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 135 more nearly than ever before, we shall find opportunities to improve our service to customers. For instance, an increase in the completeness of our stock of sizes' not only gains a direct additional volume of sales but also brings still more volume from the purchases made by these special-size customers in all the other departments. Thus it is that a more than ordinarily complete stock becomes a drawing card. And there are other major advantages, such as the savings in alteration expense, where we have in stock the sizes needed and do not have to try to supply the right size by altering a wrong size, as is so often the case. The more closely we approach having a Model Stock the more advantages we shall find, Under the Model Stock Plan we get great economic forces working for our store’s success. The various elements that go to make up a stock—style, color, material, price, size—have differing effects on the customer. A customer is obviously interested in only one size. When we present a broad selection of styles, colors, and materials to seléct from, we make a favorable impression and permit the customer to eliminate quickly those which are least interesting. But if we have many prices from which to choose, we complicate the customer’s task of deciding. With only slight differences in prices, we put a woman shopper face to face with making up her mind whether the blue dress at $27.50, which she likes, is worth to ber in style and quality the difference in price over the brown dress at $25, which does not strike her fancy quite so completely. A frequent result of such uncertainty—as any experienced salesperson can tell us—is that she takes neither, but decides to look elsewhere before making up her mind. If we have three prices, for example, $13, $25, and $35, she confines her attention to the $25 dresses, assuming that this is her price level. And when it comes to choosing between two $25 dresses, one blue and the other brown, she quickly makes 1 The opportunities for specialization in outsizes and other classes of goods are treated in detail in Chap. XVI, p. 235.

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