Titlebook: Corporate Geography; Business Location Pr Risto Laulajainen,Howard A. Stafford Book 1995 Springer Nature B.V. 1995 Industrial Organization.

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书目名称Corporate Geography影响因子(影响力)




书目名称Corporate Geography影响因子(影响力)学科排名




书目名称Corporate Geography网络公开度




书目名称Corporate Geography网络公开度学科排名




书目名称Corporate Geography被引频次




书目名称Corporate Geography被引频次学科排名




书目名称Corporate Geography年度引用




书目名称Corporate Geography年度引用学科排名




书目名称Corporate Geography读者反馈




书目名称Corporate Geography读者反馈学科排名

大门在汇总

Åse Johannessen,Christine Wamsler. If revenues do not vary by location, then the least cost location also will be the maximum profit location. Conversely, if costs do not vary over space, then the maximum revenue location is the maximum profit location. Of course, in reality both costs and revenues vary simultaneously and often irr

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Graham R. Marshall,Lisa A. Lobry de Bruyne location factors discussed previously. The problem might be conceived as simple -- choose the location which will produce the maximum profit. Inreality, the problem is extremely complex, and in an absolute sense unsolvable. There are several complications. The first is that profit is not the only

climax

Åse Johannessen,Christine Wamsler Chapter Two, and they may utilize some of the analytical techniques of Chapter Three. By the time firms attain large size, however, they have developed corporate cultures and styles and operating strategies and corporate geographies which strongly condition how and when and where the company respon

Innocence

杀虫剂

https://doi.org/10.1007/978-3-030-48110-0ctions in existing units, the divesting of facilities, and managing changes in the flows between units — are about restructuring. Corporations are dynamic organizations, and so are their geographies. Most change occurs incrementally, without explicit location decisions being made. These are implicit

杀虫剂

可卡

Graham R. Marshall,Lisa A. Lobry de Bruyn and there were few comments about its competitors. This has been to simplify things, to focus on other topics. But by suppressing competition the picture so created is unrealistic. Although it is possible to conceive of companies operating without competition, having a ., in practice such commercia

champaign

Graham R. Marshall,Lisa A. Lobry de Bruynegration. Both retailing and manufacturing companies are studied, thus better uniting the subdisciplines of manufacturing and retailing geography than previous works in the literature. Furthermore, the descriptions, classifications, and analyses are guided by concepts from both economic geography an

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