HOW TO PLAN AND CONTROL A MODEL STOCK 63 
We must know how estimated sales and stocks are checking 
against results. Each department head and division man- 
ager must receive the figures for his section so that he can 
base his day-to-day planning on these figures. These statis- 
tics serve as regular reminders of the original plan and, 
therefore, as guides to how well it is being lived up to both 
in respect to sales volume and stock totals; they also furnish 
from current experience a better, more precise basis for 
planning, 
As was pointed out at the beginning of this chapter, our 
success in retailing hinges upon one question more than any 
other: What constitutes the most profitable stock on hand, or 
Model Stock, at any given point in time? 
The answer to this question cannot be categorical for all 
businesses of like size and kind. It will, however, be deter- 
mined on actual facts where the Model Stock Plan is used. 
It must always consist, as has been mentioned, entirely of 
salable merchandise. We must take care that we do not allow 
one part of the stock to have a less than profitable rate of turnover 
just because another part has turned more rapidly than it 
theoretically required. Few conditions can so largely undo 
the results of an apparently successful month as to come out 
at the end of it with a good profit showing but with a stock 
poorly adapted to the next month’s requirements. It is, 
therefore, necessary to be sure at all times that every item 
in stock is moving with adequate rapidity. This information 
we get from stock records. 
We should maintain a stock record sheet for each model or 
number on hand. Each sheet shows the resource from which 
the goods were purchased, the date of purchase, the quantity, 
and the cost. It contains, further, a list of the pieces sold 
each day and the balance on hand. The retail price is also 
given, and, in the event of a mark-down, the new price and 
the quantity affected is shown. Reorders also are recorded. 
By going over these records frequently—at least, once a 
week—the buyer can readily see whether he has any slow- 
moving stock and, if so, can take adequate steps to deal 
with the situation. It may be that better display, improved