The model stock plan

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Monograph

Identifikator:: 1820833348

URN:: urn:nbn:de:zbw-retromon-210730

Document type:: Monograph

Author:: Filene, Edward A. http://d-nb.info/gnd/123562244

Title:: The model stock plan

Place of publication:: New York

Publisher:: McGraw-Hill Book Company

Year of publication:: 1930

Scope:: xiv, 253 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:: Chapter VI. Basement stores for thrifty customers

Collection:: Economics Books

38 THE MODEL STOCK PLAN basement store. The Filene Automatic Bargain Basement has profitably sold even such high-priced merchandise as fur coats at $1,000 and cloth coats at $273. We have seen on the first page of this chapter that, like the de luxe departments, the basement store must be staffed and organized altogether separately from the full-line executives and buyers. This should be carried out to such a degree that the basement store manager is not responsible to executives especially interested in upstairs departments. These statements are not opinions. They are, as we shall presently see, indisputable facts. The basement store must have separate buyers, separate merchandise men, separate service organizations, and, if possible, separate advertising men also, if it is to yield the greatest total profits. The base- ment advertising should be related to the main store advertis- ing only in so far as is advisable to assure that it conforms to the general advertising policies which are necessary for the continuing goodwill of the whole business. Obviously, there must be no attempt to limit the amount that any of the full lines may sell. Similarly, there must be no curb on the de luxe or basement departments. All of them may, and must, do their utmost for increasing their sales volumes and their total profits. For instance, suppose that the basement store sells more in a given class of goods than the upstairs department. This does not mean that any one should in any way limit the selling power of the basement store by imposing upstairs expenses on it or in any other way. On the contrary, it should be encouraged and helped to sell more if possible. What such a condition probably means is that something is decidedly wrong in the planning and handling of the upstairs department. When the source of this weakness upstairs is searched out and corrected, the sales volume of the upstairs department—and its total profits showing— should improve. The example of the basement store’s large sales volume can be used to stimulate the upstairs department to correct its stock and its selling to bring the necessary improvement.

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