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

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Document type:: Monograph

Structure type:: Chapter

Title:: Chapter VII. Making mark-downs pay a profit

Collection:: Economics Books

108 THE MODEL STOCK PLAN : in making the department head take his mark-downs too late because he fears to exceed his percentage limit. And the unavoidable consequence is that his total of mark-down losses is increased. It always pays to say, just as soon as the fact is evident, “I have made a mistake.” This is what the buyer does when he takes a mark-down promptly. And the sooner he takes it the less his loss. It is far better business to take a mark-down than to resort to “smart” selling to get the cus- tomers to accept something that they do not really want. In fact, selling customers goods different from what they are trying to buy has, quite aside from its ill effect on goodwill, a direct tendency to increase mark-downs. For many cus- tomers will return their purchases, usually too late for the very best selling period and frequently damaged enough to necessitate mark-downs of considerable proportions. Mark-downs arise from a great many different causes, chiefly mistakes in buying. Some of the most important reasons for mark-downs are: 1. Buying more than can be sold, not because the amount itself is too large, but because there is no adequate coordina- tion with publicity and other selling forces that would sell it. 2. Buying to fit the buyer's taste rather than the customer’s. 3. Weaknesses in style, materials, workmanship, which should have been eliminated before the goods were put on sale in quantities. 4. Soiling, damage, and shopwear. 5. Attempts to get too high mark-ups. 6. Prices not in relation to customers’ purchasing power or desires. 7. Interference with timely sale caused by management orders not properly conceived or digested. 8. Competition. We must further recognize that mark-downs may be divided into two general classes: 1. Those which occur at regular intervals, primarily on seasonal goods.

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