Business Correspondence Part 2

In the first place, he wants to know the size and character of the customer's business. He should know the customer's location, not merely as a name that goes on the envelope, but some pertinent facts regarding the state or section. If he can find out something regarding a customer's standing and his compet.i.tion, it will help him to understand his problems.

Fortunate is the correspondent who knows something regarding the personal peculiarities of the man to whom he is writing. If he understands his hobbies, his cherished ambition, his home life, he can shape his appeal in a more personal way. It is comparatively easy to secure such information where salesmen are calling on the trade, and many large houses insist upon their representatives'

making out very complete reports, giving a ma.s.s of detailed information that will be valuable to the correspondent.

Then there is a third source of material, scarcely less important than the study of the house and the customer, and that is a study of the compet.i.tors--other firms who are in the same line of business and going after the same trade. The broad-gauged correspondent never misses an opportunity to learn more about the goods of competing houses--the quality of their products, the extent of their lines, their facilities for handling orders, the satisfaction that their goods are giving, the terms on which they are sold and which managers are hustling and up to the minute in their methods.

The correspondent can also find information, inspiration and suggestion from the advertising methods of other concerns--not compet.i.tors but firms in a similar line.

Then there are various miscellaneous sources of information. The majority of correspondents study diligently the advertis.e.m.e.nts in general periodicals; new methods and ideas are seized upon and filed in the "morgue" for further reference.

Where a house travels a number of men, the sales department is an excellent place from which to draw talking points. Interviewing salesmen as they come in from trips and so getting direct information, brings out talking points which are most helpful as are those secured by shorthand reports of salesmen's conventions.

Many firms get convincing arguments by the use of detailed forms asking for reports on the product. One follow-up writer gets valuable pointers from complaints which he terms "reverse" or "left-handed" talking points.

Some correspondents become adept in coupling up the news of the day with their products. A thousand and one different events may be given a twist to connect the reader's interest with the house products and supply a reason for "buying now." The fluctuation in prices of raw materials, drought, late seasons, railway rates, fires, b.u.mper crops, political discussions, new inventions, scientific achievements--there is hardly a happening that the clever correspondent, hard pressed for new talking points, cannot work into a sales letter as a reason for interesting the reader in his goods.

SOURCES OF MATERIAL:

/ 1. SOURCES / 1. RAW MATERIALS --| 2. QUALITY | | 3. SUPPLY | 4. PRICE | | / 1. CAPACITY OF PLANT | PLANT | | 2. NEW EQUIPMENT | 2. PROCESSES OF --| 3. TIME SAVING | MANUFACTURE | DEVICES | 4. IMPROVED METHODS /- 1. THE HOUSE------| | | / 1. METHODS OF | | | SALESMEN | | 3. KNOWLEDGE OF --| 2. POLICY OF | | DEPARTMENTS | CREDIT DEPT.

| | | 3. CONDITIONS IN | | | RECEIVING & | | s.h.i.+PPING DEPTS.

| | | | 4. KNOWLEDGE OF | | COSTS | | | | 5. STATUS OF / 1. CREDIT | | CUSTOMER'S --| STANDING | | ACCOUNT | 2. GROWING | | BUSINESS | | | | / 1. OLD LETTERS | | | 2. ADVERTIs.e.m.e.nTS | | 6. DOc.u.mENTS --| 3. BOOKLETS, | | | CIRCULARS, ETC.

| | 4. TESTIMONIALS | | | | / 1. ACQUAINTANCES | | | OF OFFICERS | 7. PERSONNEL OF --| 2. INTERESTS & | FIRM | RELATIONS | OF OFFICERS | | / 1. CHARACTER OR |- 2. THE CUSTOMERS--| KIND OF BUSINESS | | | | 2. SIZE OF BUSINESS | | | | 3. LENGTH OF TIME | | IN BUSINESS | | SOURCES | 4. LOCATION & LOCAL OF | CONDITIONS MATERIAL | | | 5. COMPEt.i.tION | | | | 6. STANDING WITH | | CUSTOMERS | | | | 7. METHODS & POLICIES | | | | 8. HOBBIES & PERSONAL | PECULIARITIES | | / 1. QUALITY | / 1. GOODS --| 2. EXTENT OF LINES | | 3. NEW LINES | | | | / 1. TERMS | | 2. POLICIES --| 2. TREATMENT OF | | CUSTOMERS | | |- 3. COMPEt.i.tORS----| / 1. SIZE OF PLANT | | 3. CAPACITY --| 2. EQUIPMENT | | | 3. FACILITIES FOR | | HANDLING ORDER | | | | / 1. NEW CAMPAIGNS | 4. METHODS --| 2. ADVERTISING | 3. AGGRESSIVENESS | | / 1. METHODS | | |- 4. OTHER METHODS--| 2. ADVERTISING | (NOT | | COMPEt.i.tORS) 3. SALES CAMPAIGNS | | / 1. METHODS | / 1. SUPPLY HOUSES -- 2. CAPACITY | | | | 2. GENERAL MARKET - 5. MISCELLANEOUS--| CONDITIONS | | 3. CURRENT EVENTS | | 4. ADVERTISING IN GENERAL MAGAZINES

Gathering the information is apt to be wasted effort unless it is cla.s.sified and kept where it is instantly available. A notebook for ideas should always be at hand and men who write important sales letters should keep within reach sc.r.a.pbooks, folders or envelopes containing "inspirational" material to which they can readily refer.

The sc.r.a.pbook, a card index or some such method for cla.s.sifying and filing material is indispensable. Two or three pages or cards may be devoted to each general subject, such as raw material, processes of manufacture, methods of s.h.i.+pping, uses, improvements, testimonials, and so forth, and give specific information that is manna for the correspondent. The data may consist of notes he has written, bits of conversation he has heard, extracts from articles he has read, advertis.e.m.e.nts of other concerns and circulars--material picked up from a thousand sources.

One versatile writer uses heavy manila sheets about the size of a letterhead and on these he pastes the catch-lines, the unique phrases, the forceful arguments, the graphic descriptions and statistical information that he may want to use. Several sheets are filled with metaphors and figures of speech that he may want to use some time in illuminating a point. These sheets are more bulky than paper but are easier to handle than a sc.r.a.pbook, and they can be set up in front of the writer while he is working.

Another correspondent has an office that looks as if it had been decorated with a crazy quilt. Whenever he finds a word, a sentence, a paragraph or a page that he wants to keep he pins or pastes it on the wall.

"I don't want any systematic cla.s.sification of this stuff," he explains, "for in looking for the particular word or point that I want, I go over so many other words and points that I keep all the material fresh in my mind. No good points are buried in some forgotten sc.r.a.pbook; I keep reading these things until they are as familiar to me as the alphabet."

It may be very desirable to keep booklets, pamphlets and bulky matter that cannot be pasted into a book or onto separate sheets in manila folders. This is the most convenient way for cla.s.sifying and filing heavy material. Or large envelopes may be used for this purpose.

Another favorite method of arrangement in filing talking points for reference is that of filing them in the order of their pulling power. This, in many propositions, is considered the best method. It is not possible, out of a list of arguments to tell, until after the try-out always, which will pull and which will not. Those pulling best will be worked the most. Only as more extensive selling literature is called for will the weaker points be pressed into service.

No matter what system is used, it must be a growing system; it must be kept up to date by the addition of new material, picked up in the course of the day's work. Much material is gathered and saved that is never used, but the wise correspondent does not pa.s.s by an anecdote, a good simile, a clever appeal or forcible argument simply because he does not see at the moment how he can make use of it.

In all probability the time will come when that story or that figure of speech will just fit in to ill.u.s.trate some point he is trying to make. Nor does the correspondent restrict his material to the subject in which he is directly interested, for ideas spring from many sources and the advertis.e.m.e.nt of some firm in an entirely different line may give him a suggestion or an inspiration that will enable him to work up an original talking point. And so it will be found that the sources of material are almost unlimited--limited in fact, only by the ability of the writer to see the significance of a story, a figure of speech or an item of news, and connect it up with his particular proposition.

But gathering and cla.s.sifying material available for arguments is only preliminary work. A wide knowledge of human nature is necessary to select from these arguments those that will appeal to the particular prospect or cla.s.s of prospects you are trying to reach.

"When you sit down to write an important letter, how do you pick out your talking points?"

This question was put to a man whose letters have been largely responsible for an enormous mail-order business.

"The first thing I do," he replied, "is to wipe my pen and put the cork in the ink bottle."

His answer summarizes everything that can be said about selecting talking points: before you start to write, study the proposition, picture in your mind the man to whom you are writing, get his viewpoint, pick out the arguments that will appeal to him and then write your letter to that individual.

The trouble with most letters is that they are not aimed carefully, the writer does not try to find the range but blazes away in hopes that some of the shots will take effect.

There are a hundred things that might be said about this commodity that you want to market. It requires a knowledge of human nature, and of salesmans.h.i.+p to single out the particular arguments and the inducement that will carry most weight with the individual to whom you are writing. For even if you are preparing a form letter it will be most effective if it is written directly at some individual who most nearly represents the conditions, the circ.u.mstances and the needs of the cla.s.s you are trying to reach.

Only the new correspondent selects the arguments that are nearest at hand--the viewpoints that appeal to him. The high score letter writers look to outside sources for their talking points. One of the most fruitful sources of information is the men who have bought your goods. The features that induced them to buy your product, the things that they talk about are the very things that will induce others to buy that same product. Find out what pleases the man who is using your goods and you may be sure that this same feature will appeal to the prospect.

It is equally desirable to get information from the man who did not buy your machine--learn his reasons, find out what objections he has against it; where, in his estimation, it fell short of his requirements; for it is reasonably certain that other prospects will raise the same objections and it is a test of good salesmans.h.i.+p to antic.i.p.ate criticisms and present arguments that will forestall such objections.

In every office there should be valuable evidence in the files-- advertis.e.m.e.nts, letters, circulars, folders and other publicity matter that has been used in past campaigns. In the most progressive business houses, every campaign is thoroughly tested out; arguments, schemes, and talking points are proved up on test lists, the law of averages enabling the correspondent to tell with mathematical accuracy the pulling power of every argument he has ever used. The record of tests; the letters that have fallen down and the letters that have pulled, afford information that is invaluable in planning new campaigns. The arguments and appeals that have proved successful in the past can be utilized over and over again on new lists or given a new setting and used on old lists.

The time has pa.s.sed when a full volley is fired before the ammunition is tested and the range found. The capable letter writer tests out his arguments and proves the strength of his talking points without wasting a big appropriation. His letters are tested as accurately as the chemist in his laboratory tests the strength or purity of material that is submitted to him for a.n.a.lysis. How letters are keyed and tested is the subject of another chapter.

No matter what kind of a letter you are writing, keep this fact in mind: never use an argument on the reader that does not appeal to you, the writer. Know your subject; know your goods from the source of the raw material to the delivery of the finished product. And then in selling them, pick out the arguments that will appeal to the reader; look at the proposition through the eyes of the prospect; sell yourself the order first and you will have found the talking points that will sell the prospect.

When You _Sit Down_ To WRITE

PART I--PREPARING TO WRITE THE LETTER--CHAPTER 4

_The weakness of most letters is not due to ungrammatical sentences or to a poor style, but to a wrong viewpoint: the writer presents a proposition from his own viewpoint instead of that of the reader.

The correspondent has gone far towards success when he can_ VISUALIZE _his prospect, see his environments, his needs, his ambitions, and_ APPROACH _the_ PROSPECT _from_ THIS ANGLE. _This chapter tells how to get the cla.s.s idea; how to see the man to whom you are writing and that equally important qualification, how to get into the mood for writing--actual methods used by effective correspondents_

When you call on another person or meet him in a business transaction you naturally have in mind a definite idea of what you want to accomplish. That is, if you expect to carry your point. You know that this end cannot be reached except by a presentation which will put your proposition in such a favorable light, or offer such an inducement, or so mould the minds of others to your way of thinking that they will agree with you. And so before you meet the other person you proceed to plan your campaign, your talk, your att.i.tude to fit his personality and the conditions under which you expect to meet.

An advertising man in an eastern mining town was commissioned to write a series of letters to miners, urging upon them the value of training in a night school about to be opened. Now he knew all about the courses the school would offer and he was strong on generalities as to the value of education. But try as he would, the letters refused to take shape. Then suddenly he asked himself, "What type of man am I really trying to reach?"

And there lay the trouble. He had never met a miner face to face in his life. As soon as he realized this he reached for his hat and struck out for the nearest coal breaker. He put in two solid days talking with miners, getting a line on the average of intelligence, their needs--the point of contact. Then he came back and with a vivid picture of his man in mind, he produced a series of letters that glowed with enthusiasm and sold the course.

A number of years ago a printer owning a small shop in an Ohio city set out to find a dryer that would enable him to handle his work faster and without the costly process of "s.m.u.t-sheeting." He interested a local druggist who was something of a chemist and together they perfected a dryer that was quite satisfactory and the printer decided to market his product. He wrote fifteen letters to acquaintances and sold eleven of them. Encouraged, he got out one hundred letters and sold sixty-four orders. On the strength of this showing, his banker backed him for the cost of a hundred thousand letters and fifty-eight thousand orders were the result.

The banker was interested in a large land company and believing the printer must be a veritable wizard in writing letters, made him an attractive offer to take charge of the advertising for the company's Minnesota and Canada lands.

The man sold his business, accepted the position--and made a signal failure. He appealed to the printers because he knew their problems--the things that lost them money, the troubles that caused them sleepless nights--and in a letter that bristled with shop talk he went straight to the point, told how he could help them out of at least one difficulty--and sold his product.

But when it came to selling western land he was out of his element.

He had never been a hundred miles away from his home town; he had never owned a foot of real estate; "land hunger" was to him nothing but a phrase; the opportunities of a "new country" were to him academic arguments--they were not realities.

He lost his job. Discouraged but determined, he moved to Kansas where he started a small paper--and began to study the real estate business. One question was forever on his lips: "Why did you move out here?" And to prospective purchasers, "Why do you want to buy Kansas land? What attracts you?"