Music Trade Review

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THE MUSIC TRADE
REVIEW
TOWER,
W
ITH the opening of a piano department in a new department
store in New York City about a year ago, the manager
announced that pianos would be handled as so much merchandise,
with the maximum of value for a stated price, and that the practice
of grading the line recording to standing and quality would be con-
sidered passe. In other words, the plan as outlined, was that the
piano manufacturing trade would be canvassed at intervals, when
the stock in the department got low, and that the manufacturer who
could give the buyer the maximum of value for the price quoted
would get the business. That was-only a year ago, and now the
policy has been changed and under a different manager. Now the
names are featured. It has been proven that pianos cannot be han-
dled like so many chairs, for the names associated with piano quality
are surprisingly faniliar to the average piano buyer. It has been
proven that name plus quality has a greater significance than price
plus quality in the selling of pianos.
H H H
NE of the greatest department stores in the country, if not in
the world, with a name that acts as a guarantee of the quality
of practically every article sold, has, nevertheless, understood the
tremendous value of a piano name, and has steadfastly adhered to
the plan of laying particular stress on the makers of the various
pianos in the line, in conjunction with the price inducement. That
store has realized that price combined with a quality guarantee does
not hold the interest of the customer; $600 for an upright piano
without a name seems to lead the prospect to believe that he is being
asked a big price for something of which he knows nothing, even
though the name of the store stands back of the purchase. When
the same price is quoted in connection with a name of world-wide
repute, as applied to pianos, the instrument itself is the basis of the
proposition and the price becomes a secondary factor. That the
store's idea of the name value is correct is indicated in.the success
of the department. No better indication of the value of a name and
its appreciation can be desired than is found in the practice of those
who sell used pianos, in calling particular attention to the maker of
the instrument offered at a special price. The public realizes that
nameless pianos at $75 are poor investments, but the announcement
of some well-known trade name in connection with the instruments
proves a veritable magnet for the prospect.
*. * «
EXT to having strong initiative, the greatest blessing of the
piano manufacturer or dealer is to have the ability of realiz-
ing the value of the ideas of others. Egotism and self-conceit are
the rocks that have wrecked the ships of many merchants who have
never been broadminded enough to see that no man, no matter how
experienced or clever, can know it all. Of course, the ideas that
should receive special consideration from the business man are those
of his employes, for as a rule they have to do with the particular
business he is conducting. We know of a certain man, much ad-
mired for his clever trade-getting schemes, who owes the majority
of said schemes to the loyalty and earnestness of certain of his
employes, though they rarely receive the direct credit. A subordi-
nate comes forward with an idea, it is pulled apart and all but ridi-
culed, and the employe retires feeling that his idea is valueless.
Shortly, however, the head of the house puts the suggestion to
practical test, it proves successful, and when he is complimented
upon his business sense acts as though the idea were entirely his
own and such thoughts were continually forcing themselves through
his brain. While the employe gets very little credit, nevertheless
the employer shows decidedly good business wisdom in accepting
and profiting by a good idea when he sees it, and in his own way.
O
N
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A NOTHER opposite case may be cited, where a merchant not
i l
far from the metropolis was noted for his unfriendly attitude
toward employes with ideas of their own. He quickly informed
anyone with a suggestion to advance, that "he was running that
business, had run it for a quarter of a century, and didn't need any
help." As a result, he was not kept informed of the up-to-date
moves of competitors, did not put initiative back of his business,
and not long ago, shortly after the beginning of the depression, the
sheriff got him. The twentieth century idea is aptly illustrated in
the remark of the head of a well-known house, to a salesman of
supplies in his line: "Can't do business with you to-day, old man,
would like to and will soon, but don't forget to come in often;
maybe we can teach each other something." Get it? It's the little
things that go to make the big ones. If Carnegie had kept in his
shell he would very likely be only the owner of a small foundry
instead of a retired steel king. He realized the value of the ideas
of others, took a number of bright young fellows—Schwab, Corey
and others—and made them partners and gave them a chance to
spread themselves. Any reader of the daily papers knows the
results.
•t H n
AKE James J. Hill, the head of the Great Northern Railroad,
he appreciated the value of an employe with ideas, and when
he discovered one, even in a section gang, that man's rise to high
position was meteor-like while his ideas lasted and he proved his
value to the Great Northern. At the first indication of plodding,
however, that man went down the toboggan quickly. The head of
the business will find initiative an invaluable asset, it is true, but his
willingness and ability to profit by initiative of his employes, pick
out of their suggestions that which is of value and put it in a form
that will insure success, will be found to be a sufficient asset to
insure a growing institution under his direction.
m. *. •?
INDOW displays, the interior of the store and the personal
service of the sales force all bear on the pulling qualities
of advertising. A piano merchant in a western city who recognizes
this has the printer furnish him with a number of proofs to be dis-
tributed to every one of his salesmen, with instructions to read the
advertisement carefully so as to be thoroughly familiar with the
special inducements offered. After reading the advertisement each
salesman signs his name in the margin of the paper and offers new
suggestions that might increase the pulling qualities of the adver-
tisement. By doing this the piano merchant not only better equips
his salesmen, but he gains new ideas from them; they feel a personal
interest in the business, and each one is especially anxious to make
a big success of any sale in which any of his suggestions are in-
corporated. Adoption of their suggestions intensifies the interest
of the sales force in the store. It makes them feel that every effort
put forward to increase sales is appreciated; they begin to study the
reasons for successful sales and learn to back up the printed adver-
tisement with personal efforts. Unconsciously they train themselves
to be something more than mere order-takers.
T
W
IS P I A N O
SELLING
EASY?
(Continued from page
Piano playing is desirable, and, of course, adds to the sales-
man's strength, but it is not as important as a logical and convincing
argument.
A good memory for names and faces is of manifest advantage
and every good salesman should" learn to cultivate his memory and
should endeavor to control and dominate his customer—be authori-
tative, but never become arrogant or egotistical for the mere sake
of display.
Above all he should show a loyalty to his house which will im-
press his customer.
The ideal salesman is a very competent man and the salesman
in general stores do not require a similar degree of intelligence
that is absolutely demanded of the piano salesman.
There are so many things which are introduced into piano sell-
ing that it requires a keen, intelligent, well posted business mind to
deal quickly and tellingly with all of these things as they materialize
from time to time.