SELF-SERVIlSrG IN RETAILING FOOD PRODUCTS. 7 



definite proof can not be ol^tained as to tlie increased amount of busi- 

 ness which can be done with the same floor space, but all of the 

 studies made of properly managed stores tended to support the 

 statement as given above. 



Suppose a grocer doing a $500 business per day under the cash- 

 and-carry plan changed to the self-service plan and, because of the 

 trade-drawing power of his reduced prices, made possible from a 

 lower operating expense, was able to do a business of $1,000 per day. 

 Also suppose that under the first plan his prices were based on a 5 

 per cent margin of net profit, which he considered would bring him 

 a fair return on his capital invested and his business ability. Under 

 self-service under the conditions assumed he could base his prices on 

 a 3 per cent margin of net profit and still make more money than 

 before. In this way he would be increasing his own return while 

 giving the consumer an additional 2 per cent reduction in the cost of 

 the merchandise purchased. 



PARTIAL SOLUTION OF HELP PROBLEM. 



One of the most important and difficult problems with which the 

 average business man has to deal is that of help. This is especially 

 true of those who have to employ sales persons, since their personality 

 and appearance, as well as their technical ability, must be carefully 

 considered. The sales person is the direct representative of the busi- 

 ness, and a great deal depends on him. Next to the merchandise 

 carried and its selling price, the sales person is chiefly responsible 

 for the attitude of the customer toward the business. It is his atti- 

 tude toward the purchaser, to a large extent, that gains or loses the 

 customer trade. If one asks the average housewife why she does not 

 now trade with a certain store, she is as likely to say that she did not 

 like the clerk as she is to say that the prices or merchandise were not 

 right. 



To make sure that the sales people will properly represent the em- 

 ployer requires considerable time and expense in training and the 

 payment of high wages. Under the self-service plan this problem 

 is largely elimin.ated. It is still present to a certain extent, but it 

 is much less complicated, as the employees can be chosen mainly with 

 one requirement in mind — their mechanical ability, for the customer 

 does not come in contact with the employees, except at the cashier's 

 desk. 



CUSTOMERS' SATISFACTION. 



Possibly one of the most annoying conditions that has arisen in 

 connection with the development of cash-and-carry stores is the in- 

 ability to take care of the customers during the rush hours. The sys- 

 tem is rather inelastic in that respect. In order to handle the cus- 

 tomers properly during tl\e busiest hours, a larger number of clerks 



