The model stock plan

Bibliographic data

Monograph

Identifikator:: 178263682X

URN:: urn:nbn:de:zbw-retromon-177433

Document type:: Monograph

Author:: Vierkandt, Alfred http://d-nb.info/gnd/118804472

Title:: Gesellschaftslehre

Edition:: 2., völlig umgearb. Aufl

Place of publication:: Stuttgart

Publisher:: Enke

Year of publication:: 1928

Scope:: XI, 484 Seiten

Digitisation:: 2022

Collection:: Economics Books

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

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Document type:: Monograph

Structure type:: Chapter

Title:: 1. Kapitel. Die sozialen Anlagen des Menschen und das Wesen der Gesellschaft

Collection:: Economics Books

DOING MORE BUSINESS ON SMALLER STOCKS 111 5. Proportionately smaller interest and insurance charges. 6. Fewer employees to each dollar of sales. 7. Lower stock room expense in proportion to sales. 8. Proportionately less handling cost. As we have seen in the preceding chapters, the Model Stock Plan functions through permitting us to make larger total profits by lowering prices or otherwise increasing what the customer’s dollar buys. Turning stocks faster brings us a satisfactory total profit on the year’s business, not through a higher percentage of gross profit per item but through giving us a much larger number of smaller and safer profits. Even if an article does not deteriorate in value as a result of style changes or similar reasons, its value is nevertheless certain to become less to us the longer it stays on our shelves. For instance, it becomes soiled or shopworn or otherwise deteriorates. It costs us expense to give it room and pay interest on the money tied up in it. Furthermore, the great- est losses often come from the fact that slow-moving mer- chandise keeps us from buying the new, better selling articles. If we are to have fresher, more complete stocks before com- petition skims off the cream of the profit, we cannot have our store unduly burdened with slow-moving merchandise. In preparation for this book I made a study of many of the variables which, arousing uncertainty of mind, confuse many business men so much that they balk at accepting new prin- ciples. One of the most important of these variables in stores is style. This investigation showed that about 25 per cent of all new styles are inevitable as a result of social and economic changes. For instance, short skirts and short hair were the result of votes for women and their other greater freedoms. Another 25 per cent of all styles are legitimate changes that are needed as a means of general progress in dress and as a field for experimentation. The remaining so per cent are originated primarily as attempts to avoid competition. These superfluous styles are started both by distributors and producers; both sides

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