The model stock plan

Bibliographic data

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.

Chapter

Document type:: Monograph

Structure type:: Chapter

Title:: Chapter IX. The more-profit time to sell - the selling calendar

Collection:: Economics Books

THE MORE-PROFIT TIME TO SELL 131 store a good many customers who otherwise would buy of bur competitors. The cheapest full line ought not to be overemphasized at this stage. It ought to grow out of our experience with the best-selling full line, and the best-selling full line, in turn, ought to grow out of our experience with the highest-priced full line. This is the way demand travels: first, something very exclusive is put out by a high-priced store; presently, a popular-priced store gets out something like it; and, finally, a cheap store finishes it. It may seem that all we have been saying here does not apply to staple goods. This is true to a degree. But we should bear in mind that the whole tendency of production is to put as much style and as much variation as possible into staples, so that a style element enters importantly into most of the merchandise which most stores handle today. Manufacturers in general understand and try to apply the principle of the even load better than retailers do. They know that it tends to lessen the percentage of overhead expense; and yet the principle can be applied just as profit- ably in the store as in the factory. There are some factors that one cannot wholly control, such as the annual rush at the Christmas season; but one should determinedly do as much as possible to distribute the business more evenly. It is better to build up a business of $10,000,000 by doing $200,000 a week than by selling $300,000 in some weeks and only $100,000 in other weeks. We must have a larger force in order to take care of the rush business of the $300,000 weeks. Unless we are willing to have the uneven distribu- tion of business cause us in the $300,000 weeks to augment our force with temporary salespeople, we have only one possible course. If we value a well-trained selling force we shall support it in comparative idleness through the $100,000 weeks. The dissatisfaction among employees from the strain of heavy weeks and the idleness of light weeks is about as harmful as the expense. We all know, therefore, that much is to be gained from strong publicity to stimulate buying before the real peak of

Access restriction

Copyright

fullscreen: The model stock plan

Monograph

Chapter

Table of contents

Download

Monograph

Chapter

This page

Image fragment

Citation links

Citation recommendation