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Hoo-Hoo-Effe " Bosses Night"

Spring Cometh-And with it the lively scent of blossoms ancl flou'ers and lovely Misses frorn vanity fair. Such could be seen IVlonday, February 12 at the "Hearts and Flowers" banquet in the Blossom Room of the Hollywood Roosevelt Hotel where members of the Hoo-Hoo-E,tte Club No. 1 and their bosses, over 300 in all, gathered to celebrate "Bosses Night."

"Bosses Night" an annual event which is given by the girls as a tribute to their employers involves a great deal of preparation and is hailed as tl.re big social affair of the year.

The large banquet room was dressed this night to match the theme, "Hearts and Flowers" lvitl-r valentine hearts gladdening the room and red ancl rvhite florvers tl.re head table.

The evening's festivities \ rere ir.rauguratecl with cocktails at 6:29 and dinner soon afterwards-both to the accompanim.ent of a musical trioof saxophone, bass viol and accor(1lan.

P.ggy Nlottola, president of this active grollp, called the role after dinner and introduced each member who in turn presented her guest or guests. Then Harvey Mr. Koll, Snark of the lJniverse, Joe Petrash, Hoo-Hoo Club #2 president ancl Ar.rne Murray, founder of Hoo-Hoo-Ette were introducecl from the speaker's table.

E,ntertainment immediately follolving featured an impres-

By NANCY ALLISON

sionist u'ho portrayed many famous figures from Hollyr,r'ood.

Harvey W. Koll, Joe Petrash and Anne Murray made acknowledgments to the club for the splendid evening and praised them on tl-reir past accomplishments and wished them rn'ell with their future endeavors.

Past presidents were hostesses for the ni$ht : lVlargaret Gladdish, Jeanne Serviss, Evelyn Fryrear, Bessie Stewart, nlabel Staser, Nfarguerite Dixon and Anne Murray.

Hoo-Hoo-Ette officers include: Peggy Mottola, president, Phyllis Hau'kins, lst vice president, Mabel Askins, 2nd vice president, l)orotiry Yann, 3rc1 vice president, Helen Heffern, membership chairman, Mildred Dutton, publicity chairman, and Jo Cogburn, initiation chairman.

The evening, hailed by all, was climaxed with the presentation of door prizes donated by over 25 lumber companies: H. NL Nelson Lumber, Commercial Lumber Co., Owens - Parks Lumber, Pacific - I\{adison, Allied Veneer, Tarter, Webster & Johnson, Inc., Downey Kiln Drying, Han.rmond Lumber Co., Tarzana Lumber Co., Weyerhaeuser, Harry White Lumber Co., Stervart Plywood, Inc., Stahl Lumber Co., Harbor Box & Lunber Co., Simmons Hardwood, Palm Ave. Lumber, Twin Harbors Lumber Co., Western Forest Products, U. S. Plywood, B. W. Randall Lumber Co., Penberthy Lumber, Davidson-Western Plyrvood, Jameson Lumber, L. R. Smith Hardwoocl, Orban I-urnber and Cal-Pacific Redwood Sales.

The Responsibility of Deqlers (Conknueil trcm Page 72) ber has a needed service which he is in the best position to render. Modern business, of course, cannot afford to pay for services not rendered or not needed. This, of course, implies an additional burden of proof of performance on the part of the dealer and the distributor as well.

Let me take the dealer point of view by saying that the manufacturer and the distributor are both tools that can be used by him to increase sales and profits-if these tools are used correctly, consistently, and enthusiastically.

A good carpenter polishes and sharpens his tools, he doesn't leave them in the rain to rust. He uses them skillfully and protects them carefully. Yet,in many retail establishrnents some of the finest tools are allowed to rust for lack of use-sales tools and merchandising aids provided by cooperating manufacturers and distributors. (Reference to distributors here means those who operate warehouses, whether they be owned and operated by local independents or by manufacturers who choose to operate their own distribution centers such as our own company, for example.)

Back to responsibilities-just what are these dealer responsibilities ? Here are a few which, please understand, represent one man's opinion only and are thrown out for your consideration and study:

(1). Your alert and farsighted sup- pliers want "Your Suggestions For New And Better Products." The manufacturer is always looking for ideas. The dealer is in direct contact with the consumer. He knows his competi- tion and his supplier's competition. That is where opinions count, and these opinions are valued like money in the bank-which is really what they are. It might surprise us to know how many dealers are making handsome profits with new or improved products which originated in dealer reports to manufacturer or distributor. But we want more and as a member of this marketing team your suppliers will be depending on you for this type of guidance. This responsibility may seem obvious. but it is often overlooked.

(2). This also involves the need for suggestions('The Development Of Suggestions For Better Merchandising." Would a better looking package increase your sales ? Should it be smaller-perhaps larger? How about the marking-color, size, type of print used on the product or package ? Maybe a special kind of display banner could be used to advantaqe. A better brand name ? What will' make the product sell better, be easier to handle, a, better profit-maker? Are the displays too large ?-too small ?-not sufficiently attractive ? What changes are needed? I submit that this type of assistance is a responsibility of the dealer.

(3). We all know time is money, and, hence, must be used wisely or lost. There are multitudes of things to do in a retail buildihg materials estdblishment-we suppliers know that. Sad, but true, however, is the fact that there often is "Very Little Time Allocated To The Distributor's Or The Manufacturer's Sales Representative." Certainly, they are trying to sell you something. But, a good sales rep also has something to give and those wl-ro listen ofttimes prosper as a result. Sufficient and uninterrupted tirne gives him a chance to update you on rlew materials that will boost sales, o1r new sales aids and new extensive national promotions which give you an opportunity to cash in-new ideas for training your sales people, and the many other services that are becoming available to help you, as a member of the team, perform your function in the distribution chain to better advantage.

It is true that not all salesmen have something of full value to give, of course, but you will find a real benefit in listening to those who do. And don't forget tl-rat the wasted time of the

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Hollywood Jn Twins Are All-Purpose Doorc

Say goodbye forover to old fashioned scre€n. sash and stofm doors. for here are two all purpose doors.:,.COMBtNATtON SCREEN AND METAL SASH DOORS that fit all types of rvall construction and harmonrze with any interior styling.

Nole lhese 4-ln.t aDVANTIGES

QGomforr @ r.ono-y

a .fh.- Hdlfmod Jf. Irlm p.mlt mo.lo $vct buyinr r Srh, Scrc.n .nd ltil n tltc||Gn ailt smtcc porchra. Storm Doon Hollwood Jrt. anr rll 3 a Glga dqqurtc ar3y wilhtlon. mmblncd Into I door. ". o lm.ctdtht, ru:tDoot rcrunr. a tlrniinaln h.rdwr... h.ntlnt .nd ' s.'h Gh$ t!t.I bo dcrncd wlth ctc. a $r". ., Gxpcn.ruuGpt canrcnb. El Gonvenience ' *'iff,i$T.mJ*.Ii,.igl#"jt

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ihry.cildr doo. Cl ponel or Flush ltaNui^ctultls ot ScrtlN ooots, touvtt Door3 3 sBurrrrs ll27 Esrf 63rd salesman costs you money. It adds to the cost of the materials you buy-so don't let him sit!-Talk to him or send him o'n his way.

J, t lf,,STrilo,:iiHio.."- ^ .. . -. Hlry*-d r?. rwrm d," you Fu, ,{ a &ta |t rn tddltbml ]xllacsoo ror chotcc ot a Dan.t or ilu.h dd b hosr.rn sh. m.t-sirrlc wnh out trimmtzi itt'tr inv iivtt-iri|r-ffifi !41!.Sq$h.-rtt opo|tn8 wilhosr o?'ini#lo; fiid'.' -"'unlrun3 ln. (oc. O Ru3h doon ri.[.bla ln thlllooln. a Bu.3l.rprlot -A slmplo toudr of frn. Lurun, Orbnt l Ath (S.nt o? 6frri: 3wr roctl aarll. a Panal dOOr3 aY|ll.bla In Dlna only. tt{ritc lor lrcc illudrctcd lit.totut.

WEST GOAST SGREEIT GCD.

This brings us to responsibilitY number 4. What is done with the modern merchandising techniques and materials once you have listerted, decided and taken delivery?

(a). The responsibility here is obvious-"They Should Be Used And Handled Like Money"-1nd they are money-money in the bank if used properly. It is not hard to find a retail dealer with below-standard housekeeping, and with many dollars worth of promotional'materials, excellent displays, and samples, which are put to inadequate use or are just plain allowed'to gather dust in t-he baik room.

When there is no intention to use these materials, they ought to be refused. On the other ha.nd, some dealers try to be'all things to all people, and are lost in the clutter, a clutter of posters and various gimmicks and displays from so many people that confusion reigns supreme with both the dealer's own salesmen-and his customers as well.

But, using this material properly is not the complete answer-not bY a long shot.

(5). And this takes us to responsibility number S.-the one which is probably the most important of allthat of product availability. You can generate interest and a potential sale through good salesmanship and proper use of the merchandising tools, but if you do not have the material in stock, the sale can be (and often is) lost forever. As buying habits change, and this is happening rapidly, the important matter of "Having Adequate Inventory Of The Right Kind" becomes more and more vital.

We had considerable experience with what was thought to be an excellent stocking dealer program during 1961. Time after time, our salesmen reported that dealers only with reluctance put into stock good profit specialty panels along with their regular commodities. And, time after time, these same dealers, much to their surprise and joy, found it necessary to reoirler these specialties even before their accounts on the original inventory were due. These successful stocking dealers used sales tools, too. Their salesmen took advantage of the brief and wellplanned training sessionscrammed with sales techniques and new product information-and used to advantage the national advertising tie-ins which also were available.

(6). More on "tie-ins." They can amount to a valuable bonus for any retailer. The first of these is the"Advertising Tie-In With The Manufacturer's National Advertising." True, some of these free ad mats are a waste of the manufacturer's money and wasted opportunities for the dealer. However, if used properly, and at the right time, they can be real moneymaKers.

One recent natiirnwide survey indicated that most building materials dealers invest about 2.3 per cent of sales in their local advertising, including newspaper, radio, TV and direct mail. The same survey indicated average dealer sales gross was between $100,000 and $200,000 a year, and the average expenditure for advertising was about $2,000 annually. But how much of this is wasted? How"-much of it brings in the minimum rather than th.e maximum in sales ?

The answers to these questions lie, to a considerable extent, we believe, in wise and prudent tie-ins with national 'advertising.

For example, our, cooperating deal'ers in February, have received what we ha"ve ihosen to call a 1962 "Profit Planner." 'It'lists the type of ad being scheduled, when it is to run, and in rvhich magazine. The dealer then can plan his local tie-in advertising to strike whilethe iron is hot. In this way, money spent for national advertising becomes local advertising and the combined investments pro'duce better results.

(7). Proper "in-store" promotion is important and your supplier depends upon you for it. Once the customer is in the store, he can buy or not buy. He can buy a small item ora big package. Here we are talking about "Store Layout, Placement Of Stocks, Banners, Pennants, Planning Desks, Home Improvement Suggestions, Window Displays, Special Islands, Directional Signs To Items In The Sheds, Offers Of Hetp On Finance, Selling The Package, And The General Selling Atmosphere." This, of course, can be overdone. I\{ost often it is "underdone." All these point-ofpurchase aids are available from those manufacturers who depend so heavily on the dealer for distribution.

(8). "It Costs Money To Develop Sales Leads." Isn't it then the dealer's responsibility to pursue them? What about these people who don't come into your shop at all, but write directly to the manufacturer in respouse to his national advertising instead. This can happen whether or not there is a coupon on the ad. Some of these people are just curious but many are hot potential customers with a particular project in mind. Many manufacturers route these leads back to their dealers with all the data available. Some retailers ignore such leads completely for one reason or another. Some retailers, on the other hand, follow through and find a profitable percentage of immediate sales, plus a background of good will and contacts that eventually lead to future sales. f)irect mail or telephone often are used successfully after the cream is picked off for direct contact.

Are you encouraging your suppliers to send you these leads ? Are :you ertcouraging your own salesmen to take advantage o'f every sales opportunity presented in this manner ?

(9). Do you accept the sales train- ' ing which is ofttimes available to you ? It probably would be nice for every dealer to send his crew back to college for a short course in merchandising and selling. But let's be practical. There are other methods available, however. and I would think it a responsibiiity of thi dealer to discover what they are and to use them.

Did you know that ideas used in some progressive public and private schools are adaptable at the dealer leveJ where time is critically important? By a combination of sight and sourid, a"ctam" course in sales techniques-How to build a sale from a pound of nails into a new room-or how to remodel a home-or build a new garag'e can be completed in half an hour or 45 minutes with the new "talking book" techniqne. This method uses an illustrated and simplified text with the teacherfs voice. on a record player. Such sessions have proved to be "iust what the doctor ordered" for hundreds of dealers throughout the countrv last vear. Because of its success, tiris -eihod, with improvements. is being used again this year. -Subjects range from "Building A Large Sale" to the details on how to provide and handle "Instant Financing For Customers."

(10). This suggested responsibility is that of the dealers being alert to what is new-what is available for what use. Time must be taken to learn of these opportunities in the first place. He should take the time to listen to the reasoning of marketing experts who have develooed these various marketing aids, and to take time to consider adaptation of these ideas to his own operatlon.

This points to the changing marketing picture whether it involves salt, sugar, autos or building materials. Not the least important of the items in this modern picture of marketing is a conflict with some very old and very well entrenched ideas about buying and selling.

There is an old adage, perhaPs first viritten with the tipof a buggy whip dipped in the old ink well, to the effect that sharp purchasing is the keY to profits. '

Good buying is vital-no one can deny that. However, there are new and equally important keys. T!" cracker- barrel and the buggy whiP have been displaced. Crackers are in a neat package in an attractive display, and the buggy whiP is confined to the "harness racing" set, which is (Contuvued, on Poge 22)