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

Collection:: Economics Books

THE MORE-PROFIT TIME TO BUY 143 order in the exact sequence received. Customers knew they could not get deliveries at the time they wanted them unless they placed their orders before the output for that time was sold. When panic came, this company’s orders did not suffer badly from cancellations. Customers knew that other years were coming and had no inclination to offend so dependable a resource by canceling unfairly, thereby running the risk of being set down as undesirable customers and of having their orders refused in subsequent years when normal condi- tions returned. Thus the company’s steadfast adherence to a sound policy kept it supplied with orders to fill out part of the panic period but not enough to see it clear through. When, a little later, this corporation began to feel the pinch of insufficient demand, it met the situation by making up samples at prices so low that the orders obtained on this basis were filled at a real loss as long as the factories used raw materials they had in stock at the market prices prevail- ing before the panic. But soon the factories had orders for a great quantity of goods. They used up the raw materials on hand and needed fresh supplies. When this time came, the company benefited by the funda- mental rule already mentioned. I¢ bought when its com- petitors were not buying. This company was then practically the only customer in the market for raw materials.in considerable quantities. It supplied its needs at prices so low that the loss which had seemed inevitable was turned into a substantial total profit. In the ordinary course of business we cannot always adjust all of our buying exactly to the fundamental rule. It is more important to have the goods customers want than to have bought everything to the greatest possible advantage. We can, however, follow the rule to a very great extent if we keep it firmly and continuously fixed in mind. We must employ foresight. We must comprehend the factors that determine when the manufacturers are to be busiest. We

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