for an important appointment, Then consider too the time you spend in taking it to a garage for repairs.

How about the location of your home? It should be convenient to your territory. Why drive sixty miles a day just to get to your job? If you are inconveniently located perhaps your sales manager can help find you a difierent place. Besides, if you live closer to your work you'll feel better and have more time to spend with your family.

The Indispensoble Sqlesmon

Ifa salesman is indispensable to his firm he'll never have to worry about being automated out of a job. There is a saying that no one is indisoensable and that's true up to a point. Il a man dies or is incapacitated in some way the company will somehow get along. But some salesmen become so important to the firm, so identified with it, that they enjoy a unique position.

Take the matter of resignation. When some salesmen ofier their resignation management expresses polite regrets and says goodbye. When others quit, however, the boss will practically get down on his knees to induce them to change -their mind. He'll ofier more money, promotion, a better territory-anything to get them to remain. Why? Because these salesmen are so valuable to the company that their loss will be keenly felt.

The Leorning Process l. Are you using the best and quickest route for your calls? Yes E No ,n

Are you automating yourself? One way to find out is by taking this little test. If you can come up with ttyes" answers to six or more questions, you have little to fear from a machine.

2. ls your car in top operatins mfjli5t n, O

3. ls your paper work organized to leave you sufficient time for calls? Yes ! No iE

4. Are you seeing the influentials when you make calls? Yes ,! No D

5. Do you set goals for yourself, even if they are not completely attainable? Yes .D No I

6. ls your home convenien, ,r rT;,lH,,Kot,O

7. Do you feel you have something new to learn about selling? Yes ,fl No 'E

8. Do you think that management would make a great effort to get you to stay if you offered your resignation? Yesrl No I

9. ls every day a new challenge lorrt3t no O

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REPRINTS FOR SALESIMEN . this is a @ndensed yer- peoryq N.. Krbr Co., Marketing -Coosultants, Sales Train-

Listed here are the titles of the first 24 lessons in the 6. S"iii""-.1"-fa." ring binder. Eac! supje.ct- ilt this exp-anded ve-rsio_4 is fully "Smorth Sjling" Sales Training Course. , md completely developed in comprehensivc detail and in'- l. glossy pap€r and is 3-hole pugched to fit-any gtan4arq 3-

19. How To Dlslodgc A ProsDcc{ Fro|n An Edsdng S@pIcl

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