Read Online How to Win Friends and Influence People by Dale Carnegie - Free Book Online Page B
Authors: Dale Carnegie
Tags: General, Family & Relationships, Psychology, Interpersonal relations, Self-Help, Personal Growth, Business & Economics, Careers, Careers - General, Success, Business Communication, Persuasion (Psychology), Communication In Business, Applied Psychology, Leadership, Personal Growth - Success
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unavoidably at the pier and
sometimes even your freight is delayed.
That’s bad, but it can be avoided. If you make your deliveries
at the pier in the morning when possible, your trucks
will be able to keep moving, your freight will get immediate
attention, and our workers will get home early at night to
enjoy a dinner of the delicious macaroni and noodles that
you manufacture.
Regardless of when your shipments arrive, we shall always
cheerfully do all in our power to serve you promptly.
You are busy. Please don’t trouble to answer this note.
Yours truly,
J----- B-----, supt.
Barbara Anderson, who worked in a bank in New
York, desired to move to Phoenix, Arizona, because of
the health of her son. Using the principles she had
learned in our course, she wrote the following letter to
twelve banks in Phoenix:
Dear Sir:
My ten years of bank experience should be of interest to
a rapidly growing bank like yours.
In various capacities in bank operations with the Bankers
Trust Company in New York, leading to my present assignment
as Branch Manager, I have acquired skills in all
phases of banking including depositor relations, credits,
loans and administration.
I will be relocating to Phoenix in May and I am sure I can
contribute to your growth and profit. I will be in Phoenix
the week of April 3 and would appreciate the opportunity
to show you how I can help your bank meet its goals.
Sincerely,
Barbara L. Anderson
Do you think Mrs. Anderson received any response
from that letter? Eleven of the twelve banks invited her
to be interviewed, and she had a choice of which bank’s
offer to accept. Why? Mrs. Anderson did not state what
she wanted, but wrote in the letter how she could help
them, and focused on their wants, not her own.
Thousands of salespeople are pounding the pavements
today, tired, discouraged and underpaid. Why?
Because they are always thinking only of what they
want. They don’t realize that neither you nor I want to
buy anything. If we did, we would go out and buy it. But
both of us are eternally interested in solving our problems.
And if salespeople can show us how their services
or merchandise will help us solve our problems, they
won’t need to sell us. We’ll buy. And customers like to
feel that they are buying - not being sold.
Yet many salespeople spend a lifetime in selling without
seeing things from the customer’s angle. For example,
for many years I lived in Forest Hills, a little
community of private homes in the center of Greater
New York. One day as I was rushing to the station, I
chanced to meet a real-estate operator who had bought
and sold property in that area for many years. He knew
Forest Hills well, so I hurriedly asked him whether or
not my stucco house was built with metal lath or hollow
tile. He said he didn’t know and told me what I already
knew - that I could find out by calling the Forest Hills
Garden Association. The following morning, I received
a letter from him. Did he give me the information I
wanted? He could have gotten it in sixty seconds by a
telephone call. But he didn’t. He told me again that I
could get it by telephoning, and then asked me to let
him handle my insurance.
He was not interested in helping me. He was interested
only in helping himself.
J. Howard Lucas of Birmingham, Alabama, tells how
two salespeople from the same company handled the
same type of situation, He reported:
“Several years ago I was on the management team of
a small company. Headquartered near us was the district
office of a large insurance company. Their agents were
assigned territories, and our company was assigned to
two agents, whom I shall refer to as Carl and John.
“One morning, Carl dropped by our office and casually
mentioned that his company had just introduced a
new life insurance policy for executives and thought we
might be interested later on and he would get back to us
when he had
sometimes even your freight is delayed.
That’s bad, but it can be avoided. If you make your deliveries
at the pier in the morning when possible, your trucks
will be able to keep moving, your freight will get immediate
attention, and our workers will get home early at night to
enjoy a dinner of the delicious macaroni and noodles that
you manufacture.
Regardless of when your shipments arrive, we shall always
cheerfully do all in our power to serve you promptly.
You are busy. Please don’t trouble to answer this note.
Yours truly,
J----- B-----, supt.
Barbara Anderson, who worked in a bank in New
York, desired to move to Phoenix, Arizona, because of
the health of her son. Using the principles she had
learned in our course, she wrote the following letter to
twelve banks in Phoenix:
Dear Sir:
My ten years of bank experience should be of interest to
a rapidly growing bank like yours.
In various capacities in bank operations with the Bankers
Trust Company in New York, leading to my present assignment
as Branch Manager, I have acquired skills in all
phases of banking including depositor relations, credits,
loans and administration.
I will be relocating to Phoenix in May and I am sure I can
contribute to your growth and profit. I will be in Phoenix
the week of April 3 and would appreciate the opportunity
to show you how I can help your bank meet its goals.
Sincerely,
Barbara L. Anderson
Do you think Mrs. Anderson received any response
from that letter? Eleven of the twelve banks invited her
to be interviewed, and she had a choice of which bank’s
offer to accept. Why? Mrs. Anderson did not state what
she wanted, but wrote in the letter how she could help
them, and focused on their wants, not her own.
Thousands of salespeople are pounding the pavements
today, tired, discouraged and underpaid. Why?
Because they are always thinking only of what they
want. They don’t realize that neither you nor I want to
buy anything. If we did, we would go out and buy it. But
both of us are eternally interested in solving our problems.
And if salespeople can show us how their services
or merchandise will help us solve our problems, they
won’t need to sell us. We’ll buy. And customers like to
feel that they are buying - not being sold.
Yet many salespeople spend a lifetime in selling without
seeing things from the customer’s angle. For example,
for many years I lived in Forest Hills, a little
community of private homes in the center of Greater
New York. One day as I was rushing to the station, I
chanced to meet a real-estate operator who had bought
and sold property in that area for many years. He knew
Forest Hills well, so I hurriedly asked him whether or
not my stucco house was built with metal lath or hollow
tile. He said he didn’t know and told me what I already
knew - that I could find out by calling the Forest Hills
Garden Association. The following morning, I received
a letter from him. Did he give me the information I
wanted? He could have gotten it in sixty seconds by a
telephone call. But he didn’t. He told me again that I
could get it by telephoning, and then asked me to let
him handle my insurance.
He was not interested in helping me. He was interested
only in helping himself.
J. Howard Lucas of Birmingham, Alabama, tells how
two salespeople from the same company handled the
same type of situation, He reported:
“Several years ago I was on the management team of
a small company. Headquartered near us was the district
office of a large insurance company. Their agents were
assigned territories, and our company was assigned to
two agents, whom I shall refer to as Carl and John.
“One morning, Carl dropped by our office and casually
mentioned that his company had just introduced a
new life insurance policy for executives and thought we
might be interested later on and he would get back to us
when he had
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