Daily Kennebec journal. [microfilm reel] (Augusta, Me.) 1870-1975, 1926-11-08
MAKE MILITARY
ESTIMATE
By K. S. Gary
Division Superintendent. Armour &
Company, South st. Paul,
MINNESOTA

The deep thinking salesman real
ICES that worth while results can
only come from carefully planning
his work in advance. The day of
the happy go lucky salesman is over.
Pomp and bluff are going out-Serv-
Ice and facts are coming in.
Think through the problems of the
work you are called upon to do.
Face the facts squarely; then, in ad-
vance, determine upon definite objec-
tives. Your plans should be such
that they promise sure success.
believe 1t Is far easier to lay
these plans in the seclusion Of your
home than to wait until you are in
the presence Of the customer. Re-
duce these plans to a definite writ
ten statement. Too much Of our
planning Is of little or no avail, be-
cause it is not put down on paper.
Once on paper, your objective is
clearly defined and you can surely
know II you have reached your OBJ
jective.
During the past year 1 have had
an opportunity to take a course in
military tactics under Colonel Maui
rice D. Welty, an honor graduate of
the General Staff School at Leaven-
worth.
In all military activities army of
ficers are trained to plan every move
in advance. This procedure Is called
the ESTIMATE OF THE SITUA-
TON. In this military practice there
is lesson for statesmen I am sure.
Given a problem to which he must
turn in a solution, an army officer
will make an ESTIMATE OF THE
SITUATION In the following manner:
mission.
What he is to do.
2.-Forces.
Own forces.
Enemies forces.
Relative combat strengths.
3.-Enemy Situation.
Plans open to the enemy.
Analysis of enemy's plans.
Enemy's probable intention.
4.-Own Situation.
Plans open to you.
Analysis of plans open to you.
5.-Decision.
This Estimate applied to sales
manship would work out in the fol-
lowing manner:
mission.
To sell our products at profit to
merchant who will resell them at a
profit and buy more; create GOOD
VIII for your House and your
Products
2.-Forces
(a) Own forces.
Yeur line of products second to
none in the world; backed by a
house that is large gatherer and
purveyor of products, advertising.
magazines, newspapers, store signs,
~ YnSs,1r AL 49, II.
films, etc.
OBJ Enemy forces.
Customers stock; Competitive
brands favored; prices lower; men,
tai laZinesS on part of the customer.
Co Relative Combat Strength.
After analysing yours and the GUS.
toner's forces you will find your
forces are the stronger and it should
increase your confidence in yourself.
3.-Enemy Situation.
(a) Plans open to the Enemy.
Calling on him as often as you do
you should know what he is likely
to do.
(b) Analysis of Enemy's
plans.
He is probably buying or going to
buy from competitor. AnalyZe the
reason he gives you and see 1t you
can't show him your products will
be more satisfactory and more pro-
fitable to handle In the long run.
(c) Enemy's probable inten-
ton.
Customers past and present atti-
tude should assist you in selecting
the course he will probabl adopt.
Try to determine his reason. If he
can prove to you that his course is
best, he is the best salesman: he has
sold you his idea.
However, very few merchants have
an objective when they start. If you
have a definite objective you have
the advantage from the start.
4.-Own Situation.
(a) Plans open to you.
Analysis of your MISSION, OP-
POSING FORCES, ENEMY SITUA-
TION, should show you the plan Of
action open to you.
OBJ Analysis of plans open
to you.
More than one plan may look
feasible. You must then analyze
each plan separately and adopt the
most suitable plan.
5.-Decision.
The decision you reach should be
the result of the analysis and the
comparisons of all the elements of
the estimate and should serve as
basis for action. Remember, your
sales plan should be built SO you will
be confident of silrcess. But also re-