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The model stock plan

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Bibliographic data

Full text: The model stock plan

Monograph

Identifikator:
834011689
URN:
urn:nbn:de:zbw-retromon-85682
Document type:
Monograph
Author:
Jung, Karl Emil http://d-nb.info/gnd/117659711
Title:
Lexikon der Handelsgeographie
Place of publication:
Leipzig
Publisher:
Verl. des Bibliogr. Inst.
Year of publication:
1882
Scope:
1 Online-Ressource (IV, 563 S)
Collection:
Economics Books
Usage license:
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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

36 
THE MODEL STOCK PLAN 
of the basement store (with the exception of the first 12 
selling days) when some goods did not fall under the rule of 
automatic reduction. Clerks must every day go through 
every piece of merchandise that could possibly be affected. 
Needless service was eliminated. No elevator service is 
provided. Goods may be returned only within 48 hours; the 
limitation does not apply on defective merchandise. In 1911 
free delivery was done away with; customers pay a minimum 
charge of 10 cents to have merchandise delivered. Charge 
accounts are also eliminated; basement sales are for cash. 
With all these methods for saving on the cost of doing 
business, a customer in the basement discovers that she is 
pushed around in a crowd; to a considerable extent she has to 
wait on herself; there are no special comforts or services; 
and no favors of any kind. But she gets better merchandise 
cheaper as a result of these economies. She saves money. 
That is the reason people come. And they do come in great 
crowds. As many as 76,000 persons have entered the base- 
ment in one day. The basement has sold over g,000,000 
pieces of goods in a single year. 
By now it must have been made plain that the Filene base- 
ment store is not, like some bargain basements, merely a place 
for low-grade merchandise or old lots that cannot be disposed 
of anywhere else in the store. It is a store that sells allgrades 
of merchandise from the highest priced to the lowest priced. 
The sole requisite is that the goods be salable, reliable as 
to quality, and a bargain at the price. The basement has 
sold as many as zor women’s fur coats between $49 and 
$199 apiece in a single day. That is a good many for a 
basement store where the selling methods are not stylish, 
where the customers have to pay cash and something extra 
if they want delivery service. 
By the very nature of the business, it takes whatever lots 
it can get, provided they are of reliable quality, whether or 
not they are complete in sizes, colors, and styles. Often 
this in itself is a sufficient reason for low prices. One woman 
may be buying a cloth coat for more than $200 at one rack 
and another may be purchasing one for $5 at the very next
	        

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Bankpolitik. Verlag von J.C.B. Mohr (Paul Siebeck), 1915.
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