CHAPTER XVI
THE MOST IMPORTANT JOB IN DISTRIBUTION
Model Stock Plan selling not high pressure, which reacts against the
seller. High-pressure selling of undesirable goods often leads to reorder-
ing these undesirable goods. “Parent service” in selling. The buyer
profits most by putting his attention on selling, delegating much of the
buying. When the buyer spends his time on the selling floor. Elimi-
nating friction in the department. A plan to sell more staples. Pre-
determining the time for marking down novelties. Specialization as a
means to greater sales volume. Making our business profitable to our
resources. How to get goods on sale promptly. Who can o. k. incoming
shipments? The first goal of the Model Stock Plan.
ONCE more we return to the fact that the primary function
of the retailer is buying for the customer not selling to the
customer. Probably goods well bought are more than half
sold. But however much we may believe in and practice
careful buying for our customers, we do not make our profit
until we complete the sale and take in the money.
Much of what we shall discuss in this chapter is admittedly
merely good merchandising practice that any experienced
retailer is already acquainted with. But if we are to make
the greatest total profits from the Model Stock Plan, it is
important that we do not overlook any of these familiar facts.
So they are treated here along with a number of ideas which
are not as yet widely in use,
Selling under the Model Stock Plan is distinctly not high-
pressure or smart salesmanship. Instead, it naturally follows
the lines of least resistance. If we have performed properly
the prescribed operations in building up a Model Stock,
our selling will be materially simplified.
If we induce the customer to buy something by the force
of our salesmanship and of our advertising rather than by the
article’s inherent fitness for the customer’s purpose, this
hurts the goodwill of our business just as soon as the customer
realizes it. For thé article will be in use, and every time
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