Business screen magazine (1946)

Communication is a Two-Way Street arc fairly '"turned on" without my company's s|icndini: an additional .S2().(KK) for an orientation piece of that caliber. Secondly, my company's products, which arc designed for science and industry, range in price from $(i.(K>() in single units to well over $l,0()().(XK) — certainly not the sort of thing you advertise on local television. I reiterated that when we did films, we usually produced them inhouse, and pointed out that the type film we used were quasi-documentary, which showed iiow our machines were used by customers. The representative nodded and said approximately, "Oh, yes. We could make that type film too." He described his studio's facilities. We parted on a friendly basis. Reviewing the incident, I am struck by the many things the representative might have done to improve his selling chances. 1 he steps are so simple that anyone would profit by following them. 1. USTKN. When the studio representative called me, he did not pay attention, or want to pay attention, when 1 told him the company has an in-house capability lor producing motion pictures (in fact, that I headed it). Here, he should have paused to take stock. It is a fact of life that an inhousc unit can usually produce a film at less expense than can an outside studio (please note, I said "less expensive," not "better." The latter depends, in part, upon what type film is being considered I. If he decideil to press his case, the representative's whole prescnlalion should have been based upon wh\ the company should use his studio, rather than on why films are nice to have. 50 2. RISKARCH IHK I ARGKT. From the reiireseiilalivc's presentation, 1 am uncertain whether he even tried to find out about us and what would be important to us. Neither in our initial lelephone conversation nor during our meeting, did he ask what type films were in our library; I \oiuntcered this information at our meeting. This is particularly frustrating because he had a week in which to find out. Within easy driving distance was one of our sales offices. .At least, he might ha\e stopped by to pick up some of our product literature to determine our interests. He might even have struck up an acquaintance with a salesman to lietermiiie whetiier he had ideas regarding what WDuiil make a good film. He could liavc ciieckcd Dun diul liradsln-i'l or Momiy's I luliislrial Review: particularly in the latter, there is a good breakdown of major industrial concerns from which he could ascertain our interests. 3. TAILOR VOIR I'RI.SENr.VTION. Based in the points already discussed, determine how you're going to reach a potential client. Obviously, the representative didn't do his homework. Hut even from the scanty information he received from the telephone conversation, he should have concentrated on trying to sell the features of his stuilio (whatever they were — 1 found out nothing but si/e) that could not be matched by an in-house unit. He might have suggested positive things I coulil use, but which a company unit could not afford (for instance, a front projection unit) because it would be used only occasionally. 4. KKKP YOIIR KYK,S OPEr To reach me. the representative ha to pass through production area When he arrived, he did not ai about what he had seen. In additio tt) showing an interest in the con pany, (always a good politics move), it might have given him clue (or if he had done his honw work, an aclditional clue) as to whs we were interested in. 5. LOOK FOR OPPORTLNI '11 LS. Us the end of the second ree it should have been obvious thl my company is not interested in th types of film he had brought. H did not ask what we were us regarding films, and a response ( "we could make that type of film is not a positive enough response (1 might claim I could produce an other Ten Coitiniandiiwius, but de livering it is another question.) 1 his studio had done any sort 0 diKumentary that might fit our re quirements more closely, he shouU have volunteered to bring it out fo a showing. In this way, he wouU also have gained a second crack a us. If not, the representative shouU have known when he was beatinj a dead horse. I believe that the representative'! studio may have decided ti> seek ncv business via the "Shotgun" tech nique. Someone made a list of industries that could afford a filnt and began contacting them. Onc( having made that first step, however the studio — through its represent* tive — failed its most important test as a communicator. Hie proiluction company never received communj cations concerning what we might need (or not need), nor were they able to communicate to us why we should use them. If and when my company ever decides to use an outside producer, it is doubtful that we will use that particular studio — but not because we are angry or annoyed. N\ e prefer to gamble on a studio that tries to understand us. Is that too much to ask? BUSINESS SCRE a-'