this sort is likely to sell only during the holidays and in the bride season. This is another of the merchandising considerations that was taken up when the line was being planned. Foresight minimized the difficulty to a great extent. The line has a uniform design and matches throughout. The advertising and all the selling effort of the concern encourages the prospect to want a full set of the ware. However, it is not necessary that she buy a set at once. She can acquire a complete assortment by buying a piece at a time. A bride may be given three or four Klever Kraft articles. Then she can gradually buy the rest of the set. It is likely that she will distribute these purchases throughout the year. The same holds for those who are given the ware as a Christmas gift. With thousands of people building up sets in this way, dull seasons are bridged.

Furthermore, the line was assembled SO that some of the pieces would have seasonal uses. For example, the sherbet glass is likely to be used more in summer. Vases are apt to be bought in spring. Casseroles belong to the season of heavy cooking in fall and winter. Thus, as the need arises for new pieces, they are bought. This all tends to scatter the sales over the twelve months of the year.

SALESMEN SELL A PLAN

At first, the regular salesmen of the company were used, but it was soon found that this did not work satisfactorily. Where salesmen have a large line to sell they are bound to neglect something. Since selling the new product may demand different methods from those they are accustomed to, the chances are that it will be the one that they will slight. Putting a new kind of goods on the market requires intensive selling. isn't often that the old sales force, whose time and energies are already pretty well taken up, will be able to give the latest addition to their line the attention that it demands. It is for this

It

very reason that most sales managers do not allow their men to carry side lines. Concentration is necessary in selling.

Now the Klever Kraft department of the business has a separate sales organization. Mr. Jenkins carefully schools his men not to sell the goods, but to sell the plan back of the goods. This, he claims, is the most vitalizing idea in salesmanship, and that no salesman can become successful, in the larger meaning of that word, until he grasps the full significance of this idea and puts it into practice. The majority of salesmen are out on the road talking goods-goods, all the time, nothing but goods. Salesmen

who do this, automatically place themselves in the order-taking class. They may succeed, but only within narrow limitations. Retailers want to know the reason for the merchandise. What is the compelling motive behind it? What is the big, dominating idea on which the house is founded? What is the company's policy? Imbue a salesman with these ideas, states Mr. Jenkins, and his selling ability immediately goes up several notches. It is easier to sell a dealer a money-making plan than to sell him mere merchandise. Fire his imagination with the sales possibilities in goods and it is not hard to get his order.

Department, jewelry and hardware stores furnish the outlet for these goods. There is growing up in this country a new type of hardware store that offers most unusual co-operation to a wide variety of manufacturers. This store carries not only the customary merchandise but also a full line of house-furnishing goods, except furniture. It features large assortments, a wide range of selection and goes after business with modern aggressiveness. The American Ring Company is not the only concern that has found almost ideal distribution in these stores.

Klever Kraft is usually sold open stock, but assortments are (Continued on page 75.)