DE LUXE GOODS FOR DE LUXE CUSTOMERS 47 
such an instance, the highest-priced full-line buyer is to 
have the right of way, because when he is able to get these 
goods it is clear that the time has arrived when they have 
become too popular—and too popular-priced—to remain the 
most desirable type of merchandise for the de luxe 
department. 
The highest-priced full-line buyer can buy anything he 
can get to sell at his price. The only way the de luxe buyer 
can protect himself is by getting such exclusive goods that 
even if the highest-priced full-line buyer buys extremely 
well, he cannot afford to get these goods into his full line. 
This rule will be as useful to the de luxe department head 
as it is to the highest-priced full-line buyer. If it is properly 
worked out and held to, it will keep the de luxe buyer 
specializing constantly and more intensively on the goods 
that are not yet popular and that, therefore, are additionally 
attractive to the de luxe department’s special class of 
Customers. 
Actually, the de luxe buyer will not be hampered because 
we permit and encourage the buyers for the three full lines 
to look over the de luxe goods for the purpose of seeing how 
they can get their styles—and even the identical items—into 
their full lines. This is part of the most profitable function- 
ing of the Model Stock Plan both for the full lines and for 
the de luxe lines. The highest-priced full-line buyer is 
not to be stopped by any claim of so-called “justice” to the 
de luxe buyer. This is all, of course, in accordance with the 
principle that competition inside the business is the most 
profitable form that competition can take! and that de luxe 
departments need different goods. 
Because of these facts, it follows that the buyer of the 
highest-priced full line must not have any part in operating 
the de luxe lines. If he is allowed to do this, we take away 
from him most of his incentive for working to get as many as 
possible of the de luxe articles down into his range of per- 
re TR — my 
1 For a detailed explanation of the advantages of internal competition see 
Chap. XI, p. 161.