Aeroplane "Chalet Type" Bungalow Home

U nigue, distinctioe, conoenient and praclical.

A hmbetmen's Seruice Asn. PIan

There aFe many in your trade territory who would apprcciate thc opportunity of giving consideration to this wonderfully developed; conveniently arranged home. In it are embodied so many features that make strong appeals, the corner entra porch, the spacious living room, model kitchen, breakfast room and well arransed hall which affords direct connection with bath, and while this plan features but one sleeping room above, there is a companion plan which provides two rooms on the second floor. This style of architecture is ideal for a warrn climate as the rooms above with the overhangintr eav€s protect the main part of the home from sun and plays an all-irnportant part in making it a cool, ideal Home place.

Show it to your Contractor Friends and prospective'Honie Builters,

(Configued,,.:frerq., Page 88) lreart interest and sympathy mean more than efficiency or figures, or even saliryj to ihe average salesman.

There comes to me the memorv of a salesman who was associated with me for fourteen years until his death e couple o_f years ago. This man had practically no education. He was a small-town cbhstable when f found him, but possessed wonderful selling ability. As a result of his meagre education and the fact that he could not think logically,, he required close direction and even then frequently got into trouble from u'hich I would have to extricate him. In addition to this, f rvas obliged in a large measure to supervise his financial and family affairs. Was it worth while ? It was ! During all of the years we were together he was one of my star producers, so it paid from that angle alone; but to see this man improve his position and his earnings alrd raise his family in comfort and in a good envirohment, giving them all the advantages of a good home and an education, of which he himself had been deprived, was a constant joy to me and will be as long as I live.

Again there was an office boy I had one time. This young fellow was almost useless. I became exasperated one day and gave him a "trimming." He then slipped a note into my desk tendering his resignation, effective the following Saturday. I smiled as I read it, but made no reference to it until closing time Saturday afternoon, when I had a heart-to-heart talk with him. I told him of the many men and boys I had helped to build up into good positions and if he wanted to do what I told him lated him and said the big chief would sure be glad to see him. Even the assistant to the chief told him this. He then entered the office of the chief with the feeling, of pride and satisfaction that comes from achievement]

$e approached the desk of the high and mighty one. and with a smile said, "Good morning, Mr. Brown," extending his hand.

The mighty one looked up and with a snarl said, "'What; do YOU want?"

He replied, "Nothing," and turned on his heel and walked out. Later when he left this firm and went with one I that treats their men differently, this sales manager was sore and claimed that .the salesman had not given him a' square deal.

But, I hear you ask, how can vou develop this close personal relation with salesmen and still control them ? The answer is simple

In all matters relating to business my attitude toward the salesman is absolutely impersonal. I have no friehds or enemies. The man whom I personally like or am' fond of gets no better treatrnent than the man for whom I do not have so high a regard. If a good piece of work. is done, both are commended alike, if otherwise both are criticized. There are no favorites.

The policies of the company are definite and rigid and must'be strictly adhered to bv every member of the organization. No deviations are permitted in prices, terms or any other features of the business, nor will any misrepresenta-. tions be allowed as regards the company itself, its products, its policies, or its competitors.

Every man is paid as hearly as I can determine his actual and get somewhere, he should repprt Monday morning and I would help him. Otherlriise he need not show up.

On Monday morning he was on hand bright and early ahd presto ! from the pooreit boy I had ever had he became the best.

Many years ago I took a young country boy and put him out doing detail work in the grocery trade for jobbers. Practically every order out of tu'o carload shipments which he was responsible for lvas returned, the dealers claiming tnisrepresentation, etc. Twice lI .sent the general salesman under whom he worked to get him straightened out, but the trouble continued. After the second trip the general salesman said he was convinced the boy was crooked. I did not think so ahd got on the train and traveled 1,000 miles to see him. I located the cause of the trouble the first.time tr heard him put his proposition to a dealerr ,.?rlii ,there were no more complaints. He is still $'ith the same firm. ' worth and as he develops and his value increases. his remuneration autornatically dbes the same and without any mention of the matter on his part.

And so I might go on and on, giving case after case, dozens if not hundreds bf them, where men were developed and made into Successful salesmen and loyal friends as a result of heait interest, sympathy and justice, coupled with patience. !

Contrast .the case just mentioned with one that came to my notice'recently. A salesman had been placed in charge of a branch. He was successful right from the start. The branch not bnly' showed marked increases but his personal sales were far above any previously made in the territory. Due to the volume of business ahd his interest and enthusiasm, in his, work, he was unable for several months to attend the meetings of the salesmen ,and branch managers at headquarters. Finally he came in and was feeling fine. As he met one after another of the salesmen from the other territories they congratur ,.,. i ,j., .:.i.',!'1.:ir:j*.ii.$.':j.!.i.:.'!l;:::..'r-r:ji,,'..i..r:i-'.'.:,.:.., :,.:.j,,:. :':.,,.

While on a perfectly friendly footing with the salesmen, no familiarities are permitted or attempted. Once in a while a salesman will address me as "B. I.:'but almost invariably it is, "Mr. Williams." A common failing of sales managers is to permit familiarity on the part of the salesrnen which results in loss of respect and control.

Next to efficiency, standardization and service, my pet abomination is pep or ginger letters. These I regard as the last resort of a lazy or incompetent sales manager and an insult to an honest, hardworking, sincere salesman, doing his best under discouraging circumstances and with either , incompetent or unsympathetic leadership, or both. What, the salesman wants is cohcrete suggestions and. not to be smothered with grandiloquent language and clever phrases,, These pep letters have in my opinion about as much value: as a bucket without a bottom.

Nfy practice is to deal with the problems and difficulties of the individual salesman as though they were rl/ owo,: which in the last analysis they are. In the case of the out-.i side men this is done mostly by correspondehce which, means that much time and thought is given to such letters," many of them being from three to six pages in length. Not. only do these letters educate, develop and increase the loy-, alty and morale of the salesmen, but they are creating great : interest on the part of the trade to whom many of them i have beeh shown by the salesmen. Some of the letters were i reproduced in connection with an article in Printers' Ink', Monthly for August, 1923, entitled, "Making the Salesman a': Part of the Executive Council." To handle these matters: thus, personally, thoroughly and sympathetically takes: much tipe a1d lots qf hard work, qrl pa{s ! , . ,