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Key to Improved Public Relations
well trained employees • •
•
by George C. Straayer
key to
improved public relations
If I possessed a shop or store, I'd drive the grouches off my floor, I'd never let some gloomy guy Offend the folks who came to buy; I'd never keep a boy or clerk With mental toothache at his work, Nor let a man who draws my pay Drive customers of mine away.
I'd treat the man who takes my time And spends a nickel or a dime With courtesy and make him feel That I was pleased to close the deal, Because tomorrow, who can tell? He may want stuff I have to sell And in that case then glad he'll be To spend his dollars all with me.
D
uring a vacation trip to my home state of Michigan last year, I was saddened to read about the passing of an acquaintance of years ago, the philosopher poet, Edgar A. Guest. It is one of his bits of home-spun poetry which I have used to set the theme for this article. How much attention are you giving to training your personnel to insure your customers receiving the attention and treatment they deserve? Very likely not enough. More than 21 million persons enter the pharmacies of America daily. Are you taking advantage of the one most important medium of communication-the store employee-to tell the interesting, romantic and even dramatic story of pharmacy and pharmacy's contributions to better . health, longer and happier lives? Probably not! Why is this true? We submit-and this is a matter of observation over many years of calling on the pharmacies of America-that it is largely because very few pharmacists have taken the time and effort to institute a regular training program. And we have also observed that those pharmacies which have done something about it have "stepped out in front" in their profes~ion. They have proved that the store employee who has had guidance and counsel in his training program has become an asset to his company far sooner than the untrained. A visit to the Lee Eiler Fidelity Prescription Store in Dayton, Ohio would be convincing. Here is an excellent example of what a trained organization can do.
290
How do you begin this training? In our opinion it starts at the employment interview. Ask the young pharmacist applicant about his interest, his strong points, his achievements. If he has shown aptitude toward writing, has edited his school paper or scored straight A's in rhetoric, he may be your public relations director-contact with the local newspaper editor. If he has been a debater and made a record in the public speaking course, assign him the task of programming a speaking tour before luncheon clubs. If he has been particularly sharp in scientific subjects, he may be your man to start a local science club among your junior high and high school customers. Or if he is a star athlete, he may coach or manage a junior league base ball team for your pharmacy.
JOURNAL OF THE AMERICAN PHARMACEUTICAL ASSOCIATION
The reason people pass one door To patronize another store, Is not because the busier place Has better silks or gloves or lace, Or cheaper prices, but it lies In pleasant words and smiling eyes; The only difference, I believe, Is in the treatment folks receive. --Edgar Guest
Every new employee should be asked to prepare his own job description. Ask him particular!y to use some imagination about extra curricular tasks and especially to include his ambitions and goals. Most employees will work out a more ambitious program of work if they lay it out for themselves than if they have it handed to them with an order to "complete or else." And once committed, they will produce! But what about ~he trained employee and your public relations program? Let's review again this term-public relations. Doing the right thing and getting credit for it is as good a definition as any. And isn't it better if the "getting credit for it" is done by others-our employees rather than ourselves? Instead of taking in all of the manager's or store owner's rightful tasks, why not assign an employee to some of them? Perhaps he can do a better job of speaking before the Rotary Club or
of representing your store at the Chamber of Commerce meeting or of talking to the newspaper editor about your Pharmacy Week program. After all, these assignments are all part of the training program. Yes, it takes a bit of imagination on your part, probably some sacrifice at
the outset, to send your assistant pharmacist or your store manager or even one of the new employees out to make that contact with the purchasing agent of the large factory or the new physician who has moved into your area or to manage your exhibit at the county fair. However, when you do, you are training your personnel to take on important responsibilities and thereby, preparing them to relieve you some day in the future. And at the same time, your employees are making new contacts that are all theirs (again that pride of
George C. Straayer, a pharmacist himself, has had years of experience in public relations, in training and in a retail pharmacy. He holds a BS degree in pharmacy from Ferris Institute college of pharmacy, Big Rapids, Michigan. Currently director of professional and trade relations of Schering Corporation, he has travelled . extensively in this capacity throughout the United States and Canada and addressed state and national conventions in every section of the country. He prepared under the auspices of the National Conference of State Pharmaceutical Association Secretaries, the Guide to Employee Training. This manual, designed to help pharmacy owners and managers "improve their skill in getting others to do a job correctly, quickly and conscientiously," was published by Schering Corporation in 1958.
achievement) and they are building additional new customers for your phannacy. The local telephone company and public utilities find it to be good business to insist on their executives joining the local Lions, Kiwanis, Exchange, Optimist, Rotary and Junior Chamber of Commerce clubs. Would it not be equally beneficial for the local pharmacy ? We agree that at the outset, it may appear to be a waste of time and money. But experience has shown it pays off in the long run.
A training program is equally important for the nonprofessional members of your pharmacy staff. As we have previously suggested, a thorough indoctrination into our profession is a must for every new employee. He should be made to realize that he has joined and become a member of an important health profession, that his activities in the phannacy carry with them a responsibility and that he is not simply a sales "clerk" or routine delivery boy. He deals with life-saving products and customers who are often less than carefree. Behind the small piece of paper, the prescription, are often heart throbs, frequently tears and certainly anxious moments and a bit of extra consideration at this time will pay extra dividends. These thoughts, however, must be pointed out to the new employee or they will be completely missed in the busy workday. Product training is also of importance. Confidence is built upon knowledge and the employee should be encouraged to program a regular cour~e of study. The pharmaceutical journals with their new product infonnation should be circulated to all members of the staff or, better still, additional subscriptions should be taken out to be mailed to the employee's home. A good book on salesmanship as well as subscription to Sales Sense (a bi-monthly publication devoted to drug store selling), purchased especially for each employee, will
usually provide an incentive for study and result in better selling and improved customer handling. The July, 1959 issue of American Professional Pharmacist is devoted entirely to articles by our present phannacy leaders proving that modern medication is one of the real bargains in today's household budget; every employee should have access to this valuable edition. In our opinion every retail pharmacy employee should have his own copy of the Pharmaceutical Story, prepared by Health News Institute. We have repeatedly stated that if the contents of this 32-page booklet with its nine articles were read, digested and communicated through retail pharmacy employees to the public, this would in itself be one of the greatest public relations programs ever conceived. And the employee, himself, will also benefit because he can't help but take on the feeling of pride of association in the health profession. The retail pharmacy training course should include emphasis on improvement of selling skills, work habits and
employee attitudes, as well as a step-bystep procedure for going about the task of training. We realize, of course, that every store owner or manager cannot immediately set up a complete training course for his employees. We do urge, however, that some steps be taken to let your employees know that you are interested in their improving their abilities and that you are willing to help. You definitely will find an improvement in morale; we are certain that there will be a noticeable change in the "doing-the-right-thing" part of the public relations fonnula; and, we believe that you will be surprised at what the "getting-credit-for-it" will do for your morale and your business. Your customers will be happy with the treatment they receive! •
VOL. 21, NO.5, MAY 1960 / PRACTICAL PHARMACY EDITION
291
•
by George C. Straayer
key to
improved public relations
If I possessed a shop or store, I'd drive the grouches off my floor, I'd never let some gloomy guy Offend the folks who came to buy; I'd never keep a boy or clerk With mental toothache at his work, Nor let a man who draws my pay Drive customers of mine away.
I'd treat the man who takes my time And spends a nickel or a dime With courtesy and make him feel That I was pleased to close the deal, Because tomorrow, who can tell? He may want stuff I have to sell And in that case then glad he'll be To spend his dollars all with me.
D
uring a vacation trip to my home state of Michigan last year, I was saddened to read about the passing of an acquaintance of years ago, the philosopher poet, Edgar A. Guest. It is one of his bits of home-spun poetry which I have used to set the theme for this article. How much attention are you giving to training your personnel to insure your customers receiving the attention and treatment they deserve? Very likely not enough. More than 21 million persons enter the pharmacies of America daily. Are you taking advantage of the one most important medium of communication-the store employee-to tell the interesting, romantic and even dramatic story of pharmacy and pharmacy's contributions to better . health, longer and happier lives? Probably not! Why is this true? We submit-and this is a matter of observation over many years of calling on the pharmacies of America-that it is largely because very few pharmacists have taken the time and effort to institute a regular training program. And we have also observed that those pharmacies which have done something about it have "stepped out in front" in their profes~ion. They have proved that the store employee who has had guidance and counsel in his training program has become an asset to his company far sooner than the untrained. A visit to the Lee Eiler Fidelity Prescription Store in Dayton, Ohio would be convincing. Here is an excellent example of what a trained organization can do.
290
How do you begin this training? In our opinion it starts at the employment interview. Ask the young pharmacist applicant about his interest, his strong points, his achievements. If he has shown aptitude toward writing, has edited his school paper or scored straight A's in rhetoric, he may be your public relations director-contact with the local newspaper editor. If he has been a debater and made a record in the public speaking course, assign him the task of programming a speaking tour before luncheon clubs. If he has been particularly sharp in scientific subjects, he may be your man to start a local science club among your junior high and high school customers. Or if he is a star athlete, he may coach or manage a junior league base ball team for your pharmacy.
JOURNAL OF THE AMERICAN PHARMACEUTICAL ASSOCIATION
The reason people pass one door To patronize another store, Is not because the busier place Has better silks or gloves or lace, Or cheaper prices, but it lies In pleasant words and smiling eyes; The only difference, I believe, Is in the treatment folks receive. --Edgar Guest
Every new employee should be asked to prepare his own job description. Ask him particular!y to use some imagination about extra curricular tasks and especially to include his ambitions and goals. Most employees will work out a more ambitious program of work if they lay it out for themselves than if they have it handed to them with an order to "complete or else." And once committed, they will produce! But what about ~he trained employee and your public relations program? Let's review again this term-public relations. Doing the right thing and getting credit for it is as good a definition as any. And isn't it better if the "getting credit for it" is done by others-our employees rather than ourselves? Instead of taking in all of the manager's or store owner's rightful tasks, why not assign an employee to some of them? Perhaps he can do a better job of speaking before the Rotary Club or
of representing your store at the Chamber of Commerce meeting or of talking to the newspaper editor about your Pharmacy Week program. After all, these assignments are all part of the training program. Yes, it takes a bit of imagination on your part, probably some sacrifice at
the outset, to send your assistant pharmacist or your store manager or even one of the new employees out to make that contact with the purchasing agent of the large factory or the new physician who has moved into your area or to manage your exhibit at the county fair. However, when you do, you are training your personnel to take on important responsibilities and thereby, preparing them to relieve you some day in the future. And at the same time, your employees are making new contacts that are all theirs (again that pride of
George C. Straayer, a pharmacist himself, has had years of experience in public relations, in training and in a retail pharmacy. He holds a BS degree in pharmacy from Ferris Institute college of pharmacy, Big Rapids, Michigan. Currently director of professional and trade relations of Schering Corporation, he has travelled . extensively in this capacity throughout the United States and Canada and addressed state and national conventions in every section of the country. He prepared under the auspices of the National Conference of State Pharmaceutical Association Secretaries, the Guide to Employee Training. This manual, designed to help pharmacy owners and managers "improve their skill in getting others to do a job correctly, quickly and conscientiously," was published by Schering Corporation in 1958.
achievement) and they are building additional new customers for your phannacy. The local telephone company and public utilities find it to be good business to insist on their executives joining the local Lions, Kiwanis, Exchange, Optimist, Rotary and Junior Chamber of Commerce clubs. Would it not be equally beneficial for the local pharmacy ? We agree that at the outset, it may appear to be a waste of time and money. But experience has shown it pays off in the long run.
A training program is equally important for the nonprofessional members of your pharmacy staff. As we have previously suggested, a thorough indoctrination into our profession is a must for every new employee. He should be made to realize that he has joined and become a member of an important health profession, that his activities in the phannacy carry with them a responsibility and that he is not simply a sales "clerk" or routine delivery boy. He deals with life-saving products and customers who are often less than carefree. Behind the small piece of paper, the prescription, are often heart throbs, frequently tears and certainly anxious moments and a bit of extra consideration at this time will pay extra dividends. These thoughts, however, must be pointed out to the new employee or they will be completely missed in the busy workday. Product training is also of importance. Confidence is built upon knowledge and the employee should be encouraged to program a regular cour~e of study. The pharmaceutical journals with their new product infonnation should be circulated to all members of the staff or, better still, additional subscriptions should be taken out to be mailed to the employee's home. A good book on salesmanship as well as subscription to Sales Sense (a bi-monthly publication devoted to drug store selling), purchased especially for each employee, will
usually provide an incentive for study and result in better selling and improved customer handling. The July, 1959 issue of American Professional Pharmacist is devoted entirely to articles by our present phannacy leaders proving that modern medication is one of the real bargains in today's household budget; every employee should have access to this valuable edition. In our opinion every retail pharmacy employee should have his own copy of the Pharmaceutical Story, prepared by Health News Institute. We have repeatedly stated that if the contents of this 32-page booklet with its nine articles were read, digested and communicated through retail pharmacy employees to the public, this would in itself be one of the greatest public relations programs ever conceived. And the employee, himself, will also benefit because he can't help but take on the feeling of pride of association in the health profession. The retail pharmacy training course should include emphasis on improvement of selling skills, work habits and
employee attitudes, as well as a step-bystep procedure for going about the task of training. We realize, of course, that every store owner or manager cannot immediately set up a complete training course for his employees. We do urge, however, that some steps be taken to let your employees know that you are interested in their improving their abilities and that you are willing to help. You definitely will find an improvement in morale; we are certain that there will be a noticeable change in the "doing-the-right-thing" part of the public relations fonnula; and, we believe that you will be surprised at what the "getting-credit-for-it" will do for your morale and your business. Your customers will be happy with the treatment they receive! •
VOL. 21, NO.5, MAY 1960 / PRACTICAL PHARMACY EDITION
291