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Revlon salesgirls were supplied with charts which they could

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Adheron: “Base coat which tends to smooth out irregularities of nail surface and provides smooth foundation for enamel. Prolongs wear.” Prolon: “[F]or nails inclined to split, flake or break.” Nail Cream: “[H]elps keep nails strong and cuticle soft and smooth.” Oily Polish Remover: “Gentle remover with an oil content that tends to lubricate dry nails and cuticle.” Cuticle Remover: “Tends to remove cuticle gently, without leaving it harsh or dry.” Cuticle Oil: “A lubricant for softening and smoothing harsh cuticle.” Solvent: “For restoring thickened nail enamel to its original consistency.” Nail Fix: “First aid for a broken nail.” Seal-Fast: “[D]urable and resilient, resists ordinary knocks, gives good protection for nail enamel.” Pearl Hand Cream: “Light, delicately scented. Leaves hands soft but not sticky.” Pearl Hand Lotion: “For those who prefer lotion to cream.” Night Cream: “A rich lubricating type of cream that tends to make fine lines less noticeable .. smoothes away roughness; leaves hands soft and pleasant.” Hand Finishing Lotion: “Clear liquid that helps soften hands and combat excess perspiration.” Revlon Implements: “A complete line of American-made files, nippers, scissors, etc., as fine as can be made.” Another factor that helped Revlon grow was the action of its biggest competitor, Northam Warren, the owners of the Cutex, Glazo and Peggy Sage nail polish brands. Collectively, these brands controlled most of the nail polish business in the United States by the 1930s but its dominant position may have worked against it.

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As Revlon entered the retail market, a number of forces were operating to make a new competitor and a change in status very welcome to a major part of the retail trade. Certain deep antagonisms existed in the mind of the retail trade and certain basic dissatisfactions with the policy of a predominant supplier. Throughout the retail trade there was an eager expectation for someone vigorous, with a new idea that could be picked up, accepted and promoted as a foil to this other company. Revlon stepped into this fortunate retail situation at the precise psychological moment with a new product and a new sales idea. The result is history in this industry.

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Even if this ‘industry antagonism’ was not as severe as this author makes out, it is clear that Northam Warren failed to fully capitalise on their introduction of cream nail polish or the harmonising of nail polish with lipstick, ideas it had introduced before Revlon. The idea of matching nail enamels with lipsticks dated from the late 1920s. Cutex had already introduced a line of lipsticks to match its Crème Nail Polish range which was first sold in 1934. Debuting in 1935, Cutex lipsticks came in automatic containers in four shades: Natural, Coral, Cardinal and Ruby, with advertisements that used headlines such as “Fashion says—Lips and fingertips now must match”. Five years later, in 1939, Revlon introduced its own lipsticks in nine shades with colours matched to Revlon nail enamels. use to advise customers on which shade went with which.

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Revlon supported sales with an advertising campaign that

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used coloured advertisements – a first for Revlon.

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Blue Bird, Chen-Yu, Glazo and a couple of others. We threw everything else out and carried only Revlon.” Revlon nail enamels therefore appear to have been as good as, if not better than its competitors. In part, this was due to Revson’s obsession with quality. Quality concerns may have been the reason for Revson switching his nail polish supplier from Dresden to Maas & Walstein around 1937, although a cynic might interpret this move as an example of Revson’s aversion to being beholden to anyone, and/or part of the move that saw Lachman’s share of the Revlon business cut from one-half to one-third (Tobias, 1976, p. 51).

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Even if we accept that Revlon’s nail enamel was good and its colours fashionable I do not think this completely explains the rise in the company’s fortunes in the 1930s. For that we need to look at Revlon’s sales force. Charles Revson was a very successful salesman. He was enthusiastic, quite good looking when younger, would endear himself to female buyers by arriving with his nails painted in the latest Revlon shades, and was apparently prepared to exchange sex for a Revlon sale or extra counter space if the opportunity arose. When Martin Revson joined Revlon in 1935 as its sales manager, he proved to be an even better salesman and was very effective in building Revlon’s sales team.

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In a 1951 interview, he outlined three types of sales practices – canned, franchise and executive – with ‘executive’ being the highest class and the one Revlon used. Sales chief Martin Revson believes there are three kinds of selling. First is what he calls the canned talk type. Salesmen using this type usually sell nuts or bolts or cigarettes—some product for which there is a constant demand and which will sell pretty much according to the number of calls made per day. The formula is: The more accounts you visit, the more you sell. Some of these used the slogan ‘Matching fingertips and

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lips’, a reversal of the tag used by Cutex. As it was no longer just in nails, Revlon changed its name to

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However, ‘executive selling’ was supplemented by a number of very aggressive sales practices. If a Chen-Yu nail enamel color chart somehow walked out of a store in a salesman’s briefcase … well, it could always be replaced by a Revlon color chart. If the bottle caps on some Chen-Yu nail enamels were loosened a bit and the enamel hardened … well, the store, or the customer, would know not to buy an inferior brand again. If, in an attempt to secure counter space, a salesman should spread his arms out, accidentally sweeping the competitive product off either end of the counter onto the floor … well, the salesmen were authorized to buy up the damaged merchandise at the retailer’s cost and replace it with Revlon product. In its endeavours to ‘bury the opposition’ Revlon continued to use these dubious sales practices and added others.

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Leaving aside charges of wire-tapping in the 1950s – strongly suggested but unproven – the most important of these was coercion. Revlon was not above using a bit of ‘muscle’. In 1942, for example, a trade magazine reported that the Los Angeles company, Seal-Cote Co., had accused Revlon of violating its trade-name and pressuring dealers. Seal-Cote made the charge that not only was Revlon’s Seal-Fast an imitation of their product Seal-Cote, but that since Revlon had introduced their product in 1941, the company had been “coercing dealers, jobbers and beauty parlours not to carry Seal-Cote“ (AP&EOR, 1942) resulting in the cancellation of numerous Seal-Cote orders. This was not an isolated case and eventually the U.S.

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Federal Trade Commission (FTC) issued Revlon with a series of cease and desist orders in 1954 and 1956. However, by then it was too late. After 1955, demand for Revlon products was such that that coercion was largely unnecessary. Revlon’s attempts to shut out competitors date back more than 20 years and it took the Trade Commission some time to get this giant specialist on women’s beauty to agree that it would quit using unfair trade practices on those levitra oral jelly uk beauty shops which dared sell a rival product. As it became a larger cosmetic company, with a strong department store presence, Revlon improved its sales by placing demonstrators in select stores and made payments of ‘push money’ elsewhere. the Revlon Products Corporation and followed

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By 1955, the company had over 600 demonstrators employed in department stores throughout the country. As well as promoting Revlon products, the demonstrators could give immediate feedback by telephone on how lines were moving (Television Magazine, 1955); feedback that was added to field reports from regional managers, salon and department store representatives. Revlon’s sales in the 1930s were helped by its early business being salon-oriented. The popularity of the new permanent waves attracted a lot of customers to American beauty salons in the 1930s and many women would have a manicure while waiting for their hair to set. It was a lot easier for a Revlon salesman to get an order from a salon than a department store, and a salon manicure allowed customers to try and then buy a Revlon nail enamel.

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Salons that tried the product and liked it would reorder and their customers would spread the word. Revlon’s growing popularity in salons also helped Revlon salesmen convince department stores that they need to stock Revlon products. Revlon began selling to department stores in 1935, but continued to produce products that were aimed at making salon manicures a total Revlon experience. The company provided salons with information on how to sell manicures and gave suggestions on different manicure treatments. Special, personalized manicures have been developed by Revlon and outlined in a booklet, “How to give … how to sell Revlon Manicures.” Just as the hair requires individual treatment in permanent waving so to do different hands, Revlon maintains, and suggests four techniques: a style manicure; a lactol manicure for dry, brittle hands; a hand sculpture manicure with massage; a hand sculpture manicure with arm massage.

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Each incorporates one or more of four new Revlon products. They are hand massage cream for lubrication, a hand finishing lotion, a hand cream of the pink pearly type and an emulsified pearl hand lotion. These items, in addition to some new steel implements and nail enamels, are offered in a handsome chrome manicure tray. These treatments used a range of Revlon cosmetics introduced in the 1930s including: Adheron, a base coat (1933); Oily Polish Remover (1935); Prolon for weak, brittle nails, and Lactol (1938); Cuticle Lotion; and Nail Cream along with other manicure equipment like emery boards and orange sticks. Then, in 1939, Revlon added a range of hand lotions. up the introduction of lipstick with Cheek

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