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6
THE
MUSIC TRADE
8LYHW
Editor and Proprietor
EDWARD LYMAN DILL.
J. B. S P I L L A N E , Managing Edlt«r.
EXECVTIVE AND REPORTORIAL STAFr:
GEO. B. KELLER,
WM. B. WHITE,
W. N. TYLER,
EMILIE FRANCIS BAUER,
W. L. WILLIAMS,
A. J. NICKLIN,
GEO. W. QUERIPBL.
BOSTON OPPICE:
CH1CAOO OFFICE
ERNEST L. WAITT, 17I5 Tremont St.
E. P. VAN HARLINGEN, 1362 Monadnock Block.
PHILADELPHIA OFFICE:
R. W. KAUFFMAN.
MINNEAPOLIS AND ST. PAUL:
E. C. TORREY.
5T. LOUIS OFFICE,
CHAS. N. VAN BUBEN.
SAN FRANCISCO OFFICE: ALFRED METZGER, 425-427 Front. St.
Published Every Saturday at 1 Madison Avenue, New York.
Entered at the New York Post Office as Second Class Matter.
SUBSCRIPTION (Including postage), United States, Mexico and Canada, $2.00 per
year : all other countries, $4.00.
ADVERTISEMENTS, $2.00 per Inch, single column, per Insertion. On quarterly or
yearly contracts a special discount is allowed. Advertising Pages, $50.00 ; opposite
reading matter, $75.00.
REMITTANCES, in other than currency form, should be made payable to Edward
Lyman Bill.
On the first Saturday of each month The Review contains In Its
THE ARTISTS' "Artists' Department" all the current musical news. This is effected
without In any way trespassing on the size or service of the trade
It has a special circulation, and therefore
DEPARTMENT section of the paper.
augments materially the value of The Review to advertisers.
m i rrTftDv *r • i i y n T n e directory of piano manufacturing firms and corporations
UIK.E.CIUKY ef PIANO f oun( j o n another page will be of great value, as a reference
MANUFACTURERS
f or dealers and others.
LONG DISTANCE TELEPHONE-NVMBER 1745 GRAMERCY.
NEW YORK, SEPTEMBER 2 3 , 19O5.
T
HE fall is with us, and the volume of business is rolling up in
such a way that most men who are keen students of conditions
have no hesitancy in predicting that the year is going to be a record-
breaker in every respect. It is the time now to work for business;
it is the time to show originality and force; it is the time to show
persistence, and victory belongs to the most persevering. Persever-
ance in any line of business counts. The greatest man of modern
days, Napoleon, typified perseverance, and further back than his day
the old Romans had a familiar motto, "Perseverance overcomes all
things."
You may have tact, enthusiasm, the faculty for hard work, and
concentration, but they all need to be bound together into a strand
of lasting strength by persistence. Persistence is the steel frame
that holds up the whole structure. You use persistence to get at
your prospect. You talk persistence when you induce him to buy.
Why not practice steadily the persistence that you always preach?
Why not employ persistence daily to improve your own financial con-
dition and your own prestige as a merchant? You won't succeed by
landing business one month and falling down the next. Besides, spas-
modic, irregular work pulls you down; weakens your ambition, and
your ideals of selling. Successful men, we all know, are those who
have an aim and object in life and pursue it everlastingly through
thick and thin. The bus-iness man has no higher pleasure than that of
surmounting difficulties, overcoming obstacles and.destroying human
prejudices. Jn persistence the business world recognizes one of the
most vital and valuable qualities in a man's make-up.
D
ON'T wait until the first of October to outline your fall cam-
paign. Outline it now. All seasons are "open seasons" for the
man who appreciates the value of organization. The likeliest harvest
of customers' signatures are the signatures that men can gather in this
month; not wait until next. Get an early start these bright fall
mornings. Keep up your fall campaign, and see how far ahead of
the other fellow you can be" when October opens. Show the benefit
of your vacation by putting an extra vim in your work. All this- will
put money in your pocket.
O E E A K I N G of good salesmanship, is it not a matter of general
v_3 business experience that the salesmen who get the best salaries
also get the best prices for their goods ? In other words, they are the
men who hold fast to good business principles. They gain a knowl-
edge of their products. They have confidence in their prices, and
they stick to them. They do not haggle and go down to the office
to see "the old man" to learn if he will take twenty-five or fifty less on
a piano and bother him during the entire afternoon. They get down
to straight business and they sell, and it's the shots that hit that count.
They know how to talk convincingly; they study the art. and sales-
manship is an art, or better, a profession, and when the salesman
makes up his mind that his business is a genuine profession he. feels
a dignity and a pride in it.
N
OW, in any other line, if a man is selling his merchandise he is
prepared to talk as intelligently to the layman as to the expert.
It isn't necessary to confuse one with the intricacies of technical
knowledge of piano building; stick to good old Anglo-Saxon words,
and never try to impress a customer with a stock of technical phrases
simply to paralyze him with your amazing learning. It is not
necessary for a doctor at all times to tell everything which he knows
about surgery, and materia medica, but he has information in re-
serve, and every salesman should have a technical knowledge, accu-
rate and thorough, of the wares which he sells. He will have a
mighty sight more confidence in them, and can talk more under-
standingly and convincingly to any man of common sense. Then, if
a customer wheels upon him and asks him how many white keys, or
black keys on the keyboard, and how much strain a single piano
string will stand, or how many vibrations of sound to the minute, he
can give a convincing reply.
r
I A HERE is a natural tendency on the part of many salesmen to
JL
gain only a superficial knowledge of their trade; in other
words, to gloss over the situation as lightly as possible and to think
that anything will satisfy their customers.
Now, no one can know too much about a customer who is going
to invest as much money in a single purchase, as is required in the
ownership of a piano, provided it is purchased on a cash basis.
But, above all, a firm belief in the merits of the instruments is re-
quired to win business success, and that belief can be best encouraged
by gaining a thorough knowledge of pianos. Out of that belief will
grow many valuable personal qualities, chief among which is con-
vincing frankness in speech, something which will help the sales-
man to inspire confidence in the minds of his customers.
T
H E R E have been very few failures in the music trade during the
past two or three years—in fact, the scale of failures has
gradually decreased for the past seven or eight years, showing how
the industry has generally become solidified and strengthened
financially.
The piano business is more and more conforming to rules which
are operative in other trades, and is, of course, materially benefited
thereby. We could not expect much when the trade was in its
infancy, but now that it has materially broadened, there is every
chance for greater advance. There is, too, a steady tendency toward
consolidation. In this respect the piano business has simply been a
reflex of conditions which are operative in other trades. It requires
greater capital to-day to control trade situations, and manufacturers
are pushing and stocking to supply dealers in a larger way than ever
before.
W
HEN we figure that a large percentage of the piano business
is done on the installment plan, it necessarily follows that
there must be a good deal of capital coming from some sources in
order to continue to broaden the business. Various loan companies
will meet this demand. There is to-day a noticeable increase in com-
panies formed for such a purpose.
In the great cities the installment business has been developed
on such a large basis in the various lines of trade that capital has
been attracted toward supplying the necessary funds. With the large
amounts of idle money in this country it is easy to predict within
the near future quite a lively bidding for installment paper in several
lines of trade. Men have installment paper values as accurately
figured out as life insurance tables, and they know that on the invest-
ment there is comparatively little risk, so that the purchase of in-
stallment paper is becoming a trade. Such companies have supplied
book concerns with all the necessary capital to extend their business
on the installment plan, and without this outside assistance it would
have been practically impossible for many of the book publishers to