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 X. The more-profit time to buy - the buying calendar

Collection:: Economics Books

38 THE MODEL STOCK PLAN and sometimes it is light. Other things being equal, the manufacturer is most earnest in his endeavors to sell when buyers are pressing him least with their orders. If we are going to buy to the very best advantage, therefore, we must measure our stock requirements against the urgency of the manufacturer’s selling needs. The characteristics of the typical manufacturing season are tabulated in the buying calendar. On this calendar of the manufacturer's production and selling season, these are the important dates: 1. First showing of samples. 2. Showing of complete sample lines. 3. Busiest season begins. 4. Busiest season ends. 5. Between-season showing. 6. Job season begins. 7. Season ends. Let us consider the special significance, from a buying point of view, of each of these seven dates. Manufacturers—and in this use the term includes also wholesalers, importers, mill agents, and all other resources— usually show their first samples too early. They have the same temptation to do it as have retailers. They want to get the reputation of being first to show new things. The eager striving among competing manufacturers is, of course, of itself very valuable, because it helps us get the best that manufacturers can give. The manufacturers have more than a competitive reason for making early showings, however. Some buyers must have their goods earlier than others. What is an exception- ally early showing for the merchants of New England may be hardly early enough for Pacific Coast merchants, if the manufacturer serving merchants in both localities has his headquarters in, say, New York. Most manufacturers serve more than a restricted territory. Those retail merchants who are farthest from the market find it practically impossible to come and go from week to week. They must order in considerable quantities and place their 1 Chapter IX, p. 127.

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