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!' L-2 l THE PSILIP YORRSS' KM CTION SALES MAGER'' S' JOB Q2 t''s Do Our Job ) ~ Introduction: 8onw On Wednesday we reviewed and' studied the Job of our Salesmen in the field. We have also~dealt with the work re- sponsibility of some of our Special Regresentat3ves,, particu- larly the College Student Supervisors. Yesterday we covered the all important work respon- sibility of'our Division l[anagers, an&just a few minutes ago concluded a review and study of the functioning of some of you men present at thisimeet3ng, the Supervisors; so, currently, we are talking about our job, the job of practically everyone whoo is in attendance at this meeting. I don't think there is any topic that one aouldd select that is more interesting,than that whioh has to do with the activities of the man or group of men that might be meeting together. We can get quite persone.l -- we should -- get per- sonal. We can be specific!and~we should,be specific!. We are in a position to have a very clear understanding. We can weld ourselves together as a team; as an unbeatable team. I am quite familiar withiall the irregularities and problems that have faced each branch of our sales management over the past few years. I believe you, Zikewise, know these problems. The years of 194'7'and 1948 could be referred to as years os'pioneering in the re-development of our selling organ-

Iy-2 2 , isatiow. Te might, but to a lesser degree, classify the year of 194!9,as a pioneering year. I would', however, like to think that we could best classify 1949 as, a year of' consolidating -- forees. Conditions during the past few yeare.were such that i it was neoessary that all individuals see, know and do any and all job,st that confronted them. Lack of experienced personnel in our field organization -- prevented us from having a clear cut, well defined program of work andresponsibility for~any one position or group of our field salesforce. I feel that we have now grown beyond that stagean~d sh~ou]ld not delay any longer the assignment of specific lines of responsibility for every level of our field operating,forcel. The work programs thus far covered, namely, for the Salesmen, for the Division llanagers and for the Supervisors, are clear and distinct, and we now come to the point of cover- ing the J;ob of our Section Sales Ye.nagers.. Tttst as we have had prepared an outline of the job responsibility of' the Salesmen, the Division Managers and the Supervisors, we have prepared one for the Section Sales ][ana- gera. This outline and guide for you in your job is being placed in your hand's as your Sales Manual, for continual refex- ence, that you will not overlook any of'the important phases of management and sales development with which you are charged. I am not going to go through this outline of'your job item by

L-2 3 item as we have done with respeot to the jobs of those under you, since I prefer to talk to you in as personal a way as I know how, about how you can'apply yourself to build a better Philip Morris & Co., and bigger and'better salas for the Com- pany, and, in that way a better jobifor yourself. $arlier in this meeting you heard me say that I had not made reference to our Cbmpany as such. I referred to people an&I want to repeat, it is people a!nd only people that make a oompany. The company is only as good and as successful as the people who go to make it up. You, the Section Sales Yanagers, are the Senior Representatives of'Philip Yorris.dc Company within your sectioni assignments. Company policies are established, sales promotion and advertising plans are created at the home offioe. Yours is the job of seeing to it that company policies and its sales promotion and advertising, pro- grams are adhered to and made effective in the field. Now, eachlof'you in your own section, is just one person. You oan- not do the whole job by yourself. You should not even attempt to dio the whole job by yourself. In 1946, 147 and ''48 you did select, hire sad train Salesmen. You did select and train DivisionY'anagers. It was toughtokncw that it was necessary for you to do this and still look after problems that were the responsibility of top management in the field. I am proud' of each of you whoiso courageously and ably applied himself. How- ever,, I frankly feel that because af this ye~omsn work on your

Ir9 ~. 4' part, most of you have gotten into the habit of oontinuing todo just those things, taking the responsibility that rightly belongs to an appointed Salesman, Division Yanager or Super- visor. ThaV's bad. 'When you, do this and continue to do it, you are creating several situations. Among these: are: 3rirst, you minimize the dignity of your own responsibility in the field, and believe me when I say this, the meaning is far from having you think you are a"B'ig S2iot" in the field. People don't like "Big Shots". "Big Shots" don''t build good trade relations -- They don't build'business and they don't build a sound organization. Second,, you,lessen the effectiveness of the Salesman,, Division Manager or Supervisor when you try to do, tbeir j'obs and,yours, too. You detract from their application of initiative and progress when you try to do their jobs and your own. Third!,, you overtax your physical and mental ability when you try to carry the whole load yourself, hence you pre- vent yourself' from functioning, as the Senior Representative for your Cbmpany in the field, in the direction of your manpower and the development of maximum sales results. The lines areinow clearly cut for every job in our field organization. Y'ou are not to deviate unless there is some emergency that warrants a deviation. Your Salesman have an assignment in wiiich,they are to keep contact with alll classes of trade, including the direct accounts wlithin their assignment. They are:responsible for maintaining an effective

. , showing of point-of-sale advertising material on PHIAIP MORRIS and for effective contacts with cigarette oonsamers,, as,care- ftislly outlined in their work plan, and~tor improving the dis^ tr3bution and sale of'our other major brands. A'n9 man, even~ though devoting the greater part of his time to Jed YORRTSd and who cannot aooomplish effective re- sults on our other major brands cannot really be classed as a salesman,. Your Division l[anagers have alwork responsibility that is most important to the smooth operationlof'your section and in a very major way contribute to the actual sales pro- gress!of' all o~urproduots. First,, and most important, isthetraining,and re-training of'the necessary men to work the as- signments within their division. 8q of'their time must be devoted to this all important job of training, re-training, stimulating and directing,their men by personal example. In, order to do this phase of their work as it should be done, not more than:20f of their working hours is availabl!e for them tol do aotuall selling and promotion on their own. Your College Student Supervisors are to devote their time in exactly the same proportion as that of'your Division . Managers; however,, they have the:responsibility in addition too selling of hiring the College Student Representatives. Your Sales Supervisors have had their work respon- sib#lity clearly defined as *just reviewed and discussed with,

L-2 6 you by Mr. Cahn. They are your direct assistanta and their main responsibilities are to~select and hire Salesmen to~till vacancies that exist or occur. Axa part of' their job they are to work an inspection report on each newly employed Sal.esman.. This helps the Supervisor to further judge hiwseleo- tion of the Salesman and to judge the effeotiveness of his Division Ysnager as a salesman and as a trainer and developer of men., The Supervisor is next charged withittie responsibili- ty of counselling with his Salesmen and Division Managers as respects their own personal problems and the appliaationlof' their ability in the development of sal!es and ssles resuults: Finally the Supervisor is charged with stimulating new business on PSII,.IP HORRIS prod1ucts withtop sales outlets, both wholesale and retail, within his supervisory territory, including hotels, banquets, vending machine operators and all possible special outlets, developing friendships with these top accounts and special outletsithat will result inisa].es drivess and resultsiof'note. It is now up to you the!Section Sales Manager to see that each class of fieldisales personnel fully understands its I responsibilities. That there is adequate planning with respect to coverage and frequency of contaot both with the trade, and in the case of the Division Yanagers and Supervisors, frequency of

L-2 their coverage and contact with their sales personnel.. That It be carefully made known to them that they and they alone are responsible for thwspeoifio duties with,whioh they have been charged and the:speo,ifia msnner in whioh they have been direoted,to work. There has been entirely too much duplication of'ef- fort on thwpart of our men in the field. While I believe it has been important that there be a oertain amount of duplioa- tion in the:past from an educational and training viewpoint, we are now at a point where we must eliminate this duplication and waste!of time and effort,, and direct oursielvesin a manner that will have every man doing more things on his own. It is not unoommon for me to observe reports that show our Section Managers and Supervisors recruiting, inter- viewing and'seleoting,a Salesman for a given assignment. I have even observed' reports where the Section ldanager, Stzper- visor and Division Idsnager were all working on suoh an effortt in the same assignment and at thesame time. It must be clearly understood that the:Salesman has. his job toldo and that it is the responsibility of the Division Manager to, train him to do it and give him ]mowledge of' when, where and, most important, wh3r heldoes the many things that are required of him as.a Salesman within an, assigned area. It must be clearly understood that the Division Xsn- ager, in addition to training,and directing new Salesmen„ is to

• 8 frequently, as frequently as possible, make contact with each of his men, that he will spot oheck their work among every class of trade and consumer, and guide themlin this Rork; alao, assist them with any of their personal problems. They will workprogress reports as required and render any other manage- ment reports necessary. It must be clearly understood by our Supervisors, each of whom is present at this meeting, that they and they alone are responsible for the recruiting, selecting and hiring of Salesmen, to work the assi!gnments under the direction of their Division 3anagers. Since you are here, I, myself, can say this to you for your Section Manager. I can further say to you that the:other responsibilities with whichlyou are charged are yours and yours alone. You have had several years of ex- periencwembracing every phase of our work. You certainly should know now what is to be done, how it is to be done and why. This same statement I'can apply to:youSection Yen. You, are my representatives in the several assignments of'the country. Yours is a management job -- Yours is a creative job, thinking of new plans, new methods and improved techniques in getting more business. Yours is aJ'ob of stim ultion . You cannot manage, you cannot direct, you cannot stimulate by sitting in an of- fice. Youcan only perform these: duties by spending

I 1-9 9 , as much time in the field as is hwmanly possible. You cannot know if or how your opportunities for business are being treat- ed or how your sales organization is being trained or developed, unless you work with and obserQe them working. This means that you have to be in the field. Yas, you must work with all of your sales personnel but don't do it by the means of a group . effort. I'am referring to something that disturbs me!terrific- ally and that is when1I see a,Sectlon Manager, Supervisor and Division Yanager all out together observing,the work of a Salesmen. I give youithis exaggeration of effort only to point up more vividly in your mind that you can work with a retail Salesman and determine the:effectiveness of both the Divis,ioni l[anager and Supervisor. You can work with a Division Manager and ]moF what kind of a job the Supervisor has done. ow, I'll tell you this, if the Supervisor hasn't done a good J'ob the:man who really fell down is the Section Manager -- he didn't train the Supervisor correctly -- He didn't give him the proper di- rections -- He didn't make it known to the: that he had'a specific j'ob to do and that it was he and he alone who: would stand or fall by thewayhils Jobwas carried out. I am certainly not going to charge any Salesman, Divisioni Manager or Strpervisor with the ftailure of' a Section Manager to come through!with a good organization and healthy sales picture, or with failure for any lack of'teem work, goodd personnel relations or trade relations within a section. I do

L-2 10 charge the Section Manager with this. The Supervisors who are the direct assistants to~the Section3Sanagers and have beenlistening to me direct a message to the Section Managers, I trust really feel, how they nott only can let themselves down, but let the Section Manager down by not assuming,their responsibility and coming through with a first class job. Yes, the Seotion Se,lesYanager and only the Section Sales Manager will be held responsible to the home office for any inefficiency in his.siection or any failure of his assistants to properly carry out their duties. Earlier in this talk I stated there was to be no de. viation by anyone from his clear out line of'responsibility un- less in case of an emergency. I mean just that. I shall not. try to define an emergency -- I leave that to the Section Idan- agersiwho are our Senior Representatives in the field. I shall,, however, judge the discretion that is used,by all of our management in the field as to what they designate as constitu- ting,an emergency, hence necessitating a deviationifromitheir clear out line of responsibility. Gentlemen, Ibelieve each of you.knows me to be a mild mannered person -- that I amifair in my thinking on all subjects -- that I am sincere in all of my approaches to the development of business -- to the development of personnel and to the pxogress and personal well being of every individual who goes to make up the greatest company in America. Nothing I