MASO N I T E "X"-siding 0uality in

Two Exciting New Products

' X-ninety Y-grooved siding 'X-ninety punel siding

X.NII|ETY V.GROOVED SID.

f Nc-A %a' (nom.) panel with deep, attractive grooves every 5)d". Shiplap edges provide tight joints. 4'wide, Iengths to 16'.

Two new panel sidings, with the outstanding features that made "X"riding a builder's favorite, are yours in X-ninety siding produets by Masonite. X-ninety lap sid,ing, X-ninetg V-grooaed panel siding and. Xminetg plain panels for use with batten strips give you three-way sales appeal.

All three X-ninety sidings have Masonite's exclusive fibre formula that gives superior stability, exeeptional dent and weather resistance ...plus the workability and paintability that mean on-the-job savings...and best of all a realistie price that means profit for you. X-ninety sidings are being introduced in the nationally cireulated builder magazines right now. They'll be shown in the big eonsumer building and remodeling annuals shortly. Your ewtomers will be looking for X-ninety sidings.

X-lIIlIETY PATIEL st ol ltG-Heavyduty Bl" (nom.) panels meet all types of application requirements. Fully primed and back sealed. 4' wide, lengths to 16'.

X.I{INETY LAP SIDTI{G-

The original "X"-siding. Identical edges cut waste. Guidelines speed application. Nom/16" thick, 12'wide, 12' or 16'lengths.

_/\- Always stock the hardboard that features this trademark: it says 4ll"llp.ll:',:",f, :Jff ",li':::i1""?":ili[T,1;'i?"lll3-iH'fi Silli,i; strength, smoothness and uniformity,

See your Masonite salesman for the facts about X-ninety sidings that will never ch'ecf, splinter or split, rust or corrode. 0r write Masonite Gorp., Dept CLM-3-15, 111 Sutter Street, San Francisco 4, California.

The Responsibiliry of Deslers

(Continued, from Page 78) not a large market. This same thing has happened to some of our old favorite sayings in the selling game.

(11). For example, the old "shoPping around," buying in small lots lrom a number of suppliers of the same item, actually has forced some distributors to such a small-lot sales basis that they have found themselves, in effect, absorbing the costs of retailing. Many of them, saddled with these costs, have decided, PerhaPs with some justification, to go all the way and sell "direct" to recoup some of those expenses. In many instances, buying practices which are too "astuie" can save nickels, while dollars are being lost for lack of a good "give and take" supplier-customer relationship. The real money is to be made bY taking on one good line, using all of the merchandising tools available, attaching a proper markup and running with the ball. The dealer cannot possibly be everything to all people and it is quite certain that too many competing lines in the same shop only coniuse the public and eliminate the spirit of loyalty which makes enthusiastic selling possible.

'

Lef us now take a look at the real functions of the distributor and the retailer, their real reason for being a part of our economic life.

(12).Most people will agree, without question, that "the function of the distributor is to concentrate buying efficiency in large lots in order to provide, in a particular locality,-- _a lmaller, economical inventory of different products which fit the retailer's needs."

(13). Now, in the case of the dealer, two factors have, in mY oPinion, led to upsetting traditional channels of distribution :

First. the pressures of competition and "Small Lot Purchases," brought on to sofire extent by the "shoPPing around" philosophy previously mentioned, have deluded some distributors into bypassing retailers purely for the sake of keeping or increasing volume.

Second, and this rests on the dealer's shoulders, some dealers have fallen into the old trap of sPending too much time trying to buy cheap and/or direct and not devoting enough time and effort to good merchandising practices. This hai been called "nickel and dime" discounting and is in effect, forcing extra service from distributor or eliminating him entirely. These are services he cannot afford arrd he must seek a solution.

The dealer may think he is doing his supplier a favor bY shoPPing around'ind "spreading the business." Actually. he is only increasing the clistributor's costs. and. by doing this, increasing his own costs. This forces distributors to handle retail quantities at wholesale prices. Something has to give somewhere.

Please do not mistake my intentions on this subject. Admittedly it is a touchy one. However, I would be rnuch less than honest with myselfand with you-if I did not raise the question of proper and economic channels of trade.

There are a great many benefits for merchandising-minded dealers who support the kind of policy I have outlined. Strong and reputable distributors, whose pricing policies are geared to selling through the dealer as a key member of the distributio'n team, are in a position to provide dealers with merchandising support, and to bring the benefits of broad promotion programs to the dealer level, to provide sales training aids for the dealer, along with countless other benefits made available inthis system.

(14). As a matter of pure economics, the only way in which distributors can continue to provide these vital services is through dealers who are willing and able to face their responsibilities within their own sales area, and to support those who can help them do this. The retailer in many areas must make an important decisibn. His business life may ride on the outcome.

This all adds up to, the assigned srlbject-"The Dealer's Responsibil- ities To His Distributor And Manufacturer." What it really adds up to is the "Retailer's Responsibilitv To FIimself," and to the^whole field of building material merchandising. This brings me to one last point andit could be a somewhat touchy one. It is that suggested responsibility of helping the manufacturer or distributor to the extent of supplying him with sales leads. Certainlv. thisis no suggestion that dealers -should give away potential customers they arJset up to serve. That would be absurd. Ffowever, many major construction jobs or other industrial projects requiring carload lots or custom items, because of their size or scoDe. mav at times be outside the realm of pos- sibility for the retail dealeryet he may know all about it and have connections whicl-r could be utilized to the benefit of his loyal suppliers.

(15). Sometimes sales of this nature rn'ould mean nothing to the retailer, but can mean much to the manufacturer, and often the retailer, by calling in his manufacturer or jobber, places himself in a position to handle part of a big job or part ofa package, where he would have had no chance to touch any of the business otherwise. This, I realize, is moving into an area where the lines of demarcation are sometimes very thin-but where there is mutual trust and loyalty, it can work. It is simply a matter that individual retailers and their suppliers must develop togi:ther, if it is to work at all.

To summarize, there is a burden on the manufacturer or distributor to provide merchandising support, tools and counsel where needed; but the ultimate responsibility for making our distribution team function rests with the final link in the chain, the retailer, and when some or all of these responsibilities are overlooked or ignored, he is ofttimes bypassed.

More dealers must become merchandisers on a planned and continuing basis if our system is to work with the greatest possible efficiency. There are many successful examples of such merchandisers in this audience today who are trying to make it work.

Briefly, then, let us summarize the suggested dealer responsibilities:

(1). Suggest new product ideas and improvements,

(2). Suggest merchandising improvements.

(3). Allocate adequate time to qualified sales representatives.

(4). Use the merchandising aids that are available-and handle them like monev.

(5). Keep an adequate inventory to make plus sales possible.

(6).Take advantage of the tie-in for your advertising.

(7).Take advantage of the tie-in for your in-store promotion.

(8). Follow up advertising sales leads.

(9). Take advantage of the "painless" sales training now a.vailable.

(10). Don't save by buying nickels while losing dollars. Don't force your iobber to become a retailer. -

(11). Pass along sales tips.

Those are some of the responsibilities-there probably are more.

Distributors have a great deal at stake, too, but many are agreed that they do not have as much at stake as the retailer. The cold, harsh fact is that some distributors already have counted the dealer down and out. If retail dealers are, in fact, passing from the picture. distributors will have to move in and fill the gap.

But many forward looking dealers have shown the way, aud are moving ahead as part of this marketing team along with their distributors and their manufacturers to become better merchandisers, using every tool available and making it pay off. This progressive type-those who are willing and able to adjust to changing conditions-will be doing business at the same old stand for a long, long time.

Some have said that we who believe in the strength of dealer distribution are "gambling."

Maybe we are gambling on the dealer. but. as was related in the beginning, I believe we are gambling on a sure thing.

Thank you.

TUMBER

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