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JOHNSON
(Continued from Page 6)
in two years by trying to get them in-
terested in you. To influence other peo-
ple to do what you want, you must first
give them what they want. The net re-
sult, as stated before, is that you must
apply the "Golden Rule". This is sim-
ply good retailing as well as good hu-
man relations. The outstanding success
of the J. C. Penney Company, operated
on this basic philosophy, is adequate
proof of its value.
There must be a consistent, continu-
ous effort to give the customers com-
plete information on company products,
to give an explanation of prices and
profits, to train employees in dealing
with customers, and to take the custom-
er into the company's confidence con-
cerning current and future develop-
ments and plans for the store. When
you spell out B U S I N E S S , it can
mean only one thing to the retailer.
However, you can't have business with-
out the U and the I, especially not
without the U—the customer.
The broader public of the community
must also be considered. It is here that
the store must develop a firm person-
ality in the eyes of the average citizen—•
it must become an active and progres-
sive corporate citizen of the commun-
ity. It must know when to keep out of
controversial issues and yet be ready to
lend a hand in promoting any worth-
while project of a civic nature. Meet-
ings or conferences of this kind will do
much to inform store personnel of
what other stores are doing in these
respects.
Communications Media
A fourth public, that of communica-
tions media such as the press, radio,
and television, must be cultivated so
that anything which merits being print-
ed or spoken about the store will be
interpreted properly. A good press is
important; however, before an organi-
zation can expect a friendly press, it
must be worthy of this friendship. The
right thing to do is the best thing to
do, and the press and radio will soon
tell the world about it.
Retailers should see the importance
of another group, the stockholders, who
indirectly establish policy and who may
also belong to one or more of the other
publics already mentioned. The store
should "educate" its stockholders re-
garding the products, services, policies,
and operations of the establishment.
Management should be constantly de-
vising ways to get pertinent store facts
before its stockholders in an interesting,
understandable form—this includes, of
course, the annual operating reports.
Another important group is that of
26
the resources from which the store ob-
tains the merchandise which it stocks
on its shelves. Management and public
relations executives should make fre-
quent visits to the plants and market
sales offices of these sources. A har-
monious relationship with the sources
is desirable at all times, and especially
during a period of merchandise short-
ages, whether it be in a war, a mobil-
ized, or a "garrison" type economy. The
implications here are obvious. A com-
pany should treat its suppliers in the
same manner that it would like to be
treated by its customers. The store
should recognize the right of suppliers
to make a profit, should extend help in
the form of data on customer prefer-
ences, and should show its appreciation
of good treatment by placing its orders
accordingly.
Information for Creditors
Few retail stores are able to operate
successfully in all kinds of times with-
out financial aid beyond that provided
by their stockholders. It is desirable to
have creditors learn the problems and
strong and weak points about the op-
eration. Creditors should be informed
as co changes in old policies and plans
and as to new policies and plans as
well.
The store must adopt a fair attitude
toward another group—its competitors.
Management should learn to know com-
petitors personally —- there is perhaps
no better way to do this than by attend-
ing meetings and conferences of this
nature, where there is a mutual inter-
change of ideas for the general im-
provement of the trade as a whole.
There should always be a desire to ad-
vance the industry itself through the
activities of its trade association.
A final public is that of the local,
state, or federal government. These
agencies or bureaus can be very helpful
in aiding the store to do its job better.
In these days of increasing influence
and activity on the part of government,
a friendly relationship with certain ad-
ministrative bureaus may even be es-
sential to survival. There are generally
a lack of established techniques and a
common meeting ground, which hamp-
ers dealings between the store and the
government.
In addition to knowing and recogniz-
ing the various publics of the store,
public relations personnel must know
how to use the various media which are
available for them to tell their story.
The chief media for spreading facts
aimed at improving public relations in-
clude newspapers, magazines, radio,
television, motion pictures, house or-
gans, pamphlets and booklets, booki,
store displays, store tours, and public
speeches. There should be a close '
working relationship between the public
relations division and those charged
with the responsibility of using the
above media.
Illustrations of successful programs
in progressive stores can be used ad-
vantageously to "sell" top management
on public relations. However, manage-
ment as well as public relations spe-
cialists should be constantly seeking for
new and novel ideas to develop and
hold the good will of the publics con-
cerned. A recent book called Public
Relations for Retailers, by Tom Ma-
honey and Rita Hession, has material
describing the more successful and
sometimes unique ideas which have
been used by leading stores throughout
the country. All important points of
within-store contacts must be pointed
out to the employees, as well as those
on the outside. Again, it must be em-
phasized that every contact made by any
employee of the store has potential
public relations power—for either good
or evil, depending on how it is handled.
Common Faults
What are some of the more common
faults or mistakes which have a dam-
aging effect on good retail public rela-
tions? The very serious lack of knowl-
edge on the part of sales personnel in
most of our retail stores both creates
ill will for the company and nullifies
good will which has been developed.
Antagonism on the part of customers
which results from overaggressiveness
on the part of some salesmen is often a
cause for poor public relations. Over-
selling of merchandise resulting from a
short term point of view is often a
threat to improved public relations.
Poor merchandise or exaggeration and
misstatements concerning the merchan-
dise made in advertisements or by sales-
people causes much ill will. Even
though goods are of fine quality, if
false delivery promises are made, very
costly problems may arise. If a mis-
take is made, it is better to admit it and
try to right it than to cover up the error.
Playing favorites in a line or during
periods of shortage results in nothing
but ill will, for even the customer tem-
porarily aided has no basis for lasting
respect for the store.
In the final analysis, the good will
which is a product of good public rela-
tions is safe only when you can shake
hands with your competitor and mean .
it; when you can work hard in your
store and love it; when you advertise
service and give it; when you agree to
a standard and stick to it; and when
you build a reputation and keep it.
THE MUSIC TRADE REVIEW, MARCH, 1952