CONTENTS 
AN 
—Busiest season means competition by buyers; buy when the 
fewest other people want what we want—The best styles come at 
between-season showing; the consequent importance of being 
then open to buy-—The job season provides bargain lots; dull- 
season orders as rewards for prompt deliveries earlier—End of 
producer’s season an opportunity for exceptional values. 
CHAPTER XI 
PAGE 
ENTIRE STOCK OF BARGAINS . . . . . .. . .. .. 
Building goodwill by extraordinary values—The Model Stock 
Plan a scientific method of obtaining good values at prices cus- 
tomers most willingly pay—No competitor, operating on opinion, 
can meet these values—If we do not adopt the Model Stock Plan, 
competitors will eventually force us out of business—The value of 
training in fixed-price buying—Right deliveries as important as 
price—Looking at goods vs. looking at records—* Sighting shots” 
in buying—Plan the buying in the store—Humility and net 
profits—Dangers of large stocks too early—How to plan ahead 
for buying—Helping producers make money—Study resources 
constantly—Competition increases our profits by drawing trade 
—Internal store competition should be encouraged—The chain 
within a chain—If department stores had adopted the Model 
Stock Plan 10 years ago—A look ahead. 
14% 
CHAPTER XII 
PusLicrTY THAT MEETS AND BEATS COMPETITION . . . . 164 
Substituting facts for opinions in publicity~—Rules for success in 
advertising—What we have to advertise—The functions of news- 
paper advertising, windows, interior display—Publicity to make 
complete stocks profitable—The best-paying “copy appeal ’— 
Advertising to beat the chains—How this brings in new customers 
—Improving the windows—Interior displays that ring the cash 
register—Drawing customers to other departments and other 
Joors—Publicity that fits the selling calendar—The serious, costly 
lefects in current practices of retail advertising—*“Bargain” and 
“sale’t advertising that drives trade to competitors and helps 
chain competition—Where Woolworth’s erred—Teaching cus- 
tomers that all our goods are bargains all the time. 
CHAPTER XIII 
MORE PROFITS FOR PRODUCERS AND DISTRIBUTORS. . . . 
How producers are employing model stock plans of their own to 
increase their own and their customers’ total profits—(1) Brown 
Durrell Company—(2) Gotham Silk Hosiery Company—(3) Six 
other silk hosiery manufacturers—(4) Cannon Manufacturing 
Company—(s5) Royal Worcester Corset Company—(6) The 
Esmond Mills—(7) W. S. Libbey Company—(8) Wilson Brothers 
—(9) Coopers, Inc~—(10) Eaton, Crane and Pike Company—(11) 
Maid-Rite Corporation—All of these plans are helpful but would 
183