Moreover, leaflet distribution companies are often only able to target fairly coarse units of geography (commonly postcode sectors). This means that what can be achieved is limited by the routing of the final delivery vehicle for the leaflet drop.
In fact, the same client, with Spa’s help, has undertaken some sophisticated analysis of the whole network of sites, using turnover prediction and spatial interaction principles. This work was regarded as much more strategic (unlike the Warwick example, which addressed only one local store opening) and therefore it was judged by the powers in charge as justifying far higher expenditure. This is often the kind of problem that we, as consultants, are faced with and what we recommend as worthwhile needs to be set in the context of tactical and strategic organizational objectives. This is not to say that we do not make clients aware of the drawbacks of the more simplistic approaches!’’
More generally, the geographic development of most retail and business organizations has taken place in a haphazard way. However, the competitive pressures of today’s markets require an understanding of branch location networks, as well as their abilities to compete with both conventional retailers and new entrants (e.g. e-tailers). Space is, without doubt, of ongoing and central importance in retailing, at a variety of scales. Within the automotive industry, for example, Birkin et al (1999) present compelling evidence of the relationship between spatial variation in market share and the pattern of dealerships at regional and local scales.
Thus the spatially aware professional is increasingly a mainstream manager alongside accountants, lawyers, and general business managers.
SAPs complement understanding of corporate performance in national and international markets with performance at the regional and local levels.
- Anonymous1 decade agoFavorite Answer
實際上， 相同的客戶，帶有Spa s幫助，已經承擔站點的整個網路的一些複雜的分析，使用營業額預言和空間相互作用原則。 這工作被認為是更加戰略性(與沃裡克例子，只向開的一家本地的商店講話不同)， 因此判斷在以前負責當時證明是正確的更遠支出。 這經常種問題那我們，作為顧問， 是面臨的和我們建議為被鑒于戰術上和戰略性機構化的目標確定的有價值的需要。 這是不說我們不使客戶了解更過分簡化的方法的不利﹗
更一般，大多數零售和企業組織的地理髮展已經隨心所欲地發生。 但是， today s 市場的具有競爭性的壓力需要理解分部位置網路， 以及同道統的零售商和新新到者(例如網上零售商)競爭的他們的能力。 空間，無疑，進行中和中心的重要性在零售方面的，在多種規模。 在汽車的工業內， 例如， 伯金et al(1999)提出在地區和本地規模強迫在在市場份額和商品特許經營處的模型方面的空間變化之間的關係的證據。