Swing (Jan-Dec 1948)

68 September, 1948 beating recording star who is a Kansas City favorite. Come over at midnight v.'hen Sunday meets Monday and chase those blues away. 3 545^ Broadv^ay. WE 9630. * CABANA. The perfect stop in the 12th &? Baltimore vicinity. WHB's staff organ' ist, pretty Alberta Bird, is responsible for those sweet Hammond melodies which brighten any day. One of the luncheon specialties is a tender little steak, all wrapped up in a bun — plus a late mimeo'd nevv^s flash. No meals served in the eve' nings, but lots of drinks — all of them top hole. Get a seat by one of the glass-murailed walls vnd see what a wonderful time you're havinf^. Hotel Philli-3. 12:h Baltimore. OR 5020. ^ LA CANTINA. Most everyone at some time during the week longs for a quiet, cozy little spot v.'ith a good drink. When your time comes, just walk down those magic-carpeted stairs and be carried av.'ay by the charm of the pert and bright Cantina. Delicious snacks may be ordered from a special menu. The "jb" music is always sv/eet and low, and so is the tariff. Hotel Bellerive, Armour at Warwick. VA 7047. ▲ Put Emotion To Work IF YOU have read that valuable volume, Showmanship in Business, by Zenn Kaufman and Kenneth M. Goode, you may remember the Seattle Chrysler dealer, who discovered that there was one location on his salesroom floor where cars sold more rapidly than anywhere else in the place. Investigation revealed, finally, that the success secret of that one spot was a full-length mirror on a nearby wall. The prospect was able to see himself behind the wheel the moment he climbed into the driver's seat. We'll make a small bet that a man who had thus seen himself — and sold himself — would never admit that the mirror clinched the sale. Chances are that his explanation to the little w^oman, and the fellows in the office, was full of the virtues of the car itself ... its special attachments, the mileage he'd get, and so on. We have the relatively new-fangled science of psychiatry to thank for the explanation of many such quirks of human behavior. According to the psychiatrists, that prospect was involved in a rationalization. His reaction to the vision of himself behind the wheel of that streamlined car was an emotional reaction; he liked what he saw, and decided to have it. But society has imposed certain rules on all of us; and one of those rules is that a man doesn't just up and buy a car because he likes the way he looks behind the wheel. So. Mr. Prospect's mind dug around, found some plausible "reasons," and put them into his conversations with his wife and his office pals. Certainly we can't hold it against him; we all do the same thing in dozens of situations every day. And we encounter this "rationalization" procedure in the people we work with. The Big Boss, let's say, just can't stand the color brown. He may not even realize that he detests the color, but bring him a product sketch showing a brown shade and he's hkely to turn it dov/n with the statement that "brown doesn't sell well;" or maybe he won't m.ention the color, but will complain about the size or the design. Your best customer suddenly falls for the sleek appearance of your competitor's product, even though yours is made better; and he rationalizes his emotional reaction by talking about "better performance" as his "reason" for switching his loyalty. But there's another side to the story. By stressing the emotional appeal of your product or service, you can put emotion to wor\ for you! It v/on't work on everybody — not by a long shot — but it'll work on any prospect who's interested in the way he looks in the mirror. And — come to think of it — what prospect isn't? — Edison Voice Writing.