Sale inception *

Securing the interview

Learning something of the needs and problems of the prospect and planning how best to approach and get the selling story across to him is sometimes referred to as the pre-approach. The approach to a prospect is generally understood to be that part of the selling process which includes the gaining of an actual personal interview and the opening remarks or actions of the sale. It must be conceded that sometimes securing an interview is difficult. In the large majority of cases, however, the interview is granted as a matter of course.

Most people are not, after all, difficult to see. In calling upon retail dealers, the approach is merely a matter of stepping up and introducing oneself to the buyer. He is usually accessible, right out on the floor, or behind the counter. Though the average retailer may have a desk somewhere in the back part of his store, he is seldom at it and when he is there are seldom any barriers.

It may be remarked in passing, however, that while it is not difficult to see the ordinary dealer, it is not such an easy matter to arouse his interest. He is called upon by a great many salesmen during the business day and has learned of necessity to get rid of the great majority of them quickly.

Large department stores and chain stores usually have a very definite system and elaborate routine for the reception of salesmen and certain hours when salesmen in particular lines are received. Usually, however, the salesman is admitted when his turn comes. Here again the salesman's problem will be not so much to get in as to stay in. For these skillful buyers, also, while they realize the advantage of meeting salesmen and gathering from them new ideas about goods and markets, have learned to dispose of salesmen with despatch.

It is not unusual for buyers and others in large companies to be under instructions to see every salesman who calls, the company's attitude being that, while it is not possible to buy from everyone, it is possible to be courteous to everyone. They feel that by adopting this attitude they will create for their company a goodwill on the part of the salesmen who call upon them and the houses they represent.

The fact that a man is an executive and in a private office does not, necessarily, mean that he is difficult of access. Usually one who calls upon him will be admitted without opposition—especially is this so if his appearance and bearing are such as to create a businesslike impression upon the telephone operator or reception clerk in the outer office.

It is a psychological fact that the salesman is much more likely to remember the single occasion when he has encountered difficulty in seeing his prospect than the great number of occasions when gaining access to a prospect has involved no particular problem. The important point is that the salesman should never become obsessed with the idea that his prospects are, as a rule, very difficult of access, because in a large majority of cases he is conjuring up difficulties which do not really exist.

Some men are difficult of access

We do not contend. that the technique of securing interviews is unimportant. Some men are hard to interview. They cannot spare time to see everyone who calls. They feel obliged to hedge themselves about with barriers against those who would intrude. This does not indicate that they have no desire to look into a worthwhile proposition.

They expect that a salesman with an offering worthy of their attention will be big enough and ingenious enough to make his way past these obstacles. Men who are hard to see are sufficiently numerous to make it necessary that the salesman know how to secure an audience. There is a real technique and skilful salesmen are well versed in these methods.

Use of introduction and personal cooperation

The most obvious and, at the same time, most effective way of securing an interview with the man who is difficult to see, is to secure cooperation in reaching him from someone who is friendly with him. This may take the form of a personal letter of introduction, a telephone call asking him to give the salesman an interview, or merely the right given to the salesman to state that he is calling at the suggestion of a friend. Not only does this insure the interview, but it also assures a more courteous and patient hear ing than might otherwise be accorded. The method cannot be used in all kinds of selling. It is especially effective in some lines of specialty selling. Skillful salesmen never overlook an opportunity to avail themselves of influence and friendship in reaching the desk of an important prospect.

Expecting the interview

The salesman's state of mind is an important matter in the approach. If he is doubtful or apprehensive of securing the interview this may show itself in hesitancy, nervousness or an apologetic attitude. This, just when he has an opportunity to impress the prospect favourably, the time when he should be exhibiting poise and self-confidence, is nearly always fatal. It carries a suggestion that he will not be admitted and for that very reason he often will be turned back.

A salesman who has long since become one of the outstanding men in his line says that the early stages. of his selling work were greatly marred and he was brought almost to the brink of failure as a salesman, by nervousness and fear which assailed him when trying to secure an interview and in the first few moments of his actual talk with his prospect. Let him tell the story:

"I cured myself in this way :—I picked two men, one the President of our company, a big, dignified man, with personality and power sticking out all over him, and another, a most learned college professor of my acquaintance, but with no outstanding personality other than that which must come from profound learning, and a man who usually neglected to have his clothes pressed. I tried to picture either one of these men getting nervous or afraid in asking for an interview or in talking with a prospect. It was absolutely impossible to do so. I tried to conceive of either one of them being denied an interview. I simply could not. From that time forth, I handled myself much as I thought they would act in similar circumstances. If this man upon whom I was calling would see them, what was the reason that he would not see me? There was none. The man whom a salesman finds difficult to interview is seeing a whole lot of other people day in and day out. There is no particular reason why you or I should not be one of them."

The salesman's attitude of mind should be one of confident expectation. This will carry a positive suggestion that he expects, as a matter of course, to be admitted and often this will be the main factor in his being able to secure an audience. A good motto for the salesman is, "He sees other people, why not me?" A positive, affirmative attitude of mind is one of the strong forces of effective salesmanship in every stage of the sales process. Its force is found in the law of suggestion which we shall discuss on a different page.

Value of a businesslike and dignified appearance

The initial impression made upon the secretary, reception clerk or telephone operator is important. She will often convey that impression to the prospect inside. If the salesman is well dressed and businesslike he will create the impression that it will be worth while for the executive to see him. This may also ward off too much inquisitiveness for detail on the part of the reception clerk or the secretary as to the salesman's business. It is true that one phase of her job is to protect her employer's time, but it is also true that one of her duties is to be courteous and avoid giving offense to men of importance.

Therefore, while many suggestions can be given as to ways and means of seeing a prospect who guards his time, the fundamental, without which all methods will be, to some degree, ineffectual, is to look and act like the kind of a man who ought to get in to see him. As a matter of fact, a large part of developing one's sales ability is the developing of one's character, caliber and personality. Someone has said that a salesman must look and act like the kind of a man he desires to be until he becomes that type of man. Good clothes help and are fundamental, but they do not tell the whole story. A dignified and courteous manner is equally important and flippancy or familiarity is to be avoided.

There is a sales manager in New York whose salesmen must call upon business men of sizable caliber. He sets great store by what he calls, for want of a better name, social grace.

That is, he likes to select for his organization men, whether or not they have had any selling experience, whose social environment has been such that they have become accustomed to meeting socially, with naturalness and ease of manner, more or less important and substantial people. His theory is that a man who is used to meeting people naturally and easily in a social way, will carry that poise, natural ease of manner and courtesy into his contact with prospects in a business way. Probably as good a prescription as could be given for the proper attitude of the salesman on the approach, is that he handle himself just as he would were he a guest in a cultured home.

Sending in name or personal card only

It is not always wise to send in a business card unless the salesman has reason to feel that the prospect will wish to see a representative of his company. This is especially true in the case of those offerings for which the average man considers himself no prospect and in reference to which he feels that he does not wish to be annoyed by salesmen.

Peculiarly enough, this includes some of the greater services to mankind. Life insurance, securities, real estate and books are examples. On the other hand, if the salesman represents a concern which has prestige in the trade and its line is one which occupies a special standing or contains unique or exclusive features he may well send in a business card at the outset.

Custom has some influence here. The chances are that a salesman calling upon a purchasing agent at a manufacturing plant would have no choice in the matter of sending in his business card. It might be unwise to refuse to do so. The usual system of getting in to see a buyer in a department store is to send in a business card or to put the name of one's firm and the nature of one's line on a form provided for the purpose.

The salesman does not, however, want to allow mere customs in the trade to make of him a mere order-taker. He ought constantly to bear in mind that probably the large majority of men in selling work are, after all, rather mediocre salesmen, prone to follow the line of least resistance and not particularly adept at developing new and effective methods of salesmanship.

This whole matter comes down to a question of judgment. Usually, if it can be accomplished, it is better for the salesman not to state his business, but merely to send in his name. His conversation with the reception clerk or secretary may run something along these lines:

Salesman: "Is Mr. Johnson in?"
Secretary: "Yes, but he is busy. Have you an appointment?"
Salesman: "No, but tell him, please, that Mr. Thomas from Chicago wishes to see him."
Or:
"No, but please be good enough to hand him this card. He will see me."

If the salesman acts in a confident and courteous manner, he is more than likely to be admitted without further questioning.

Sending in an indefinite message

In case the prospect insists upon knowing the nature of the caller's business, it is well, then, to send in a message which will comply, in a general way, but not specifically, with the buyer's request. This message should be one that will arouse his curiosity or create the impression that it might be worth while to see the caller.

The salesman should be prepared in advance with a number of such messages so that he can select the one which seems best adapted to each situation. For example, if he represents a bond house, he might send in this message: "I must see him personally to explain but it will take only a few minutes. Tell him that it has reference to his method of building up a cash reserve."

Assume that the salesman is offering a suburban residence property. He sends in this message: "Tell Mr. Johnson that I will take only a few minutes of his time. I wish to see him about a matter that concerns his rent." Such messages should specifically touch upon some problem or matter in which the prospect is naturally interested, but should be sufficiently indefinite so as not to disclose the exact nature of the salesman's business. There should be no misrepresentation. The message should be one that can easily be tied in with the salesman's offering after he is admitted. A false statement will irritate and antagonize the prospect, while a true statement sufficiently indefinite to excite his curiosity will often arouse his admiration. Most men admire a resourceful salesman provided he handles himself in a diplomatic way after he gains admission.

Strategy of the approach

An experienced salesman called upon the president of a manufacturing company in a southern New York town. He stepped up to the reception clerk's desk and said: "I am Mr. Brown from New York. I wonder if you would tell Mr. President that I want to see him, please?" Then, following his usual strategy, he made it rather difficult for the reception clerk to ask what his business with the president might be by turning from her desk and strolling in a leisurely way across the reception hall, ostensibly to look at a picture of the company's plant on the opposite wall.

Usually this had the effect of the reception clerk's announcing his name without quite having the temerity to call after him to ask his business. This manoeuvre was always quite casual and calculated to convey to the reception clerk the impression that the president would know who he was and would want to see him. It had the further effect, when the reception clerk did ask his business, of causing her to accept his indefinite message more readily. On this particular occasion the reception clerk said almost immediately, "Here is Mr. President," and he turned about to find that she was handing him her desk phone, and, most unexpectedly, he was put to the necessity of making a quick canvass to the president to sell the idea of an interview.

This incident gave him an idea which he frequently used on subsequent occasions most effectively, in this way. After having sent in his indefinite message and, in fact, sometimes if judgment dictated it, after he had sent in merely his name, if the reception clerk, telephone to ear, said: "Mr. Blank wishes to know what you want to see him about," or, "Mr. Blank desires to know the exact nature of your business," he hesitated just a fraction of a second, looked rather uncertain, and then his eyes would light up, and he would bend slightly forward with outstretched hands, as he said quickly—as though the thought had just occurred to him—"Just let me speak to him on that telephone for a moment, please."

Probably the most important thing about this whole manoeuvre was the strong positive suggestion conveyed in his expectant bending forward and his outstretched hands. Almost invariably, before the girl could think of whether or not she ought to comply with his request, the telephone was in his hands and the prospect unexpectedly up against the necessity of turning him down personally or of granting the interview.

This is a forceful bit of sales strategy to which it would be difficult for one to voice any criticism. It gives the salesman the advantage of verbal contact. If the salesman can create an impression of courtesy and dignity over the telephone, it will be difficult for the prospect to refuse the interview. The salesman's talk was hurried, brief and a direct drive for the interview. It went somewhat this way:

"Mr. Johnson, this is Mr. Brown from New York. I am in the city on a business matter of some importance which will take only four or five minutes to explain. May I come in?"
The prospect would either acquiesce or ask :
"Just what is it that you wish to see me about, Mr. Brown?"
To which his reply would be:
"Really, I cannot explain that very well without showing you but it will be a short matter. May I come in?"

This plan usually resulted in securing an interview with the prospect.

Arranging interviews by telephone

Some salesmen make it a practice to arrange many of their interviews by telephone before calling on a man at his office. The ability to use the telephone effectively becomes increasingly important to the salesman with each passing day. In all business transactions requiring one business man to call upon another, it is common practice for a man to telephone beforehand, in order that he may by this method both avoid wasting his own time and save the time of the other man.

The effective use of the telephone by the salesman, especially in work in a big city, will save him in certain lines a great deal of unproductive "leg" work and will enable him to use productively a larger percentage of his prospect-seeing time. It will help him to arrange his day in such a way that he may be reasonably sure that he can use the greater part of it in actually seeing prospects. He can eliminate to a great degree calling upon men who are out of their offices or who are so busily engaged as to be unable to see him. Furthermore, a previous appointment over the telephone will enable the salesman to introduce himself in the outer office by saying: "Will you please tell Mr. Prospect that Mr. Salesman is here to see him? I have an appointment with Mr. Prospect at this time today."

The use of the telephone by the salesman in securing appointments and assuring himself of audiences with his prospects is, however, rather a neglected art. This method has not been given the same careful study and planning as has been accorded other methods of getting in to see prospects. Consequently, the telephone has too often been used only as a last resort. The salesman should give the use of the telephone the same careful study that he gives to the presentation of his proposition, and if he does this he will find he has developed one more method of increasing his efficiency.

How to use the telephone effectively

The salesman's talk over the telephone must be carefully planned so as to dominate the entire conversation, to be strong in positive suggestion, to stick strictly to the subject that he is striving to emphasize and to leave little or nothing to the prospect's deliberation. To show just exactly what we mean, we shall give a more or less typical telephone conversation between a salesman and' a prospect, supposing that the salesman is arranging for an appointment.

"Mr. Prospect, this is Mr. Salesman of Blank and Blank calling. I have a business proposition I wish to talk over with you. What is the most convenient time of day to see you? If I call between 10 and 11 this morning, will you be in your office?"

It will be noticed that this question calls for the simple answer "yes" or "no." If the answer is "yes," the salesman should reply : "Thank you, I will see you at that time," terminate the interview as quickly as he can with courtesy, and hang up the receiver.

If the answer is "no," he should suggest a different time for the interview, in some such way as this : "Well, would some time between 2 and 3 this afternoon be better for you?"

The salesman should always suggest the time of the appointment, in order to leave as little as possible to the prospect's decision. He will thus prevent the delay that would result from the prospect's deliberation as to the time that would be convenient to him. In other words, the question that specifies a definite time is strong in positive suggestion.

There is another way, of course, in which the prospect may reply: "Well, Mr. Salesman, what is it that you wish to see me about ?" This question should be given some such answer as, "Well, we will let that go until I see you, Mr. Prospect," or, "I'll tell you about that when I call." This is best said half laughingly and should be closely followed up with, "Let me drop in and have a little talk with you some time to-day, Mr. Prospect—shall we say, about 2:30 this afternoon?" '

The principle here is that the telephone conversation must be held strictly to the purpose that the salesman desires it to accomplish. He should bear in mind that he is striving merely for an appointment and should not as a rule allow the conversation to become a presentation of his proposition. He should always be prepared with some such remark as, "Seriously, Mr. Prospect, I don't think it would be possible for us to discuss my proposition satisfactorily over the telephone, and I do want to sit down with you at your desk for a few minutes. Will you be at your office at 3 o'clock this afternoon?" He should always bring the conversation back to a definite suggestion for an appointment, for he will thus place the prospect in a position where he must eventually either agree to an interview or refuse point-blank to see him. In neglect of this point lies the weakness of most salesmen's efforts to secure appointments over the telephone.

Unless specific conditions warrant such a method, the salesman who endeavors to present his proposition to a prospect over the telephone is at a serious disadvantage. It is much easier for the prospect to turn the salesman down without an adequate hearing under such circumstances than it would be if the two were face to face.

Furthermore, the presentation of the salesman is usually designed to appeal to the sight as well as to the hearing of the prospect—the salesman's oral statements are visualized and illustrated by samples or equipment, and the opportunity to use this part of the selling appeal is, of course, lost if there is no personal interview.

Making refusal of the interview difficult

One very able salesman uses what he aptly terms "hooks" in his telephone talk for an appointment. If on his first request for a definite time to call, the prospect demurs or refuses to see him, his second "hook" is : "You don't understand, Mr. Blank. All that I want is an opportunity to tell you my story. If it appeals to you—fine! If not, that is all right, too ! That is fair enough, isn't it? Let me drop in between 10 and 11 this morning."

If this does not get the appointment, the third, and last, "hook" is : "Mr. Blank, all that I am asking is the courtesy of an opportunity of telling you my story. If it interests you—fine! If not, you will be glad to have heard about it anyway. Let me drop in on you between 10 and 11 this morning."

As this salesman explains it, this first hook is just a direct drive for the interview. The big point in the second is the appeal to fairness. And the big word in the third is "courtesy." It is hard to resist, and this salesman testifies that few resist it. His idea is that, if they do, they would probably be such difficult prospects that he might better spend his time with one who is easier to get along with. Here, again, incidentally, positive suggestion is the keynote.

Forcing the interview

As a rule it is poor salesmanship to try to force an interview. It is bad manners and usually creates antagonism. Furthermore, it may result in an emphatic invitation to get out. Some salesmen, however, as a last resort proceed to "crash the gate." The salesman has learned the location of the prospect's private office and walks in unannounced. It requires a diplomatic and resourceful personality to handle the situation after getting in. However, if a salesman is willing to take what he is very likely to get, he can usually force his way in. Sometimes, though rarely, this method will result in a sale, but it is poor taste and a violation of custom. For that reason it is done more rarely than formerly and usually fails.

Sending letters and samples

Sometimes an interview can be obtained by sending a series of personal letters accompanied by samples and booklets, using the telephone as a follow-up. Experience would indicate that an interview can be obtained with almost anyone by the use of intelligent methods coupled with a proper amount of persistence and diplomacy.

Making the approach

We come now to the personal sales process. It is customary in treating this process to divide it into a number of distinctive stages or developments, such as attention, interest, desire and the close. No doubt those elements do enter into every sale but it is best to avoid the idea that the sales process is an orderly one which proceeds in a regular sequence. It does not. In the course of the ordinary interview resulting in a sale these various so-called "stages" become so intermixed that they cannot be identified. In fact there are only two developments of an ordinary sale that have a distinct identity, the beginning and the end, usually called the approach and the close.

It has often been asserted, and not without reason, that a most important part of a sales interview is the first few minutes. The salesman must not only gain the attention of the prospect but he must also have the prospect's favourable attention; hence the initial meeting should be impressive. Men are naturally inclined to listen to a stranger who seems to be prosperous and confident. In the first instance we take a man at his own valuation. To be sure, this initial impression is only a start, but it is a good start and is well worth care and attention.

Courteous manners

Courtesy always reacts favourably if it is genuine. Professional courtesy is usually superficial, unctuous and easily detected. Genuine courtesy is something more than surface manners. It is essentially an attitude of mind. It is recognition by the salesman of the worth and importance of the other man.

This inner attitude can easily be cultivated if one will bear in mind the fact that every prospect is to himself the centre of everything. To himself he is generally the most important person in the world and naturally so, because everything comes to a focus in his own individual consciousness. The skilful salesman recognizes this. He is not demonstrative about it, however. He avoids undue familiarity. He shakes hands if the prospect offers to do so, otherwise not.

He takes no liberties. He asks permission to sit down if a chair is available. He is deferential without being obsequious. He dignifies the prospect by calling him Mister and he dignifies himself in the selfsame way. He says, "Mr. Brown, my name is Mr. Harris." His inner attitude of courtesy will show itself in his bearing without any demonstration. That is a good way to start a sale.

Introductory statements

Once in the presence of the prospect it is usually best to begin by frankly stating one's business connection. The most obvious way is to say, "I represent the Thompson Manufacturing Company," but many salesmen put it in this way: "I am connected with the Thompson Manufacturing Company." The latter statement has a slight advantage in that it does not disclose exactly the nature of the connection. However, this is not a matter of much importance. Some salesmen state their line of business before they mention the company. They do this in a frank and friendly way. For example, a salesman for a Chicago coffee house found the following to be worth while: "Mr. Brown, my name is Mr. Harris ; I make my living selling coffee."

A New York bond and security salesman often used the following introduction to advantage: "Mr. Brown, my name is Mr. Harris, and, frankly, I came in to see you about some bonds." The frankness of this approach seems to amuse the average prospect and create a favourable impression. The salesman should experiment until he finds just the introductory statement that works best in his line and for his personality.

Securing favourable attention

The introduction must be followed up at once with some question or statement which is calculated to arrest the prospect's attention. This matter is of prime importance. Attention has been defined as "willingness to listen." Ordinarily the prospect is not in that frame of mind. He is occupied with something else which claims his attention. The salesman is an intruder, who must offer some inducement for the prospect to put other things aside and listen.

It is not good salesmanship to launch directly into a selling talk on the offering. Sales can sometimes be made in that way but usually not. The customer is not yet inclined to hear a selling talk. He must be put into a mood to listen. Either his interest or his curiosity must be aroused. This can be done by putting a question or making a statement which touches upon something in which the prospect is vitally interested: his needs, problems, or difficulties.

Skilful salesmen carefully prepare such questions or statements in advance. There are certain features which should be observed. The question or statement must have specific reference to a problem or difficulty and should be general in its nature—not a selling talk. It should merely indicate or assert a benefit—not prove it, and it must have indirect reference to the salesman's offering so that it will logically lead to his selling talk.

In order to make this clear we present here some statements or questions which salesmen have successfully used. However, it should be borne in mind that this matter of specific method is largely one of personality. Keep the principle in mind and work out your own.

• A real estate salesman says: "Have you had occasion to look into the plan worked out by the Westchester Development Company which enables a man to purchase and pay for a home in Westchester with the rent money which he pays in New York ?"
• A fuel gas salesman opens with: "We have been making a survey for the purpose of cutting down fuel costs. I would like to get your ideas. May I sit down?"
• Another salesman who handles a system for the keeping of office records generally begins: "I came in to talk to you about losing customers. It is really a matter of customer control—holding your present customers and gaining new ones. May I sit down?"

This method of driving directly at one of the prospect's main problems is very effective. Every prospect has his troubles. The salesman will select an important one and frame his questions or statements accordingly.

Appeals to the senses

Where the salesman's offering is one which lends itself to an appeal to the senses this plan can be used to advantage. When a prospect can be induced to look at a concrete object, touch it or taste it, we have a most direct method of arresting his attention. Many products contain some unique features such as distinctive style, artistic container, aromatic flavour, or a mechanical contrivance. The salesman may place the article before the prospect or put it into his hand. He will request the buyer to do something with reference to it.

This is usually an attention-arresting and curiosity-arousing maneuver. Let us take some examples:

• A ready-to-wear salesman holds up an attractive garment before his prospect and says: "You are a good judge of style, Mr. Thomas. How is this for something unique ?"
• A food product salesman places in the hand of the buyer a finely lithographed container and says : "You have seen our product advertised in the magazines, Mr. Brown. How is that for an artistic package?"
• A shoe salesman with a line of samples at the hotel may carry to the store of a prospect a single sample of his best seller and get it into the hands of his prospect. Then he may try to get an appointment to have the prospect look over the entire line.

The salesman's attitude

The skilful salesman uses good, sound common sense as well as ingenuity in making his approach. He does not try to force attention when circumstances are not propitious. He does use ingenuity in an endeavour to make circumstances propitious, however. He is always willing to make an appointment when his prospect is genuinely busy, but he uses every reasonable effort to tell his story while he is on the ground and uses fine discernment as to whether his prospect is really busy or only appears to be.

When his prospect is engaged, or waiting upon a customer, he does not intrude or stand in an annoyingly waiting attitude. He realizes that selling is always more interesting than buying. He studies his methods of approach and their effect upon his prospects, and keeps experimenting until he has evolved methods that suit his personality and result in a high degree of effectiveness.