Geschichte der volkswirtschaftlichen Lehrmeinungen

Bibliographic data

Monograph

Identifikator:: 1010911953

URN:: urn:nbn:de:zbw-retromon-20641

Document type:: Monograph

Author:: Gide, Charles http://d-nb.info/gnd/117543985; Rist, Charles http://d-nb.info/gnd/172332966

Title:: Geschichte der volkswirtschaftlichen Lehrmeinungen

Edition:: Nach der zweiten durchgesehenen und verbesserten Ausgabe, herausgegeben von Franz Oppenheimer

Place of publication:: Jena

Publisher:: Verlag von Gustav Fischer

Year of publication:: 1913

Scope:: 1 Online-Ressource (XXII, 828 Seiten)

Digitisation:: 2018

Collection:: Economics Books

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

Chapter

Document type:: Monograph

Structure type:: Chapter

Title:: Zweites Buch. Die Gegner

Collection:: Economics Books

232 THE MODEL STOCK PLAN tion, his customers are asking for and what, therefore, will yield the most sales, then the arrangement will be far more profitable than if the buyer absents himself from the store a large proportion of the time to place orders for what he thinks or is told his customers want. It is preposterous to suppose that the buyer's own status or income is going to be hurt by having his assistant actually place the orders. Placing orders is, of course, part of buying, but it is not the most important part in relation to making the greatest total profits and the least total mark-downs, The really important part of buying is buying for the customers, finding out what they want, and seeing that it is placed in stock more quickly than competitors get it. This shift in emphasis helps us to eliminate one of the great weaknesses of the currently accepted method. The department head who thinks his most profitable function is buying naturally believes that all of his buying is right, and that any difficulties in selling what he buys are due to other causes. Every retailer has seen instances where goods do not sell and the blame is laid on the salespeople or the advertising, when, actually, it is frequently the fault of the goods. When the department head begins to think of himself as a seller and delegates much of the actual buying, he gets the depart- ment as a whole into perspective. A major reason why the selling is frequently not so effective as it should be is that friction exists. Considering himself a seller, the department head will be most interested in any cause that interferes with getting to the customer the full value of his stock; he will be intent on finding the cause of any friction in the department and removing it, whether it is friction of personalities, environment, prices, styles, or whatever it may be. Asa buyer, he may and frequently does consider this the duty of someone else. If this same buyer hears a friction noise in his automobile, he stops the car instantly and hunts out the trouble. No friction in machinery is, however, so important as the friction of human beings in. his department. Just as there is an expert approach to’finding and correcting the friction in an

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