The salesman is a former staff member from the Squid Games who earned the trust of the game's creator, Oh Il-nam, over time. After raising his position, the salesman was given the opportunity to work outside the game in the "real world", and began to recruit players for the 33rd Squid Game in 2020.[1]
He then offered Gi-hun a chance to participate in the 33rd Squid Game but Gi-hun was doubtful. The salesman knew about Gi-hun's debts to banks and loan sharks and reminded him as a way to persuade him. He gave him a business card and asked him to call soon as there weren't many spots left, and later left the subway station. Gi-hun eventually decided to accept the Saleman's chance to participate in the Games and called the number. The Salesman picked up the phone and told Gi-hun "Hello. Who's calling? Do you wish to participate in the game? If you wish to play, please state your name and birthdate."
In December 2021, the salesman began to recruit players for the 34th Squid Game. That month, Gi-hun (the winner of the 33rd Squid Game) spotted the salesman playing Ddakji with another person at a subway station. The salesman kept slapping his opponent. Gi-hun rushed towards him. But before he made it, the salesman gave the other person a business card and he left the subway station. Gi-hun then took the card from the person, and used the number to inform the game's operators that he can't forgive them.
Empathy, the important central ability to feel as the other fellow does in order to be able to sell him a product or service, must be possessed in large measure. Having empathy does not necessarily mean being sympathetic. One can know what the other fellow feels without agreeing with that feeling. But a salesman simply cannot sell well without the invaluable and irreplaceable ability to get a powerful feedback from the client through empathy.
This is the salesman with good empathy. He senses the reactions of the customer and is able to adjust to these reactions. He is not simply bound by a prepared sales track, but he functions in terms of the real interaction between himself and the customer. Sensing what the customer is feeling, he is able to change pace, double back on his track, and make whatever creative modifications might be necessary to home in on the target and close the sale.
This assumption is wrong on its face. Psychologically, interest does not equal aptitude. Even if someone is interested in exactly the same specific things as Mickey Mantle or Willie Mays, this of course does not in any way indicate the possession of a similar baseball skill. Equally, the fact that an individual might have the same interest pattern as a successful salesman does not mean that he can sell. Even if he wants to sell, it does not mean that he can sell.
To date, we have gained experience with more than 7,000 salesmen of tangibles as well as intangibles, in wholesale as well as retail selling, big-ticket and little-ticket items. And the dynamics of success remain approximately the same in all cases. Sales ability is fundamental, more so than the product being sold. Long before he comes to know the product, mostly during his childhood and growing-up experience, the future successful salesman is developing the human qualities essential for selling. Thus, when emphasis is placed on experience, and experience counts more than such essentials as empathy and drive, what is accomplished can only be called the inbreeding of mediocrity.
One of the older men, though rated an adequate B salesman, was evaluated as an A office manager. He had good empathy, but not the strongest ego drive, which was why he was a B rather than an A salesman. But on the managerial side, he had the ability to handle details, relatively rare for a salesperson; he was able to delegate authority and make decisions fairly rapidly and well. These qualities, plus his good empathy, gave him excellent potential as a manager, but not as sales manager, for his only moderate drive would have hurt him in the latter position. As office administrative manager, the position he was moved up into, he has performed solidly.
The book looks at the changing image of the salesman, represented by the likes of George Babbitt and Willy Loman. In the end, says Friedman, salesmen not only fed America's thirst for consumerism, they also shaped it.
There were many reasons for this: The emergence of salesmanship in the U.S. depended on a stable currency, the rule of law, the protection of private property, and the availability of credit. These were all aspects of the American economic system. But what made the U.S. unique was the scale of American firms that were founded in the late nineteenth and early twentieth centuries. These massive manufacturing concerns, which produced tremendous numbers of business machines, appliances, and cars, hired salesmen in the hundreds in some cases, and even thousands in others, to create demand for their products. These goods, all pushed by aggressive salesmanship, distinguished the American economy by their early appearance and widespread purchase. British industry, which produced on a smaller scale, and German manufacturers, which were rooted in craftwork traditions, seldom exhibited a similar interest in mass selling campaigns.
Salesmanship flourished in America for cultural reasons as well. In a country that, from the outset, held democratic elections and had no established church or hereditary aristocracy, salesmanship provided political and religious groups with a way to compete against their rivals for followers. Moreover, with more fluid class boundaries than in European countries, the skills of salesmanship, especially beginning in the late nineteenth century, offered a pathway to personal success. By the early twentieth century, Americans read how-to-sell books and turned Bruce Barton's The Man Nobody Knows (1925), which portrayed Jesus Christ as a successful sales and advertising executive, into a bestseller. Books on salesmanship skills still sell well today. Dale Carnegie's How to Win Friends and Influence People, published originally in 1937, remains one of the most popular and draws in part on lessons the author learned working as a salesman for Armour.
A: The birth of modern salesmanship occurred in the late nineteenth and early twentieth centuries with the rise of large mass manufacturing firms. National Cash Register, Eastman Kodak, Coca-Cola, Westinghouse Electric, and Carnegie Steel were all founded in the 1880s; in the following decade came Wrigley's Chewing Gum, General Electric, Burroughs, and Pepsico. These companies developed modern sales techniques, created procedures for management that paralleled those of the new science of mass production.
For the average salesman, used to traveling more or less on his own (and at that time, almost all were male), this meant a number of changes. Now his routes were planned, his customers evaluated before his departure, and he recorded his every move in sales reports and receipts. Sales managers at large corporations assigned salesmen specific territories and gave them monthly or weekly quotas to meet. They aimed to make salesmanship uniform and predictable, and capable of being taught to new recruits. They often even instructed salesmen how to stand while talking with a customer, or how to hand over the pen at "closing."
By the 1920s, sales management had "arrived." American businesses recognized salesmanship as an essential component of modern strategy. Indicative of the rising importance of selling within corporations was the fact that something like one-quarter of the chief executives of the top 200 industrial firms in 1917 had spent part, or all, of their career in selling. Arthur Vining Davis, who had figured out a way to sell aluminum to consumers in the form of pots and pans and numerous other items, became chairman of Alcoa. Edward Prizer, who became president of Vacuum Oil in 1918, made his reputation by organizing the firm's domestic and foreign sales operations. Clarence Mott Woolley, president of the American Radiator Company from 1902 to 1924, had similarly made his mark in sales.
A: The entrepreneurs who built large mass manufacturing businesses usually relied on both selling and advertising. But the salesman's role in promoting goods was different from that of advertising. To use a military analogy common in the early twentieth century, advertising was a weapon for waging an air war, while salesmen were deployed as foot soldiers in a ground campaign.
Beginning in the mid-1880s and continuing to his death, Patterson promoted "scientific" salesmanship. Like Frederick W. Taylor, the founder of scientific management in production, Patterson carefully analyzed business processes and tried to perfect them. He created carefully written sales scripts, drew up detailed maps of sales territories, and tested different methods of compensation. Also, like Taylor, he placed the pace of work under managerial control by demanding that salesmen meet monthly quotas.
A: Salesmen have always held a special place in American culture. This was true from the earliest days of the republic, when folk tales of Yankee peddlers abounded. In the nineteenth century, Nathaniel Hawthorne, Herman Melville, and Mark Twain all wrote about peddlers and canvassers. In the 1920s, stories about salesmen frequently appeared in popular magazines like The Saturday Evening Post and Colliers. Sinclair Lewis's novel Babbitt, about the arch real estate salesman, was published in 1922 and then, the most famous fictional salesman of them all, Arthur Miller's Willy Loman, appeared on stage in 1947.
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