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.

Chapter

Document type:: Monograph

Structure type:: Chapter

Title:: Chapter XVI. The most important job in distribution

Collection:: Economics Books

230 THE MODEL STOCK PLAN that we can successfully and profitably carry a complete stock. The most important job in distribution—assuming that we have grasped and put to work the right principles of buying—is selling. This does not conflict with the previous statement that our primary function is buying for the cus- tomer. Buying for the customer is our primary function because it makes possible the right kind of mass selling. This has a direct bearing on the duties of the merchant and of the buyers to whom, in a large store, he delegates the actual merchandising work. It leads straight to a shift of emphasis. The department head—and the best department head is the buyer—can best afford to put his attention pri- marily on selling and to turn over to assistants much of the actual buying which, under traditional methods, he now considers the most important part of his job. Even though it is admittedly more arduous work to get out on the selling floor than to handle a buyer’s job in the traditional way, it is very much to the buyer's interest. It is bound to increase the total profits of his department, and, after all, the biggest salaries for buyers can only come permanently out of large total profits. ‘The bigger the total profits of his department the bigger the buyer’s income. The working arrangement, which will bring the largest salary to the buyer and the largest total profits to the store, is one under which the department head the greater part of the time—at an estimate, go per cent of the time—is himself on the selling floor with the purpose of discovering how cus- tomers may be best served. Here his duty is to see that every customer buys, to sell her what she came in for, to salvage from any lost sale the reason why she did not buy; in a word, to get at first hand the information that will enable him to buy and keep in stock all the items required to meet every reasonable demand of customers. He will find out in person where his stock is inadequate much more quickly and much more graphically than even a well-devised callsslip system can give him the same facts.

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