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The model stock plan

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fullscreen: The model stock plan

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:
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Chapter

Document type:
Monograph
Structure type:
Chapter
Title:
Chapter XIII. More profits for producers and distributors
Collection:
Economics Books

Contents

Table of contents

  • The model stock plan
  • Title page
  • Contents
  • Introduction
  • Chapter I. The way to greater total profits
  • Chapter II. Choosing price levels to increase sales
  • Chapter III. What is a Model Stock?
  • Chapter IV. How to plan and control a Model Stock
  • Chapter V. De luxe goods for de luxe customers
  • Chapter VI. Basement stores for thrifty customers
  • Chapter VII. Making mark-downs pay a profit
  • Chapter VIII. Doing more business on smaller stocks
  • Chapter IX. The more-profit time to sell - the selling calendar
  • Chapter X. The more-profit time to buy - the buying calendar
  • Chapter XI. An entire stock of bargains
  • Chapter XII. Publicity that meets and beats competition
  • Chapter XIII. More profits for producers and distributors
  • Chapter XIV. Helping producers eliminate waste
  • Chapter XV. The Model Stock plan makes greater total profits for every business
  • Chapter XVI. The most important job in distribution
  • Index

Full text

MORE PROFITS FOR PRODUCERS 189 
quote from Roy E. Tilles, vice president and general manager 
of the company, by this plan it manufactures “daily, not 
monthly, to meet the direct and immediate demand placed 
apon the merchant by his customers and so runs no risk of 
farge inventories and ultimate heavy losses.” This is, of 
course, equally profitable to the merchant, for it leads straight 
toward one of the major goals of the Model Stock Plan: 
to provide the right goods, in the right quantities, at the 
right time, at the right prices. 
Daily reports from 8o to roo kev stores on total sales and 
sales by color and style give the manufacturer a constantly 
corrected picture of retail sales in different parts of the coun- 
try. It can, therefore, pass on to all dealers constructive 
suggestions about their individual store sales if these in 
any harmful way vary from the experience of the many 
reporting key stores. This service from the manufacturer 
to the store acts as an inducement for the store to use the 
automatic reorder plan. 
Incidentally, of course, it is far more tactful to give the 
dealer this comparison with what other dealers are doing than 
it would be to base the criticism on the plan itself, for that 
would constitute asserting the manufacturer’s own authority. 
It is extremely important that when a manufacturer adopts 
a model stock, he present it with real diplomacy and sales- 
manship. Otherwise, he is in danger of telling his dealers 
how to run their own businesses—something that few retailers 
relish from a producer. 
Each item in the Gotham model stock is checked regularly 
just as soon as it gets low. Between the second and third 
pairs of the three pairs of stockings in a box is placed a 
gummed label which bears the style number, size, and color 
of the item in the box. When the saleswoman comes to this 
label, she fastens it on a stock sheet that goes to the factory 
as a reorder. Reorders are filled the same day if the sheet 
is received before 4 p.m. At the end of each month a sales 
analysis is made for the individual store; styles and colors 
that do not sell are withdrawn from the model stock and are 
replaced by fast-moving items. Retail rate of turnover has
	        

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