The model stock plan

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Monograph

Identifikator:: 1008917265

URN:: urn:nbn:de:zbw-retromon-19129

Document type:: Monograph

Author:: Flückiger, Otto http://d-nb.info/gnd/117736708

Title:: Die Schweiz

Edition:: Zweite Auflage

Place of publication:: Zürich

Publisher:: Druck und Verlag von Schultheß & Co.

Year of publication:: 1914

Scope:: 1 Online-Ressource (VI, 243 Seiten)

Digitisation:: 2017

Collection:: Economics Books

Usage license:: Get license information via the feedback formular.

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Document type:: Monograph

Structure type:: Index

Collection:: Economics Books

AN ENTIRE STOCK OF BARGAINS 157 Excepting for some staples, our process of retailing is, in fact, basically about as follows: We buy what in our best judgment we think our customers will, in turn, buy of us. We are not infallible; so, altogether naturally, out of the many things we buy only a small percentage of the goods will be in large demand. Tt is this large demand that provides our greatest total profits. It is curious but true that often merchants are so stocked up with purchases which have not been planned under the Model Stock Plan that they find their shelves clogged with goods which do not give a fast enough rate of turnover; and their shelves are short of goods they are not able to buy without still further overstocking. Often the stock is too large to leave any hope of final profit. So the buyer is not able to buy soon enough or in adequate quantities to replace the most desirable goods that customers have already bought out of his stock. Our real purpose in all planning is to buy large quantities of the goods on which we expect a rapid turnover. If we do not accurately plan our buying, we are likely to buy too much at the time when we should be merely trying to find out which way demand is really going to set in. It all gets back to our basic definition of the function of distribution, that it consists of buying for the customer. Planning under the Model Stock Plan, as we have already seen, consists essentially of finding out what customers want—perhaps before they themselves know—and then devising means to give them these goods at prices they are willing to pay. This kind of planning ahead requires thorough preparation. The buyer or merchant who would do it successfully must look carefully into such questions as the coming styles—in a line where style is important— the new types of articles, the possibility of scarcity of favored materials, fluctuations in demand, and all other factors in market conditions. He must, of course, be familiar with the statistics of previous years, stock summaries, sales, and so on, though often using them only as a first, rough basis for his planning for the coming period. All this information he

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