Music Trade Review

Issue: 1925 Vol. 80 N. 21

Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
MAY
23, 1925
THE MUSIC TRADE
REVIEW
The Trade-in and Its Effect on the
Net Profit of Piano Dealers
The Fifth of a Series of Articles Based on an Exhaustive Survey Recently Concluded by The Music Trade
Review of the Part Which the Trade-in Plays on the Net Profit of the Retail Piano Merchant
Together With a Study of the Methods Which Will Remedy Its Evil Effects
H E trade-in is an element of competition
in the retail piano trade which plays a
very large part. Retail piano houses
which are conducted apparently on a strictly
one-price basis sometimes forget this policy
entirely in the heat of competition on a sale
involving a trade-in, meeting competitors'
figures in the amount of the valuation on the
used instrument, and in this way making even-
tual price concessions to the customer. As a
matter of fact the chief evil of the entire trade-
in problem takes its source right here, for most
sales with trade-ins, where a loss eventually
occurs, are due to this competitive struggle,
which means, in a majority of cases, that the
prospective customer profits and that the deal-
er who receives the contract loses.
There are many houses in the field who make
it a policy to set a valuation on a used piano
strictly in accordance with its inherent value
and who prefer to lose a sale rather than de-
part from that basis. In a majority of cases
these are the houses which show an eventual
profit on their trade-ins, for they have not per-
mitted themselves to be deceived by an impos-
ing figure of the gross volume of business with
T
PIANO DEALERS R&PORTING 100%
COLD SALE MORE DIFFICULT- 3 9 . 1 -f o
TRADEr-IN 5ALE- MORE- DIFFICULT- 51.
PQUAL DIFFICULTY-9 Ho
Relative Difficulty of Cold Sales and Trade-in
Sales
disregard of ultimate net profit. It is an old
saying in the retail piano trade that at times
the sale the dealer does not make is more prof-
itable than the sale he does make, and nowhere
else than in relation to the trade-in is the truth
of this adage more apparent.
As a matter of fact not so many sales are
lost through undue inflation of trade-in allow-
ances on the part of competitors as it might
be thought. If the salesman has permitted the
sale to be based entirely on the factor of price
and has disregarded all other elements in it,
this would happen generally, but fortunately the
good salesman, and there are many of them in
the retail piano trade, sells on other bases be-
sides this particular one. If he sells the instru-
ment he carries as it should be sold, if he places
in the light every merit that it possesses, the
trade-in allowance can be made to assume a
secondary importance in the customer's ulti-
mate decision. That, of course, requires sales-
manship and naturally makes the sale more
difficult to close; but a sale without a profit is
worth nothing to the house that accepts it and,
in the long run, to the salesman who makes it.
Net profit is the goal that is aimed at, not mere
volume of sales.
Any consideration of the trade-in as a com-
petitive factor must necessarily begin with a
study of the relative difficulty of a cold sale of
a new instrument and one in which a trade-in
is involved. At first glance it might seem that
the latter is far the easier, since such a prospect
is already sold on the idea of the instrument
itself. According to The Review's survey on
which this series of articles is based, such is not,
however, the case. The opinion among the
dealers who reported calls the most difficult
PIANO Dr?ALE-RS REPORTING 100%
' mw//////////////////////////////, III ill
MANY SALE'S LOST- 4 5 . 5 <#>
FEW SALES LOST-
in
ZQAlo
NO 5AL&5 LOST-34 1 °fo
W////M/H/A,
The Inflated Allowance and Its Importance in
Competition
sale the sale with the trade-in, as is shown in
the following table, a summary of these dealers'
opinions:
Cold sale most difficult
Trade-in sale most difficult
Both types equally difficult
39.1%
51.2%
9.7%
According to this table approximately 12 per
cent of the retail piano merchants reporting
consider the sale involving a trade-in the more
difficult of the two types to close. This is prob-
ably largely due to the question of the allow-
ance and to the competitive fight which follows
in its train.
How many sales are lost because of competi-
tive inflation of trade-in allowances beyond the
real value of the used instrument involved in
ihe sale? Figures compiled by The Review in
its survey on this point appear in the following
table:
Many sales lost
Few sales lost
No sales lost
45.5%
20.4%
34.1%
In other words 54.5 per cent of the retail
piano merchants reporting consider that sales
lost through trade-in valuations are a relatively
unimportant number of the gross total of sales
made. The question here is evidently one of
salesmanship. A study of the reports of those
PIANO DE-ALtRS REPORTING 100%
INCREASE- VALUATIONS- 11.9%
DO NOT INCREASE: VALUATIONS - 4 7 (ofo
RARELY INCREASE- VALUATIONS - 4 0 5 #>
////////,.
Percentages of Dealers' Methods in Meeting In-
flated Allowances
merchants who state that they lose a good
many sales because of this factor shows that
in a majority of cases they are the type who
have not as yet thoroughly organized their busi-
nesses, and hence have not their selling organ-
izations going at full efficiency. A good selling
organization it would appear loses few sales be-
cause of this factor; a poor selling organization,
on the contrary, suffers considerably.
A small percentage of the dealers reporting
losing many sales* because of inflated trade-in
allowances stated that this condition was tem-
porary. One dealer in particular stated that in
his territory business was not good and that,
as a result, sales were difficult to close. He
went on to say that several dealers, in an effort
to sell pianos, were raising considerably the
amount of the trade-in valuations they were
offering prospects and that this, naturally, was
reflected in his own sales. Evidently these deal-
ers in an effort to stimulate sales are using the
trade-in as a means of hidden price-cutting, a
departure from the one-price system which was
mentioned earlier in this article. This is in line
with the lengthening of terms and with the
prevalence of "bait" advertising which has been
noticeable in the retail piano trade during the
past several months. The dealer in question
stated that he intended to stick to his own
policy of establishing trade-in valuations on the
basis of the intrinsic worth of the instruments
offered as such, as he felt that pianos he had in
stock were worth more to him on his wareroom
floors than were they placed out at a reduced
price which would compel him to sacrifice his
net profit on their sale. Several other dealers
reporting outlined the same conditions.
Competition involving inflation of trade-in
PIANO DEAlfrRS REPORTING lOOfo
'/i
PROFITABLE TO INCREASE- VALUATIONS ~ 3 UNPROFITABLE- TO INCREASE VALUATIONS - 6 4 %
The Results of Meeting Competition Based on
Inflated Allowances
values is met in various ways. It is good to see
from the following table that most retail piano
merchants have adopted the policy of not meet-
ing the figure offered by a competitor and that
a smaller group do it only in exceptional cases.
The Review's survey on this topic shows the
following results:
Increase valuations
Do not increase valuations
Rarely increase valuations
11.9%
47.6%
40.5%
It must be admitted that there is nothing
conclusive about these particular figures, as in
many retail houses, each individual case is con-
sidered on its own particular merits. Yet un-
questionably from the reports returned to The
Review, a big majority of retail piano mer-
chants consider increasing valuations in the
face of competition a bad business policy. That
they indulge in it occasionally is true; but it is
equally true that those who make it a regular
policy are in a small minority of those who re-
plied to The Review's questionnaire.
Increasing valuations on trade-ins in a com-
petitive fight for a sale means simply that two
dealers are bidding one against the other for
the purchase of a used piano. Such a policy
puts the prospective customer in a most ad-
vantageous position and naturally he uses it to
the fullest extent. A dealer who refuses to meet
a competitive bid, on the other hand, retains
the advantage of not diminishing the value of
the instrument which he is offering. This he
may consider small compensation, but properly
used by a good salesman it can be made to do
(Continued on page 9)
Music Trade Review -- © mbsi.org, arcade-museum.com -- digitized with support from namm.org
6
THE
MUSIC TRADE
REVIEW
MAY
23, 1925
Solving Radio Distribution Problems
The Talking Machine & Radio Men, Inc., of New York City, Drafts Code of Principles Covering Radio Mer-
chandising Problems Which Has Been Endorsed by the Membership—Code Covers Points of
Interest to the Retail Dealer, the Distributor and the Radio Manufacturer
T
HE principal question in connection with
radio, which some time ago was that of
obtaining sufficient production of worth-
while receivers, has switched entirely to one
of distribution as production in many cases has
caught up with and exceeded demands to a
point where liquidation of surplus stock has
become necessary.
This matter of distribution is being given in-
creasing attention as the radio industry settles
down and becomes stabilized on a basis which
it is hoped will prove permanent. And the dis-
tribution problem does not consist entirely of
placing the various and sundry lines with an
adequate number of dealers but rather it has to
do primarily just now with enabling those deal-
ers to handle radio receivers and equipment
on a basis that will produce both volume of
business and adequate profits.
Working Out a Solution
Perhaps the most earnest attempts that have
been made to bring together various radio in-
terests, including manufacturers, distributors
and dealers, for the general consideration of
distribution problems with a view to developing
some definite rules that would prove of direct
advantage to all the several interests, have been
those of the Talking Machine & Radio Men,
Inc., New York.
This organization has encouraged radio man-
ufacturers and distributors to meet with the
dealers on numerous occasions and discuss with
them merchandising matters. Some two months
ago it called a meeting of radio manufacturers
and their distributors in conjunction with the
executive committee of the Association for the
purpose of ironing out some of the difficulties
that have crept into the trade.
Due to the fact that the radio interests are
largely unorganized, it was found rather hard to
bring about definite agreements in the matter of
merchandising policies. But at several meetings
leading questions were threshed out and a ques-
tionnaire sent to all radio manufacturers asking
for opinions on certain definite matters, it be-
ing suggested among other things that a head,
or dictator, for the entire trade be appointed
to direct activities along correct lines as is the
case in the baseball and motion picture fields.
As a result of these conferences and the con-
sideration of the replies sent in to the question-
naires, the Executive Committee of the Talking
Machine & Radio Men, Inc., has drafted a code
of principles covering radio merchandising
which at the meeting of the Association on May
13 was endorsed by the membership at large.
The code represents much careful thought, and,
in addition to giving sound advice to dealers,
makes recommendations to the manufacturers
which may be regarded as drastic in certain
cases but which nevertheless are designed to
make for confidence and stabilization in the
trade. The code in full reads as follows:
Limiting Number of Lines
1. Success in business comes from concentra-
tion. It is therefore that we recommend that
the general handling of sets by dealers should
be discontinued. A dealer should handle the
products of no more than three manufacturers;
and these products should cover the field in
price, style and hook-up; thus, by confining
themselves to four products, the proper presen-
tation and sales push can be put behind the
products of the manufacturer. Proper repre-
sentation given to manufacturers will encourage
them in their future development. In selling
the four products we earnestly urge that the
dealers employ every precaution to select manu-
facturers
who use proper
merchandising
methods and whose past can commend itself to
the dealer, to the end that the industry can as
rapidly as possible be put on a real business
basis and be taken out of its goldmine rush
days.
We believe that a real dealer's franchise
proposition, backed by an earnest endeavor by
the manufacturer to make the franchise a valu-
able one, may be the solution of the difficulties
of the trade. At this time, however, we made
no recommendation that there be a general
issuance of franchises.
Featuring Products of Reputation
2. For the dealer's own protection, he should
handle only such sets as are standard, nationally
advertised and steer clear absolutely from any
stenciled merchandise. Such merchandise be-
comes practically valueless as soon as the height
of the season is passed and his profits then are
tied up in unmovable inventory on which great
losses are taken. Very frequently the dealer
makes a handsome profit during the season and
gives it all back in the way of losses on inven-
tory at the end of the season, having gotten
nothing more than a mere living out of his hard
work. Standard merchandise purchased at a
living discount and backed by a manufacturer
of reliable standing, financially and otherwise,
is profit insurance.
The Question of Proper Service
3. We recommend that all dealers be pre-
pared to give proper service upon sets sold,
and that the service portion of their business
be stressed in advertising and window displays;
so that the public will have an assurance that
after a set is installed in their home the dealer
service will stand back of the set, and see to it
that it continues to function properly. The
proper service given to a consumer will develop
the dealer's good will and bring him an endless
amount of repeat business, thereby assisting in
the reduction of his percentages overhead and
the increase in his net profit. An investment
made now in service work and a service depart-
ment will reap a big return. In lieu of a home
service department arrangements can be made
with certain well-known service organizations
now being used by some of the leading re-
tailers.
4. We recommend that an immediate effort
be made to train yourselves and your clerks so
that intelligent service and advice shall be given
not only to purchasers in regard to the opera-
tion and maintenance of their sets, but also to
all prospective purchasers.
5. We recommend that all sets that are ad-
vertised for sale or displayed in store windows
or in stores be advertised and marked under
their "stripped" price only and never equipped;
unless the set is one of those in which the parts
are made by the manufacturers of the set, in
which event the set shall be marketed under its
complete price, fully equipped. When advertis-
ing complete sets, all accessories should be
named.
Suggestions to Manufacturers
6. We earnestly recommend to the manu-
facturers of the country that there be only one
discount price offered to dealers, regardless of
the quantity purchased, and that the price offer-
ed should enable a dealer to make a fair profit;
also that at no time should the manufacturer
offer further discounts for quantity purchases,
thus putting all dealers on an equally fair basis.
7. We desire to call to the attention of the
manufacturers of the country the fact that more
jobbers do not necessarily mean more business;
that there should be fewer and better jobbers.
That they should earnestly endeavor to see to
it that those receiving jobbers' discounts are
real jobbers and not the purchasing agents for
chain stores, department stores, etc.
8. We earnestly recommend to all manufac-
turers that if they change their models or their
prices they notify their jobbers and dealers in
writing at least ninety days in advance of the
change and at termination of said ninety days
that a satisfactory adjustment be made.
Copies of the Code of Principles have been
sent to all associations in the music trade
throughout the country with the suggestion that
they be adopted and endorsed either in part or
in toto, and that the various associations make
other recommendations along the same lines
looking to the benefit of the trade from a na-
tional standpoint.
Working to Stabilize
the Radio Industry
Dayton Fan & Motor Co. Adopts Exclusive
Territory—Distributor and Dealer Franchise
Plan
The Dayton Fan & Motor Co., Dayton, O.,
manufacturer of Day-Fan receiving sets and
other radio products, has adopted an exclusive
territory-distributor and dealer-franchise plan.
Its distributors will be a selected list of outlets
in the key cities of the country, the dealer out-
lets being selected by jobbers. The Day-Fan
list prices which have been guaranteed to the
trade until June 1 will, on that date, be again
announced with guaranteed prices and discounts
for a full year.
D. A. Graham, vice-president of the company,
in making the above announcement recently
said, "We are all vitally interested in the stabil-
ization of the radio industry and until the
fundamental ills now affecting the trade are
corrected with a suitable distribution policy
and other constructive measures the present
situation will continue.
"With the change from a seller's to a buyer's
market, the workings of competitive law were
felt and the wecding-out process is now under
way. The moves made now will result in
either the sound progress of the industry as a
whole and the individual companies in particu-
lar, or it will retard the industry's progress for
a length of time and will necessitate the with-
drawal or the elimination of those who are not
contributing to its health. Fortunately, there
seems a desire on the part of those prominently
connected with radio to clean house and to
embark on sales plans and policies which will
assure their selected jobbers and dealers a
profitable business, one carrying an assurance
of future growth along constructive lines.
There is much yet to be contended with. There
is a period of distress in some portions of the
industry that yet must be passed. There are
indications, however, that the outstanding man-
ufacturers see a clear way for a new era and,
with distributors and dealers following plans
in like channels, the development of radio will
advance along permanent and not chaotic sales
lines."
Will .T. Ellsworth, who for many years had
been on the sales staff of the McKinley Music
Co., Chicago, recently joined Robbins-Engel,
Inc., and is presenting this firm's products to
the trade.

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