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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 XV. The Model Stock plan makes greater total profits for every business
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

212 THE MODEL STOCK PLAN 
they sometimes miss the point. But the application has now 
gone so far and is so successful that competition may be 
counted on to do the rest. 
At present this business is largely done during summer 
vacations. When eventually the hotel companies and steam- 
ship companies realize the possibilities that will come from 
a really complete application of the Model Stock Plan, they 
will not only make the summer months fully productive 
but will also make travel come in very large volume in other 
months. 
It nets down to a situation that can best be illustrated by 
supposing that a Ford or Chevrolet automobile could be 
produced in the factories for $200, but that the cost of dis- 
tributing it were another $800. Mass production of the 
present Ford or Chevrolet would be impossible at a retail 
price of $1,000, no matter how efficient the factories might be, 
The customer, of course, is not concerned with whether the 
cost is accumulated in the factory or in distribution. He 
rightly looks at what he has to pay. If he cannot or will 
not pay $1,000 for an automobile, the sale is lost. 
In selling European trips to the masses of American popula- 
tion, knowing the total price of the trip would help travelers to 
determine whether or not they can afford it. When the 
steamship lines recognize more definitely that people want 
to know how much money it will cost them not only for the 
voyage but also for all the expenses on land—hotels, rail- 
roads, and the rest—the companies will include every expense 
in personally conducted tours for a fixed, all-inclusive price. 
When people then realize that they can have a European 
trip about as cheap as one at home, travel will be tremen- 
dously stimulated at third-class and cabin-ship price levels, 
and the steamship lines’ profits will be increased to a still 
greater degree. 
A possible off-hand objection to encouraging European 
travel on a mass-production scale is that it might be better 
policy to induce our citizens to see America first. The 
answer is that people who have been to Europe will be better 
customers for travel in the United States, because they will
	        

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The Model Stock Plan. McGraw-Hill Book Company, 1930.
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