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THE MUSIC TRADE REVIEW
Dealers Should Be Alive to Opportunities.
W
E have now entered the season when the fall campaign must
be inaugurated, when the piano man who desires to win
out in the battle for trade must finally decide upon a definite policy
to be pursued in the expansion of his business. Far too many
people are content to drag along in the same old "rut" without giv-
ing a thought to the inauguration of new ideas that would stimu-
late interest in their business and enlarge its possibilities.
There is little chance for the man "in the rut" to-day, and
whether in the manufacturing or retailing fields, he is bound to
be crowded out by the quicker witted, progressive individual who
moves along to success indifferent to ruts or washouts.
The principal "kickers," regarding times and conditions, at
the height of the fall season are those piano merchants who have
been taking life leisurely all summer; who have not been develop-
ing prospects in their territory with that assiduity and energy
which they are prone to at other periods of the year.
Despite the constant preachments that business can be had by
those who seek it in the summer time, and the progress of those
houses who have kept business steam up all summer, there are still
an army of piano men who lay down their oars when hot weather
comes along and make little effort to develop business until they are
fanned by the invigorating breezes of October. These arc the
men who are apt to renew their "paper" with the manufacturers and
complain of poor business.
Rut we are facing a new season of activity—we have passed the
threshold of a promising fall and winter business, and despite some
curtailment in crop output in certain sections of the country, mer-
chants will find optimism a much more valuable asset than pessi-
mism in business no matter what may be the conditions. It will
be found that the merchant who is doing all he can to get more
business and keep what he already has—who is studying the retail
piano field intelligently with a view of creating new plans of bring-
ing his product to the attention of possible customers—will be kept
too busy to indulge in the pastime of viewing business conditions
through indigo-hued glasses.
Every piano merchant in this country should be alive to oppor-
tunities, and should so adjust his business as to get the most out of
it this winter. Nothing should be left undone to this end. First and
foremost, sales cannot be made without stock, and it is essential that
orders should be placed at the earliest moment with the manufac-
turer, based upon the probable sales output, so as to give him an
idea of one's needs.
While the piano merchant who has a good stock of instruments
on hand is certainly well equipped, he must pay particular attention
to the best means of interesting purchasers in the goods which he
handles. The planning of this matter must be governed entirely
by local conditions. But where the piano manufacturer is doing
any form of national advertising the merchant handling his line
should co-operate in a most enthusiastic way in advertising the
goods locally, and in such an individual way that the announcement
may attract, interest and bring results.
Where merchants have sufficient wareroom space it will be
found that recitals will prove a most dignified and profitable form
of publicity in exploiting player-pianos. They widen the knowl-
edge of the general public regarding the possibilities of the player,
and at the same time advertise the store in which the concerts are
given.
Any sales development plan that will surround the piano,
or player-piano, with a sympathetic environment will be found par-
ticularly effective and profitable, for it must be remembered that
the piano appeals to the public in a different sense from the ordi-
nary commercial product. Therefore, the more artistic the means
of exploitation the more satisfactory will be the results. When the
piano is a high grade, artistic instrument of national reputation, the
value of recitals is intensified.
The near approach of the opening of the musical season also
brings to mind the excellent possibilities in a trade way which exists
for those merchants who co-operate with the manufacturers whose
pianos will be used by celebrated artists in recital and concert this
season, to the end that an intelligent and successful campaign of
publicity may be inaugurated in the cities where these artists visit.
By this means the public will be informed to the fullest extent of
the merits of the piano which the visiting artist is playing and
become acquainted as well with the merchant representing that
special make of instrument.
The prestige-making possibilities which are associated with the
visit of famous pianists to their city, are too often overlooked by
piano merchants, but it goes without saying that the manufacturer
should do his share in helping the merchant secure the best results.
If the manufacturers would send to representatives the itinerary
of the artists playing their pianos, as well as helpful suggestions
that would enable the piano merchant to grasp the opportunities
for the publicity that may arise during the musical season, they
would be successful in more effectively bringing under the notice
of the public the especial merits of the pianos which they handle in
a thoroughly impressive manner.
Promoting Men From the Sales Staff.
HE head of a prominent piano house in the Middle West,
while in New York recently, reported the appointment of
a new manager for one of his stores, the latter being a man who
has been connected with the company in various capacities for
several years, and had made good. Talking on the subject, the
piano man made a strong plea for the policy of promoting em-
ployes in the company to executive positions when the opportunity
offered. He said:
"I do not believe there is any stronger factor in building up
an enthusiastic and business-getting organization than the practice
of developing from your own force such an organization when-
ever possible. In other words, the newest 'cub' salesman with our
company soon learns that when there is an opening on the next
step of the ladder above him, he is going to be considered for that
position before any outsider—no matter how great his reputation—
has a look in, and that he is sure of being advanced steadily so long-
as he shows the ability to take care of the work in the various de-
partments with which he is connected.
"Our new manager, for instance, had not sold a piano before
coming with us, but he showed a decided willingness to learn when
he came to Us some years ago, and did learn not only piano selling,
but the details of the financial end .of the business, with the result
that he rapidly rose to be head salesman, and finally, manager.
T
B} this system we have a man in charge whom we know thor-
oughly. We know his ability to take care of the work in connection
with the running of the store and we feel confidence in him.
Another point to be considered is that he, knowing our business
from the ground up, and being well acquainted with the various
employes of the store, doesn't require several months to get a line
on his new position, but can start right off doing business.
"It sometimes happens that an executive position is left open
with no one in the organization available or competent to fill it,
which reflects, I believe, more on the heads of the company than
upon the employes, for it shows the lack of enough enthusiasm to
encourage the subordinate to prepare himself. There is nothing,
however, I believe, that so discourages salesmen or assistant mana-
gers as to have outside men brought in to take charge of the busi-
ness. It leads them to believe that there is no advancement for
them, and with no advancement in sight, the next step is into a rut.
Wherever possible, the subordinate employe should be given a
chance to take the advanced position, and it will prove that in the
majority of cases he'll make good simply as a matter of pride.
"I do not put our experience forward as being original or a
simple experiment, for a glance at the history of the big and power-
ful combinations will show that their executive talent has been
developed out.of the staff organization."