The Richmond Virginian. (Richmond, Va.) 1910-1920, 1919-05-25

futety and alone to be considered he
might decline. He ia compelled.
however in making disposition of
such orders to take into consideration
many other questions involved. The
house has expended much labor,
! though. and money in putting itself
( in a position to offer its product to
the trade before even placing its
samples in the hands of its statesmen.
I 1t has incurred the additional ex-
pcnse OF providing funds necessary
I to maintain its statesmen. Neither IT
nor It's statesmen can live, much less
! prosper, unless shipments are made.
| II not meant to be understood.
! however. that entirely undesirable and
4 very risky credits be granted merely
in an effort to increase the volume OF
! business though It can be readily I'M
/ derstood that without All adequate
volume n progressive and profitable
business cannot be maintained To do
even-handed justice to all the Ques-
tons involved La probably the most
| to face-
II It can b said that any one de-
| partment of large organization In
i mora important than this othArr II can
be said W tn all candor that its sales
department Is the most important.
AZ without Il no business, however
ven planned and well managed, and
7 Ia-ith- Aia rla-saP Italy could exist 50
that the effect of declined orders on
the sales department should never be
lost sight OF by the credit man
AS a matter Of fact. the credit man
| should be the first assistant OF the
sales manager. pointing out to him
| when possible where additional sales
can be ms de, and advising him what
| n hi rail- oh
more largely and what accounts they
should sell in lem amounts, or indeed
keep away from altogether. Tho re-
lation between the sales manager and
the credit man should be OF so nt1-
mate nature that they may assist
through each other. to the organiza-
ton
Having considered the possible Of
feet Of tho credit mans work on the
sales department as a whole, 1t might
( be well to consider the effect Of his
work on the statesmen individually
Most salesmen's earnings are do
| termined on q commission basis, and
: such business ~ be sells which u not
shipped becomes. instead of q profit
, to- him, dead loss and unless q
30 ttsfActory proportion OF. his sales re-
suits in shipments he cannot reason
ably be expected to be satisfied. and
uni<ssS ne IL SAtlSued his services Will
! be neither satisfactory to himself nor
: to those employing him.
The salesman has the right to and
should expect the most careful and
;. thoughtful consideration from the
credit man, as after all, a sale, excep,
as loss, amounts to nil unless it is
approved and shipped.
1 There should be between the credit
= man and the salesman a feeling OF
. mutual confidence and respect. sc
that whatever disposition the credit
! man may make of an order meetl
: with the salesman's entire approval
, and the credit man should be in 9
position to gi,. these statesmen sount
reasons for declining any bushes.
which he offers. 1t must be remem
bered that the salesman's happines.
T as wen as those near and dear to him
;. ! are dependent in large measure upor
the earnings which he derives from
. his work. and his work should as fal
as possible be made profitable to him
> by the credit man.
The efficiency and power Of tn
. purchasing department of any large
a organization is determined just II
q proportion to its volume of business
1 SO that in the consideration OF the ex
: tension OF credit risks 1t must not b,
u losr sight Of,
y Every dollar added to the purchas
: fnG power vi Hi ofkdHIZALtQH IcSult'
u in it being able to make more ad
. vantageous purchases and added
!, profits The unwtse and thoughles'
y declining OF business may result IL
seriously curtailing the PURCHASING
: power Of an organization, and in Thu
: way interfering very materially no
= only with it's present profits. but will
l. its future plans.
While the credit man plays no &C
= tive nor personal part in the purchas
: ing department of an organization
! its value and it's interest should no
entirely escape his mind.
/. AS 1T Is true that no organization
could prosper without its sales force
:. so it is equally true that it coult
:, neither live nor prosper without Gus
y toners.
(. The interest of the customer ant
. the house are identical so that as fal
az possible and whenever the Gus
!. toner win permit 1t his accoun
, should be handled as Il he was per
. sonaI friend. Every consideration ant
: accommodation should be shown hin
: consistent OF course with good bust
ness and the interest of the house
not losing sight. however. of the fac
that without the customer the hous,
:, would be in a sorry plight.
= The credit man has often opor
= tunities TO make warm and lastin,
friendship with the customers which
: he should never fail TO embrace
: There is an old saying that I'VE ar,
advertised by our satisfied custom
IL to- fr yvst1 but - n1rs