I know one store which never
loses a customer except by
death. It doesn’t even lose them
when they move away, because
they like the treatment they re
ceive so well they buy by mail.
The head of that firm is a good
friend of mine and I ’ve talked
to him many times about his
philosophy.
“I don’t do anything other
business men don’t do,” he told
me.
But I protested that he did.
“No, I don’t,” he insisted.
“Maybe I like friends better
than other folks. Like to have
people around me. So I look
upon the good folks who come
into my store, not as customers
on commercial bent, but as per
sonal friends. And I treat them
as I treat a friend. No intelli
gent man or woman ever loses
friends. Why then should you
lose customers? You keep your
friends by being honest with
them, by being friendly with
them, by being interested in
them. You keep your business
friends in exactly the same
way.”
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58 F R E L IN G H U Y S E N A VE., N E W A R K , N. J.
n *
HOWRY
Handshaking
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DAKOTA
THI S
M A C H IN E C O M P A N Y
Huron, South Dakota
SPACE
he, horses are classified into the
fast ones and the slow ones. You
would think that only a fast
horse has a chance, but that is
wrong, because some of the slow
ones can run rings around the
fast ones on muddy tracks. So
they are kept for special condi
tions.
“Some salesman are fast mov
ers and some are slow,” said the
executive. “I mean by that some
men move faster by nature than
others; they think and act fast
er. Normally, they’re your best
salesmen. But not always. Some
territories are better adapted to
the slow movers. All I do is to
study my men, and put them
where their natural tempo fits
them. And it seems to work.”
January, 1942
B U C K M IN S T E R
Shake hands with your friends when you
meet? Sure. When you see “Howdy” you
shake hands. It’s the natural thing to do. A
legal penny machine—sensational earnings.
Try an advance sample.
A
N ational
low?
The sales manager, noted for
his success record in three dif
ferent industries, noted also for
his ability to make men, was
telling me the other night about
his system. The curious thing
about this man is that he was a
trainer of race horses before he
became a sales executive.
“And I suppose you apply the
lessons you learned on the race
track to the sales force,” I ven
tured.
“That’s it exactly!” he ex
claimed. “Who told you?”
“No one. It was just a guess.”
“And a most excellent one!”
he said, enthusiastically.
“Tell me about it.”
He did. He told me for half
an hour. Then I asked him
questions for another hour. I
do not believe I ever spent time
so interestingly.
Around the race tracks, said
fo r
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43