ful in handling and that he can not get the business of certain other people. Another salesman might be able to get much business from the group which did not respond favorably to some other salesman. Few salesmen can get all the possible business, though the business still to be had is a challenge to every first-class salesman. However, the hard working salesman eventually gets the business of all those people to whom he can effectively appeal. If they are in the majority in his district, he has done all that is possible. If the group with which he can not deal successfully is large, it may be that he is unsuited to that territory and should be transferred to a territory in which he can be more effective. In any event, every salesman uses his own methods for handling each separate kind of individual, so that an enumeration of these in detail here is impracticable.

Sales management in the laundry industry.-Everything connected with any plan for increasing sales in the laundry business is involved in the two problems already mentioned: How are the increased sales to be secured? Who is to do the selling? When the laundry manager begins to consider these fundamental problems along with all the auxiliary questions which arise, he is looking at his selling problems as a sales manager looks at them. In planning any sales campaign, a sales manager usually begins with an analysis of his market, his advertising, his product, and his sales force. In making this analysis, he finds that he needs to answer questions such as

What percentage of the new business which we get in each territory is offered to the route men? What percentage is obtained in response to requests? What percentage comes only after real selling effort?

How can more of the offered business be obtained? What influences a woman to call one laundry rather than another? What influences her to stop one route man rather than another?

How can more business be obtained by requests? Does advertising affect the amount of this business? Does the way in which the route man asks for it affect the amount he gets?

Is the percentage of new business which is offered the same in the territory of each route man? Is the percentage of new business which is obtained by solicitation the same in the territory of each route man? Is the percentage of new business which is obtained only after much sales effort the same in the territory of each route man?

Do the territories of all the route men require the same amount of sales effort to produce the same percentage of new business?

Does advertising reduce sales resistance? What kinds of advertising are most effective for this purpose? How can the effectiveness of advertising be measured? Can the route man report on the effect of the advertising?

Are there territories which yield a satisfactory amount of new business without selling effort?

Are there territories in which real salesmanship is required to get a satisfactory volume of new business?

Does a route man need time in which to solicit for business? Does he need to be allowed to go to his prospects where and when he thinks necessary?

Does a route man in some territories need to be as effective a salesman as the men selling electric washing machines?

In those territories in which a high grade of salesmanship is needed, will it be advantageous to employ sales solicitors? Can sales solicitors get enough new business to justify their employment?

Will the increase in sales in some territories justify the employment of route salesmen at $10 to $15 a week more than is paid the average route man?

Can route men be trained so they can sell? What traits must a route man have in order to be an effective salesman?

Topic No. 14. How the Supervisor Increases Sales

The function of the supervisor.-One of the tasks of the manager of any group of men is to supervise the work of his employees. In a small establishment the manager himself may supervise all of his helpers, or only certain groups, but in a large plant the primary responsibility for supervising is delegated to assistants. In most plants in the laundry industry a superintendent generally supervises the route men, though in the larger plants a foreman or route supervisor is in direct charge of these men. The exact title of the individual responsible for managing the route men is immaterial. Fundamentally he is a supervisor, and to call him that helps to indicate his exact responsibilities.

As commonly understood, the primary responsibility of a supervisor is to set the standard of performance expected of every worker under his direction. In most cases this duty includes determining how much each worker is to do, as well as deciding upon how well he is to do it. From this it is apparent that the supervisor of the route men largely determines the standard of satisfaction which the management wants given to patrons by the route men, Even though the supervisor may not come in very frequent contact with customers, it is evident that his activities will determine the quality of the service given by the route men and so will have much to do with increasing sales.

Duties of the supervisor.-A brief résumé of some of the more important duties of a supervisor of route men will serve to show just how some of these duties can be performed in order to contribute to increasing sales. A supervisor is responsible for—

1. Setting standards of performance, both in quantity and quality, for— (a) Individual workers; and

(b) Groups or teams of workers;

2. Assigning duties to both individuals and teams;

3. Demonstrating how duties should be performed;

4. Assisting his men in performing especially difficult tasks;

5. Providing and maintaining facilities and equipment necessary for attaining the standards set;

6. Maintaining and promoting cooperation with other departments of the

plant;

7. Building and maintaining morale;

8. Stimulating workers to live up to the policy and standards of the

management;

9. Hiring and firing employees for his department; and

10. Breaking in and training new employees.

An outline of the duties of a route supervisor does not in itself indicate just how he can affect sales. As a matter of fact, how he discharges certain of these duties is the most important factor in the supervisor's responsibility for promoting sales. The supervisor is largely responsible for how well

1. The route men meet the expectations of their patrons;

2. The route men meet the expectations of the manager;

3. He, himself, meets the expectations of the route men; and

4. He, himself, meets the expectations of the manager.

Example of supervision the most important factor.-In general, the route supervisor determines the quality of service the route men give patrons by his own example when

1. Demonstrating how the work of a route man should be done;

2. Assisting route men in performing especially difficult tasks;

3. Breaking in and training new employees;

4. Selecting new route men, or approving those selected by others;

5. Talking and dealing with his route men; and

6. Revealing the spirit in which he performs all his duties.

The example the supervisor sets, either deliberately or unknowingly, reveals more vividly than any exhortation just what are his standards in both action and spirit for route men. The supervisor when in contact with patrons in the presence of the route men shows exactly what the laundry management, as represented by himself, expects of its route men when dealing with customers. Of course, the supervisor by explanation may indicate that a more pleasing appearance, a more courteous way of talking to a customer, a greater amount of consideration, or a more thorough study of a customer before attempting to persuade her to buy certain laundry service, would have been more effective. But unless a route man already knows how to do the things of which the supervisor talks, he is likely to pattern his appearance, his way of talking, his study of a customer, and everything else involved in dealing with the patron after the style set by the supervisor. Few men have the ability to train or inspire others to excel the example they set. Leadership in supervision is practiced, not preached.

Criticism and calling down not effective.-Although example is the way in which most men are really taught or shown what is expected of them, unfortunately many supervisors appear to think that criticizing and calling down are the most effective ways for improving the performance of a worker. Telling a man what not to do is of little value when the man does not know what to do. A route

man who by his rudeness has annoyed a customer so that she has complained to the manager usually does not know better, and so his ability to be polite to customers is not much improved by being called down. After being called down he may not do that particular thing again, but his general standards of courtesy to customers have not been much improved. A demonstration of courtesy to customers will usually be more effective; though a route man who knows so little of courtesy as to need lessons in this part of his work should never have been employed in the first place.

Ability to satisfy customers essential for a route man.-Evidently, whether the supervisor attempts to show his route men, by example or by precept, just how to deal pleasingly and effectively as route men with customers, he should be able to satisfy customers himself in every way when dealing with them. His appearance, his courtesy, his manners, his address, and his acts of consideration must be such as to enable him to please the most fastidious and exacting patron. Unless he knows what customers expect and can fully meet their expectations, his standards of performance for route men will not be effective in developing in his route men the ability to get more business. Unless he both knows how and is willing to demonstrate how to fully satisfy customers, he is not contributing what he should to increasing sales.

The supervisor who is able to satisfy customers with his service as a route man and who is willing and able to show his route men just how to fully please customers as well as to arouse in them a desire and willingness to do all possible to render the very best of service can undoubtedly increase the sales of any plant whose processing is good. Few plants can expect to get much increase in sales unless they have a supervisor able and willing to meet these responsibilities. Ability to sell essential.—In those laundries in which an aggressive effort is being made to get more business, the supervisor is usually held reponsible by the management for much of the progress being made. This means that he needs to be able to demonstrate to the route men how to sell laundry service to all manner of people and under all kinds of conditions. Further, as the route men are usually allowed to call upon the supervisor to help them with difficult cases. he must be able to meet their expectations too. Where much of the stimulus and instruction needed to develop a force of salesmen from among the route men is expected to come from the supervisor, he is often held responsible by the management and by the route men. Unless he can meet the expectations of both parties, the sales effort is not likely to be very productive. On the whole it seems as though in the average large laundry the increase in sales sought is not likely to be gained unless the supervisor is able to meet these expectations.

He is often the leader in the sales effort and therefore his effectiveness often determines the success of the effort.

Equipment standards aid sales.-The average route supervisor has a multitude of apparently routine duties, the successful performance of which have much to do with enabling the route men to give good service. One of these duties has to do with providing and maintaining the facilities and equipment needed by the route men. The largest item of the route men's equipment is the laundry wagon or automobile. While the supervisor expects the route men to inspect their trucks before taking them out and to report upon their condition, yet he is held responsible by the management for the appearance and serviceability of the rolling stock. His standard of attractiveness, of cleanliness, and of suitability in trucks obviously will have much to do with helping the route men get that business which is influenced by the appearance of the trucks.

Knowledge of territory essential.-Another of his duties has to do with knowing the territory served by each route man. The management is likely to expect the supervisor to know the sales posibilities of each territory, and to make such changes of route men, boundaries, routing, and scheduling as will enable the route men to work to the best advantage and to get the maximum of business possible. His real knowledge of his route men as salesmen and of the different kinds of business to be found in each territory as well as of the sales resistance characteristic of each territory have much to do with the laundry getting the maximum of sales from the route men.

Supervision affects morale.-The way in which the supervisor discharges all these and other duties helps influence the morale of the route force. If the supervisor is viewed by them as a friend and helper, as one who has their own interest at heart, who knows their problems and can help them when necessary, who makes no unreasonable demands and stands loyally behind them, even against exacting patrons or mistaken judgments of the manager, then the route force is likely to be willing to make the effort required to get the business the supervisor knows can be obtained. The morale of the route men has much to do with the interest men have in their work, both as individuals and as members of the plant team. Without question, the supervisor is largely responsible for the morale of his force, and therefore in this way for increasing sales.

Personnel relations affect sales.-The responsibility of the supervisor for hiring and firing route men in connection with his duties in breaking in and training new men for his department gives him a chance to show just how much he can contribute to increasing sales. Releasing route men who can not sell or fully satisfy customers provides the supervisor with the opportunity to get other men