Business screen magazine (1946)

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with them, has been our ability to sit with thcni on terms of equality of understanding, of the need to get the maximum dollar value out of every dollar they spend on meetings and the implementation of meetings. 'it's been our practiee to compete with our customer's department heads in the efficient expenditure of their budgets and get them more for their dollar. We strive even to excel, if only by virtue of our zeal for getting the results they need. "We also save their time by keeping on a basis of at least equality of knowledge of what's happening out in the field as a result of their activities and being able to sit down with them and give them in some cases a quicker and more candid appraisal of just what the experience is out in the field with the instructional or stimulative meetings which we help design — what the reactions are — and then to come back with ideas for how to make the next one Always an expert swimmer, Jamison Handy, now in his 80's still swims regularly and enjoys water sports. better," he stated. "A lot of the maxims that our customers have — the people we work with — have rubbed off on us and are our standards and our ideals — probably none better than 'Putting you first keeps us first' — the current slogan of Chevrolet for customer relations. "These are in my opinion the causes of our business longevity; One, an underlying objective of social service, improving selling relationships and employment relationships, while multiplying the distribution of the conveniences and necessities of living. "Two, a dedication to helping our clients accomplish their objectives by more lucid, emphatic communicatii)ns in meetings at every level. "Three, constant dissemination and transfer of successful ideas from one area of activity to another. "Four, loyalty to our clients and to their leadership. "Five, continuous innovations to meet change with sound change, and with the vision of the forward look. "You have asked what the future holds for the business screen . . . "It may well be filled with opportunities in what might be called an audio-visual alter-market. The "after-market' is the market that exists throughout business and industry, represented by companies large and small, who share common communication problems and who can be served most effectively and most economically by adaptions of materials by us after we have developed original specifics. "We have observeil that the com munication and training needs of business enterprises are alike, alliioiigh quite different . . . with reqiiircmcnls ihnt parallel those of oilier enterprises also active in the areas of engineering manufacturing, marketing and management. Whatever the load to be transported, you frequently find that the chassis and power train can be basically one . . . the body may differ but the bone structure is the same. "Many of our people have had the experience of working on a project and realizing that it represents a universal problem — that properly adapted it could be made to fit any business. Through adaptation, we retain the basic universal idea used in the original, renew or subdue the specifics and come out with a new product for all business. "The projects we adapt in this way — and we are already working on some — have whole new packages built around them. These low cost packages can be used broadly for the general market and they can also be worked into programs we solicit from selected prospects. They can be readapted — to bring them back to the specific, with the customer's own identity, for example, if that's what he wants. "We need a constantly improved screening of what the dropped out experiences of others can leach us; and, above all, of how much progress there is to be made that hasn't been made. We have only a bridgehead on what needs to be done. Trainees need to get controlled behavior, controlled emotions and improved attitudes in this country. We need new presentations of old motivations when trainees are considered untrainable — and all of us are, to a certain extent. "The future of this business lies in accepting and meeting these challenges on the mental screen of every person. Every progressive businessman is introducing or substituting the image which he needs — the customer needs — I'm talking about the customer's customer — needs for his own good, presented in terms of his own understanding with a minimum strain on his mentality, his credulity and his pocketbook. "Well, that's about it. What's the future from here? It's more and better of the same thing. We know we've only "touched the hem of the garment." 25