CONTENTS 
PREFACE. . . 
INTRODUCTION. . . . . 
Pace 
Vv 
rill 
CHAPTER I 
Tae Way To GREATER Totar ProFrzs. . . . . . . . . 
Five advantages of operating any business on Woolworth, Ford, 
and General Motors principles—Changing competition demands 
better distribution—Lower prices, greater total profits—A whole 
stock of bargains, a Model Stock—Goodwill, the greatest business 
asset, dependent on complete stocks of wanted goods atlow prices— 
The Model Stock Plan essentially a process of planning and control 
throughout the business—How manufacturers and retailers can 
work together to their mutual profit—A way to meet chain-store 
competition—Distribution costs excessive; we can reduce them by 
reducing wastes—Increasing customers’ buying power through 
mars production and mass distribution—The way to greater total 
profits. 
CHOOSING PRICE LEVELS TO INCREASE SALES . . . . . . 
The price levels that serve customers best—Simplification and 
standardization of retail prices—How customers set our prices— 
The three full lines and full-line prices. Standardized prices give 
the store Woolworth’s buying advantages, increased because at 
higher price levels—The Model Stock Plan helps the buyer get far 
better values where mass demand centers—No in-between prices 
—Standardized prices help in group buying—Better assortments, 
better values, greater sales—A complete stock not necessarily 
large—Theoretically complete or commercially complete?—Losing 
customers by short stocks—Fewer prices, easier selling—Why not 
four full lines?P—How different stores’ trade overlaps—Records and 
experience in setting prices—Common sense in prices—How often 
shall full-line prices change?—Consistency in price appeal—The 
Maia Stock Plan for the store as a whole—Price, quality, and 
style. 
lA 
CEBAPTER III 
Waar Is A MopEL STOCK? . . . . . . . . . . . . .. 36 
Six steps to a Model Stock—A full line; “a given class of goods’!— 
Six classifications that make up a full line—The Best Buy, BB, 
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