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 XIII. More profits for producers and distributors

Collection:: Economics Books

MORE PROFITS FOR PRODUCERS 191 it is more profitable for manufacturers to produce goods at standardized prices, just as it is more profitable for retailers to offer them to their customers. The mill has made up standard assortments for stores of different sizes. For the medium-sized department store doing a sales volume of $20,000 to $30,000 a year in these products, the standard assortment with a total investment value of $3,500 is divided: $2,500 for towels; $750 for bath mats; and $250 for wash cloths. For smaller stores a stand- ard assortment valued at $1,800 is divided as follows: $1,250 for towels; $350 for bath mats; and $200 for wash cloths. Actual stocks carried by each store are suited to its individual needs. Stores carrying a standard assortment may reorder in the exact quantity of each style and color sold and not in case lots of zo or 100 dozen as has been necessary in the past. Case 5. RovAL WORCESTER CORSET COMPANY In 1929 the Royal Worcester Corset Company adopted a model stock plan which, like that of Brown Durrell Company for Gordon Hosiery, is based on a statistical study of the market—in both instances, feminine proportions—whereas most model stock plans advanced by manufacturers are based only on an analysis of sales. The company’s figure type chart gives a scientific basis for the model stock. The retailer sends in monthly a detailed inventory of the garments on hand as a check on his daily or weekly reorders. The manufacturer analyzes each inventory and determines the significant facts. Within a week the monthly analysis goes back to the dealer, with merchandising suggestions for special sales effort on slow-moving styles, types, or sizes; recommendations for increasing or decreasing the unit of stock per style or size; and authorization to return certain styles or sizes that are seriously affecting turnover for exchange for more salable styles or sizes, or for newly released merchandise.! 1ltis interesting for any retailer who examines these plans to notice in how many instances the manufacturer has, of his own volition, gone further in concessions to the stores than any storekeeper would have dared ask. For example, the replacement of slow-selling goods with new, wanted goods. The

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