September 1651
Plant nlanagement Many chemists and chemical engineers, who entered the chemical industry recently, are now faced with the problem of selling new ideas to management bg W d t e r v o m Peehmaruc chemists and chemical engineers who entered the chemical industry after graduation last June are currently thinking of submitting to management their first recommendations for improvements. This is an important step in one’s career. It may mean the first acknowledgment of a job well done, the opportunity t o show ingenuity, or even the satisfaction of having conti,ibuted toward saving the coiiipany money. It may also mean, however, disappointment, being told to stick to one’s own affairs, or what is worse, a polite “thank you” without any action or any response t o indicate what management thinks about the idea. The w i t e r recalls Jvith horror his first attempt to call manpgement’s attention to the need for a change. The idea for the change was all right; in fact, it was one of the best recommendations he ever submitted. But wh3t approach! Kot only was the timing poor, but the presentation, aside from being incomplete, mainly called attention to an undesirable condition that existed in the plant instead of describing a practical means for eliminating it. Furthermore his presentation was so positive and emphatic that a refusal would have put management in an embarrassing position. This, naturally, made everyone mad. Although the suggestion was accepted, the writer established himself as a “radical,” and it took years of service t o live down this reputation. If this article saves one chemist and chemical engineer a similar embarrassment, it will have accomplished a worth-while purpose. AKY
Salesmanship Selling management an idea is an a r t that can only be acquired by knowing management’s policies, by a study of the personalities involved, and above all, by following the “do’s” and “don’t’s” of selling ideas. Before discussing technical details, the writer wishes to point out that the principles of good salesmanship also apply to the presentation of facts to management for the purpose of making improvements. For exSeptember 1951
ample, we like to believe thftt we are logical in our approach and that this is all that is necessary to convince anyone of the merit of our idea. Top-notch salesmen, however, tell us that there is always an emotional appeal in any sales argument and that this appeal must be woven into the presentation. Furthermore, it is essential that a “buying motive” be created before a sale can be started. Conventional buying motives are : Profit and economy Comfort or convenience Performance Protection and safety Price Style and performance Appeal t o the profit motive is made by showing that the idea: Reduces expenses or results in lower operation costs Gives a larger margin of profit without reducing turnover too much Speeds up production Saves labor Prevents costly delays, waste, or lost time Increases sales Prevents lost sales Inrreases turnover without too great a reduction in profit margin Provides sales making ideas Chemists and chemical engineew, who intend to submit ideas for improvements might profitably check this list before approaching management. If none of the factors mentioned applies to the idea, one can reasonably assume that the idea is not very good. After a motive for management to *:buy” the idea has been created, we must “adjust our sights.” This means that management’s attention and interest must be aroused. We must win confidence and determine whether management needs or wants the idea. Only then should we procede to “fire”; this is the third and most important point, of the selling technique. It might be worth mentioning that we should also be prepared for the “kick” which in selling means overcoming objections which may be raised after the idea has
been presented. There are no sales tricks, but timeproved sales techniques which apply t o selling a vacuum cleaner as well as a research project. A n easy way to remember the principles of this technique is: Select your target (create buying motive) Adjust your sight (create interest) Fire (present idea) Watch for the kick (overcome objections)
Timing and generaL appreaclc Proper timing is important in presenting ideas to management. The person who intends to submit an idea, should ensure that management will be receptive to it. This can be done in many ways-for example, mention the idea, preferably to one’s boss and observe his reactions or t’alk things over with people who have been successful in selling ideas to management. I n some cases it is even advisable to approach people who nil1 have to pass on the idea “unofficially” in order to take away the element of surprise when the idea is presented. I t must be realized that people frequently react unfavorably to suggestions if they are forced to pass judgment wibhout giving the matter considerable t.hought. The theorj that the element of surprise is favorable to a sale may apply to the house-to-house salesman or the second-grade politician, who talks to his constituents, but it is usually considered by chemical plant management to be unsound and/or an outright insult to its intelligence. The writer wishes to warn against the eniployment of any means of achieving success other than conventional and fair presentations. This, however, does not mean that the mere presentation of facts is sufficient to satisfy management. Unless the facts are presented in the right way and (Continued on page 110 A )
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110 A
The writer offers these suggestions in :gard to the presentation of facts: Present facta in the manner of a n ivestigator rather than a promoter. Remember that you cannot convince eople by trying to overwhelm them rith facts or by stretching points. Come to the point quickly, but furish sufficient background to acquaint eople with the real problem. Never overemphasize or underemlhasize. Try to avoid superlatives. Avoid being assumptious: ”It is a nown fact” or “it is generally agreed” [as more than once caused unnecessary ,rguments and in some instances loss If a good idea. Always present ideas in a pro-andon fashion; too positive a n approach nvites negative thinking. Never be on the defense: “Contrary o general belief” or “despite my contant warnings” and similar expres;ions do not strengthen a case. Always try to save face for rnanagenent. If you want to make sure .hat your idea will not be accepted, just call attention to some happenings embarrassing to management or doubt directly or indirectly that management can carry out your idea. Avoid being a smart ales; it is good policy to minimize the part you play and to give other people credit where credit is due. Unless essential, do not suggest that you can execute the idea alone. Do not underemphasize the importance of presenting facts in logical sequence; build up your case and bring i t t o a climax. There is hardly anything more boring than having to listen to supporting arguments after the fact is clear in everyone’s mind. “Speak up or shut up” is a good slogan to remember when trying to sell ideas; you can kill a good presentation by hashing a subject over and over sgttin. The fact that you have the floor does riot entitle you to monopolize the conversation during the discussion period. Encourage other people to speak, listen patiently and do not hesitate to ask for advice. Alnays keep in mind that
your s u p e l k s are not being told, but are being asked whether your idea has any merits. Above all, avoid arguments and be man enough to admit i t when you are wrong; this will gain you the respect of your superiors and actually help in putting your point across. Practical h h t e
By virtue of his own experience the writer knows how difficult i t is for beginners to be confronted by brass. Minor distractions, such as the telephone ringing or a n executive continuously pounding with his pencil o~ the table, make it very difficult :% present one’s case in an orderly fashion. This also applies to meeting stern countenances which neither express approval nor disapproval. Putting people a t ease is one of the difficuit duties of the ppeaker. The writer does not suggest that the presentation be introduced with a joke, but a huniorous or friendly remark at the beginning of the presentation often creates a friendly atmosphere. Highly technical presentations are likely to become boresome and it is, thus, good practice to arrange a variety of means to put one’s point across. For example, graphs, charts, models, or samples are always a welcome relief after listening to a highly technical explanation. The writer remembers one instance where a new employee presented his idea with pictures. This presentation is still in the minds of the executives, although this happened long ago and the idea had no exceptional merit. One of the questions most commonly asked is: “What can I do if I get stuck?” The answer is simpler than is generally believed. Keep your mouth shut and do not start talking nonsense. Stall as much as you can to gain time. Pull out your notes and look them over as if you would like to make sure you have not forgotten something. People do not mind, they merely think you are thorough. In a pinch you may say, “I would like to interrupt a t this point and ask if there are any questions,” or “This means . . , . ,,” and repeat your last remark in different words. The chances are excellent that you will make the connection the second time. Correspondence concerning this column will be forwarded promptly if addressed to the author, c/o Editor, INDUSTRIAL AND ENGINEEUING CEEMI S T R Y , 1155--16thSt., N W., Washington 6 , D. C .
INDUSTRIAL AND ENGINEERING CHEMISTRY
Vol. 43, No. 9
