Music Trade Review

Issue: 1912 Vol. 54 N. 10

Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
THE
MUSIC TRADE
REVIEW
EDWARD LYMAN BILL - Editor and Proprietor
J. B. SPLULANE V Managing Editor
Executive and Reportorlal Stall:
GLAD. HENDERSON,
A. J. NICKLIH,
H. E. JAMASON
AUGUST J. TJMPE,
WM. B. WHITE,
B. BRITTAIN WILSON,
L. E. BOWEKS.
CHICAGO OFFICE:
E. P. VAN HARLINGEN, 37 South Wabash Ave.
Telephone, Central 414.
Room S06.
MINNEAPOLIS and ST. PAUL:
ST. LOUIS:
BOSTON OFFICE:
JOHM H. WILSON, 824 Washington St.
Telephone, Main 6950.
PHILADELPHIA:
R. W. KAUFFMAN.
ADOLF EDSTEN.
CLYDE JENNINGS
SAN FRANCISCO: S. H. GBAY, 88 First Street.
CINCINNATI, O.: JACOB W. WALTERS.
BALTIMORE, MD.i A. ROBERT FMNCH.
LONDON, ENGLAND: 1 Gresham Buildings, Basinghall St., £. C.
Pabltohed Every Saturday at 373 Fourth Avenue, New York
EnUted at the New York Post Office as Second Class Matter.
SUBSCRIPTION, (including postage), United States and Mexico, $8.00 per year; Can.
ada. $S.fiO; all other countries, $4.00.
ADVERTISEMENTS, $2.50 per inch, single column, per insertion. On quarterly or
yearly contracts a special discount is allowed. Advertising Pages, $76.00.
REMITTANCES, in other than currency forms, should be made payable to Edward
Lyman Bill.
Departments conducted by an expert wherein all ques
t ; o n s o f a technical nature relating to the tuning, reg-
ulating and repairing of pianos and player-pianos are
p
dealt with, will be found in another section of this
paper. We also publish a number of reliable technical works, information concerning
which will be cheerfully given upon request.
anil
Exposition Honors Won by The Review
Grand Pri*
Paris Exposition, 1000
Silver Medal. . .Charleston Exposition, 1902
Diploma Pan-American Exposition, 1901
Gold Medal
St. Louis Exposition, 1604
Gold Medal
Lewis-Clark Exposition, 1905
LONG DISTANCE TELEPHONES-NUMBERS 5982-5983 MADISON SQUARE
Connecting all Deportments.
Cable address •• "FJbill. New York."
NEW YORK, MARCH 9, 1912.
EDITORIAL
T
HE initiative has been taken by President Taft in a movement
to bring- the business men of the country into touch with the
Government for advice and counsel in the administration of laws,
the enactment of new statutes and the development of commerce.
Virtually, the President proposes a National Board of Trade
broadly representative of the commercial and industrial organiza-
tions and of such character as the Government may properly recog-
nize by a charter from Congress.
As one of the first steps in this plan, Secretary Nagel, of the
Department of Commerce and Labor, by direction of the President,
has called a convention of delegates from commercial organiza-
tions in all parts of the country to meet in Washington on April
15 for discussion and to plan the organization. Invitations already
have been sent to 1,000 local chambers of commerce, boards of
trade and other commercial bodies. Responses to the announce-
ments of the tentative plan have been such that President Taft is
convinced that the time is ripe for putting the proposal to the test
of practical experiment.
The President first recommended such a plan in a message to
Congress last December, in which he suggested that officials of the
Department of Commerce and Labor and members of appropriate
Congressional committees might be made members ex-officio of
such an association.
In a statement made public on Monday, President Taft out-
lines the purposes of such an organization. It would give to the
Government the opportunity to consult the business world on all
problems of trade supremacy; it would afford co-operation in the
expansion of commerce at home and abroad, and would provide a
means by which Government officers charged with the enforcement
of laws could become acquainted with the complexities which sur-
round their administration in the business world. Further than
that, Congress in framing new statutes affecting trade and com-
merce would have first hand advice of an official nature.
REVIEW
In some respects, the plan would not be unlike the German
Government's system of co-operation with boards of trade through-
out the German States, although many of the features of that sys-
em probably would not be applicable here.
T
HE President's statement was in part as follows: "It is not
my intention to define the purposes of such an organization,
or indeed in any manner to anticipate the scope of the discussion
upon which delegates may conclude to enter; but it appears to me
to be obvious that such an organization must be instrumental in a
very large field to aid and assist the executive and legislative
branches of Government in the intelligent and impartial develop-
ment of domestic and foreign trade.
"For illustration, such an organization properly represented
at the seat of government could be of incalculable assistance in
advising the executive branch of government with respect to the
methods and rules to be adopted in the administration of existing
law. It could be of like assistance in giving advice in regard to
new proposed legislation and in counseling representatives of the
executive branch when asked to submit recommendations upon
bills introduced and pending before committees.
"Such an organization would be in the best possible position
to suggest fields for new inquiry at home and abroad, the methods
by which such inquiries should be pursued, and the means by which
the results can be most advantageously brought to the attention of
our merchants and manufacturers, and it is safe to assume that
if such an organization is created its chief activities will be de-
veloped in the light of our own experience.
"It may not be necessary that we adopt a course in all respects
patterned upon the system of any other commercial or industrial
country, but it is obvious that by some means immediate relation
between the Government activities and the commercial and indus-
trial forces of our country must be established if we propose to
enjoy the full advantage of our opportunity in domestic and for-
eign trade.
"I have accordingly instructed the Secretary of Commerce and
Labor to take the necessary steps to initiate as soon as practicable
at Washington a conference of delegates from organizations which
are engaged in the promotion and development of commerce and
industry in their respective districts, such conference to consider
the establishment of a representative National organization for
commercial development and to outline the principles by which it
should be governed.
"The development of the plan will be left entirely with the
accredited representatives of such commercial organizations, the
essential principles being that the National association shall be
broadly representative of the commercial interests of the whole
country, and that its organization shall be such that those in con-
trol of the association shall be readily responsive to the will of the
majority of the constituent members."
T
HE plan as outlined is most admirable, and should meet with
the heartiest support of business men in the music trade and
every other industry in this country. The interchange of opinions
among representative business men, particularly when it bears upon
the extension of the foreign trade of the Nation, will be most
valuable and stimulative.
It is clear that if we are to take advantage of the building of
the Isthmian Canal, and if it is to be of value to our commerce, it
is time that some action were taken in regard to getting a fair share
of the trade in the South American Republics which is now con-
trolled by foreign countries.
This, however, is only one of the many topics which will come
up for consideration at this meeting. It will also afford an oppor-
tunity for the officials at Washington receiving at first hand the
opinions of business men on the attitude of the Government toward
business and finding out whether it is fair that the sins of the few
should be visited on the many.
President Taft's move in soliciting the opinions of representa-
tive business men as an aid to the executive branch of the Govern-
ment in regard to new proposed legislation or administering exist-
ing laws, has come in for much favorable comment throughout the
music trade industry.
Viewed from any standpoint, President Taft is to be con-
gratulated on this move which means so much for the future of
the country in a business way.
Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
THE
MUSIC TRADE
REVIEW
The Management of Salesmen
T
HE details of the management of salesmen necessarily vary
with varying conditions. In the ordinary manufacturing
establishment, with but two or three men in the office and one or
two on the road, it is the manager of the business who governs
the salesmen just as he does other employes. In the larger
manufacturing concerns and in the jobbing houses there is too
much of detail to make it possible for one man to handle it all,
and the sales manager naturally takes charge of the salesmen.
Sometimes he hires them and dismisses them, but more often there
is someone with greater authority than he possesses who engages
the men, fixes their salaries and turns them over to the sales mana-
ger for instructions. Usually this method works satisfactorily,
but sometimes it is just the reverse, and leads to ill feeling which
affects the salesmen's work. Instances can be cited in which the
sales manager, thirsting for greater authority, has deliberately
handicapped salesmen in order to prove that the man who em-
ployed them was lacking in judgment.
The man who would successfully manage a force of salesmen
must be possessed of tact, courtesy and an ability to command re-
spect, and he must pursue a consistent policy along definite lines
so that his men may know what to expect in any contingency.
He must be scrupulously honest and straightforward in his deal-
ings with them and avoid any semblance of trickery, for his men
are usually at a long distance from him, and it is very easy to de-
stroy by a false move or a poorly worded letter the confidence
which alone makes cordial relations possible.
And the relations must be cordial to gain the best results.
The men must feel that the house is treating them fairly at all
points, that their prices are right, that orders will be filled as taken,
that the instructions they receive are to be depended upon to the
very letter, and that their work will not be judged in a captious,
fault-finding spirit. In short, to achieve the best results the sales-
men must be filled with a spirit of loyalty to the house, and must
receive treatment which will call forth their earnest support and
hearty efforts for its best interests. A man who seeks to emphasize
his own importance by belittling his men on the road can never
hope to succeed as a manager of salesmen.
One of the most common errors on the part of a manager of
salesmen is to curb them too tightly and hamper them with a lot
of non-essential rules intended to prevent mythical or extremely
rare violations of the usual order of things or to save trouble in
the house. Given such a manager, and one salesman who is unruly
and wont to overstep his instructions and provide cause for the
formation of new regulations and restrictions, and a force of sales-
men can be easily nagged into a state of discomfort and distrust
that well nigh destroys their effectiveness.
Equally injurious is the manager who cannot distinguish be-
tween valuable system and useless red tape. There is many a
conscientious, hard working manager of salesmen who feels that
he ought to control or at least know of every occurrence or con-
dition that may affect the sales who burdens his men with a lot
of useless work in the way of reports. He would know the goods
that were offered and the prices, why sales were not made, whose
goods the merchant is handling, when he will next be in the mar-
ket—all information of value to the salesman, and which he gains
for his use later, but which burdens the manager's records need-
lessly and by its prolixity forms a mass of detail which cannot be
conveniently handled.
It is usually the case that the sales manager is a man who has
at some time been upon the road. Often it is his ability to make
sales as there displayed that has led to his being given charge of the
entire department and the management of the men among whom
he formerly worked. He naturally feels that he can enter under-
standingly into the experiences of the salesmen and is competent
to advise and instruct them not only as to the goods and their
prices but the best methods of presenting them and of meeting
objections raised by customers. If his confidence in his own
methods is unbounded he is apt to try to make his men all con-
form to his pattern; if he believes that the salesmen should be
given all possible freedom he may go too far to the other extreme
and fail to keep in proper touch with them. It is not enough that
a man has been an unusually good salesman to warrant his choice
as manager of a traveling force. He must be a man of excellent
business judgment and possessed of a goodly amount of adminis-
trative ability.
In the very largest jobbing houses—probably not more than
a dozen in the entire supply field—the management of sales-
men has been reduced to a science. On matters relating to his
territory the salesman has to deal with a routing clerk, and on
credits and collections with the credit man. The manager of the
sales department gives him prices and terms and handles his orders,
and the auditing department figures the profits on his sales and
thus fixes his remuneration. He is told when he may sell, and to
what amount, and is advised by the bookkeepers of the condition
of accounts, and at every step he is kept informed of everything
that may possibly affect his relations with the customers in his ter-
ritory. If he loses in independence he gains in knowledge and is
able to render the best service possible.
Nothing is more necessary in the successful management of
salesmen than positive knowledge of a few essential facts. Ignor-
ance of these facts is fatal, and no less fatal is it to be unable to
distinguish between necessary facts and useless detail which is
really a source of annoyance and overburdens the salesman and
sales manager unnecessarily. This does not mean that detail is
not essential. It is to the fullest extent, but there are some people
nowadays who have "system" on the brain and too much time is
spent in working out formidable details when the) should be sim-
plified.

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