ii 
CONTENTS 
and the More-Profit Item, MP—How they differ and how they 
supplement each other—Ideas vs. intrinsic worth~—Mass-selling 
z0ods cannot be ugly—When the MP sells poorly—Must a BB sell 
at a low margine—Four BB principles—How to build 2 BB— 
When is a BB beaten? —The BB as a measure of competition— 
Laying out BB’s for comparison—How many BB's are 
needed >—Substituting BB’s for “bargains”; not a leader or 
bait—How BB’s increase total profits—“ Every day is bargain day 
all through our store. 
PAGE 
CHAPTER IV 
How To Pran AND ConTrOL A MODEL STOCK. . . . . . 
Modifying stocks constantly to meet customers’ demands—Plan- 
ning ahead to avoid overstocks—Nine aids to good buying—Mass 
buying brings mass selling—The three parts of planning—Nine 
forecast figures—Building the stock to Model Stock require- 
ments—The Model Stock Plan forces mass distribution—Making 
accurate written plans—No ready-made forms—The most profit- 
able stock on hand at any time—A record of profits from each 
producer—The open-to-buy analysis—Call slips—Buying for the 
public—Competitive troubles threaten the business where knowl- 
zdge of distribution is not growing. 
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4 
CHAPTER V 
De 
Luxe Goops ror De Luxe CUSTOMERS. . . . . 
The profit in being recognized as style headquarters for the com- 
munity—The Model Stock Plan’s provision for attaining this 
recognition by profitable de luxe departments—Combining the 
advantages of a small de luxe specialty shop and a large store. 
Full-line buyers cannot afford the time for single-piece buying— 
The ensemble efiect—How de luxe customers help guide full-line 
buying —Can de luxe goods be sold in large organizations? 
Exemption from store rules and full-line rules—Separate de luxe 
buyers, free from supervision by full-line executives—When full 
lines and de luxe lines clash—How to get a specialty shop owner 
to head our de luxe department—The double-name label—De 
luxe floors—Advertising de luxe departments—The Model Stock 
Plan gives us store unity. 
58 
CHAPTER VI 
BASEMENT STORES POR THRIFTY CUSTOMERS. . . . . . 
A basement store will really pay only if its business is large enough 
to warrant separate buyers—Should do its trade in addition to 
upstairs volume and at different price levels—Less elaborate serv- 
ice permits lower expense—Cheap prices and good quality by 
sacrificing completeness of lines in basement store—Distress buys 
belong in basement, not in full lines—Basement staff free from 
supervision by upstairs executives—Scientific planning means 
basement store success; how the Filene basement doubled its men’s 
clothing volume—Advertising, “walk through the basement 
Rn