Inquiries for catalogues open up a large field for the activity of the master salesman. In regard to the question of catalogues, there is much diversity of opinion. Some favour a general catalogue sent out alike to every applicant, while others support the system of sectional catalogues. If the advertisement can be worded so that applicants can be induced to make inquiries for special lines, the latter system will be best. It is cheaper, and permits, moreover, of concentration of energy into definite channels of sales manship. If one knows the particular goods in which the inquirer is interested, it is clearly far easier to induce him to become a customer. If it is desired to call his attention to other departments of the firm, there are many opportunities for doing so after the first sale has been consummated.
The following up of inquiries is a difficult and fascinating proposition. To be successful it requires to be made the subject of the most carefil organisation—organisation which is at once relentless and elastic, collective and personal in its effects. It would be impossible to outline a perfect scheme to suit all businesses, or to be at all dogmatic on the details of a follow-up scheme, so much depends on the nature of the goods, the policy of the firm, and the class of client& reached. If, however, the nature of the goods makes it at all worth while to follow up individual inquirers, it is best to do so by the aid of a card system, arranged alphabetically as an index and chronologically as a reminder, or, as it is commonly called, a tickler, and except in the case of special treatment to handle inquirers by "form letters." These " form letters" will be printed in exact imitation of typewriting, and the names and addresses carefully matched, so that it is impossible to tell the letter from a specially written communication. The intervals between send ing these letters and the whole scheme will be arranged by chart, so that all the advertising manager has to do is to write the letters, and leave the rest in capable hands. The question of follow-up is a very difficult one, and its importance not always fully understood. It is also a very costly one, but in view of the first cost of all inquiries, I think it is unreasonable to leave them unattended to, after catalogues or other replies have been sent to the first inquiries. A follow-up system, however, requires to be eminently sane, and the results should be carefully analysed in order to show that the probable result is sufficient to repay the cost.
Training of the Selling Sttill—In addition to having the selling staff thoroughly fait with the goods they are offering and the lines of reasoning employed the advertisements issued by the firm, the sales manager should ensure that each of his subordinates in the showrooms has been instructed in the principles of good salesmanship.
A detailed account of such an educational system would be out of place in this article, but it may be suggested that the training. should take place early, when the assistant first enters the business, and that he should not be expected to devote his hours of recreation to this form of education. An energetic head of a department should at all times be on the watch to note the manner in which his subordinates approach and persuade the customers of the firm, and should make a point of advising them, in a friendly and tactful spirit, of any improvement that seems to him needful.
With the travellers a somewhat different problem is presented. The traveller is not under the eye of the head of a department in the same way as an indoor salesman, and reliance must be placed on his sense of con scientiousness and personal enthusiasm. He must be judged by results, and these must be analysed with care and compared with results in former years, or results in similar districts, in order to arrive at a true estimate of his value to the firm.
In view of the rather feverish desire on the part of some Englishmen to Americanise their own methods, I would like to urge the following con siderations. I am as ready as any Oil e to admit that Americans appear to have exceptional gifts for organisation and advertising. Judging from their methods and their advertisements, they are far ahead of us as salesmen, but their methods are not always successful in England. The American usually finds it easier to obtain new customers than we do in England. It costs us more than it costs him, but we keep our customers longer, and, therefore, we can afIbrd to pay more to obtain them. Whether it is due to the strenuous note of the American advertisement or not, I do not know, but from what I can gather, Americans are accustomed to read advertisements and buy without much regard to the firms that have served them well, whereas the merchants in England can afford to pay more attention to establishing goodwill, and are more successful in retaining their customers when once obtained. 1A% J f Ps:NECK.