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8
C H A P T E R
Location Strategies
with easy access. Both will have concerns over attitudes and zoning. END-OF-CHAPTER PROBLEMS
Both will need access to similar labor forces; both will need similar
8.1 Where: 6 laborers each making $3 per day can produce 40 units.
measures of workforce education, etc. Many other comparisons can
10 laborers each making $2.00 per day can produce 45 units.
be drawn.
2 laborers each making $60 per day can make 100 units.
18. This is a service location problem, and should focus on reve-
nues, not costs. Customer traffic, customer income, customer 6 × $3
(a) Myanmar = = $0.45 unit
density, are obvious beginning points. Parking/access, security/ 40
lighting, appearance/image, rent, etc. (see Table 8.6) are other 10 × $2.00
(b) China = = $0.44 unit
important variables. 45
19. An aerotropolis is an airport region that integrates a cluster of 2 × $60
(c) Montana = = $1.20 unit
hotels, offices, distribution, and logistics facilities. 100
China is most economical, assuming that transportation costs
ETHICAL DILEMMA are not included.
Location is a major issue in the U.S. today. Almost every 8.2 Myanmar $0.45 + $1.50 = $1.95
community is seeking new jobs, especially from foreign firms like China $0.44 + $1.00 = $1.44
Mercedes. As Mercedes was definitely coming to the U.S. any- Montana $1.20 + $0.25 = $1.45
way, the bidding wars are nonproductive from a central economy China is most favorable, but Montana is almost tied.
perspective. There are many implications to the local citizenry, 8.3 Thailand: 2,000 baht/200 = 10 baht/unit,
especially because they pay the bills if the financial successes if $1 = 10 baht ⇒$1/unit
predicted are not accurate. Votes are usually not taken as these India: 2,000 rupees/200 = 10 rupees/unit,
decisions are made by the political leaders of the community. if $1 = 8 rupees ⇒ $1.25/unit
Objective economic analysis on the incentives versus benefits Sacramento (U.S.A.): $200/200 = $1/unit
might limit the giveaways. Select either Thai or U.S. company.
As the United Airlines discussion suggests, there are many
downsides to the spread of incentives being offered by almost 8.4 If India had a tariff of 30%, then making the items in India is
every city, state, and country. Orlando and Louisville are likely $0.05 less than importing them from anywhere.
counting their blessings that they lost the bidding war for the 8.5 (a) Baptist Church is best.
United repair base. For every happy ending (such as Vance, Site
Alabama, claims with its Mercedes plant), there is a story like the Maitland Baptist Church Northside Mall
one in this Ethical Dilemma. The Internet should yield a rich crop Factor (weight × score) (weight × score) (weight × score)
of similar situations. Space 18 21 24
Costs 10 20 7.5
ACTIVE MODEL EXERCISE Traffic density 10 16 12
Neighborhood
ACTIVE MODEL 8.1: Center of Gravity income 7.5 10.5 6
Zoning laws 8 2 9
1. What is the total weighted distance from the current old and Totals 53.5 69.5 58.5
inadequate warehouse in Pittsburgh?
318,692 (b) The totals are now Maitland, 52.5; Baptist Church, 70.5; and North-
side Mall, 56.5. Baptist Church’s location is even more preferred.
2. If they relocate their warehouse to the center of gravity, by
8.6 (a) Mobile = 0.4(80) + 0.3(20) + 0.2(40) + 0.1(70) = 53
how much will this reduce the total weighted shipping distance? Jackson = 0.4(60) + 0.3(50) + 0.2(90) + 0.1(30) = 60
By 18,663—from 318,692 to 300,029.
Jackson is better.
3. Observe the graph. If the number of shipments from New (b) A change to 75 (from 60) in Jackson’s incentive package
York doubles, how does this affect the center of gravity? does not change the answer to part (a) because Jackson was
The center of gravity moves north and east. already the better site. The new Jackson score is now 66
4. The center of gravity does not necessarily find the site with overall, while Mobile stays at 53.
the minimum total weighted distance. Use the scrollbars to move 8.7
the trial location and see if you can improve (lower) the distance. Philadelphia New York
64, 97, (with a total weighted distance of 299), 234 (using Factor (weight × score) (weight × score)
Solver). Customer
5. If you have Solver set up in Excel, from Excel’s main menu, convenience 17.5 20
Bank accessibility 8.0 18
use Tools, Solver, Solve in order to see the best answer to the
Computer support 17.0 15
previous question. Rental costs 13.5 8.25
64, 97, (with a total weighted distance of 299), 234. Labor costs 8.0 5.0
Taxes 9.0 5.0
Totals 73.0 71.25
8.8 (a)
Location
Present Location Newbury Hyde Park
Factor Wgt Wgt Wgt
1 40 0.30 12 60 0.30 18.00 50 0.30 15.0
2 20 0.15 3 20 0.15 3.00 80 0.15 12.0
3 30 0.20 6 60 0.20 12.00 50 0.20 10.0
4 80 0.35 28 50 0.35 17.50 50 0.35 17.5
Total Points 49 Total Points 50.50 Total Points 54.5
(c) In the second scenario, all four scores fall to smaller values, Carthage more than the others, but it is still
firmly in first place. All scores are smaller because all sites had operating cost scores better than labor cost
scores. When labor cost takes on the higher weight, the lower scores have more influence on the total.
The new scores are:
Akron 80.5
Biloxi 79.0
Carthage 85.5
Denver 74.0
Copyright ©2014 Pearson Education, Inc.
CHAPTER 8 LOCATION STRATEGIES 115
8.10 (a) 8.12 (a) Given the factors and weightings presented, the fol-
lowing table suggests that Great Britain be selected:
Location A
Factor Weight Rating Weighted Score Great
Factor Weight Holland Britain Italy Belgium Greece
1 5 100 500
2 3 80 240 1 Stability of 0.2 1.0 1.0 0.6 1.0 0.8
3 4 30 120 government
4 2 10 20 2 Degree to 0.2 0.8 1.0 0.6 0.8 0.6
5 2 90 180 which the
6 3 50 150 population can
converse in
Total weighted score: 1210
English
3 Stability of 0.1 0.5 0.4 0.3 0.4 0.3
Location B
the monetary
Factor Weight Rating Weighted Score system
1 5 80 400 4 Communications 0.1 0.4 0.5 0.3 0.4 0.3
2 3 70 210 infrastructure
3 4 60 240 5 Transportation 0.1 0.5 0.5 0.3 0.5 0.3
4 2 80 160 infrastructure
5 2 60 120 6 Availability of 0.1 0.3 0.4 0.5 0.3 0.5
6 3 60 180 historic/
cultural sites
Total weighted score: 1310
7 Import 0.1 0.4 0.4 0.3 0.4 0.4
restrictions
Location C
8 Availability of 0.1 0.4 0.4 0.3 0.4 0.3
Factor Weight Rating Weighted Score suitable
1 5 80 400 quarters
2 3 100 300 1.00 4.3 4.6 3.2 4.2 3.5
3 4 70 280 (b) If English is not an issue, as illustrated in the following
4 2 60 120 table, Great Britain, Holland, and Belgium should all
5 2 80 160 be considered further:
6 3 90 270
Total weighted score: 1530 Great
Factor Weight Holland Britain Italy Belgium Greece
Based on the total weighted scores, Location C should be recommended. 1 Stability of 0.2 1.0 1.0 0.6 1.0 0.8
Note that raw weights were used in computing these weighted government
scores (we just multiplied “weight” times “rating”). Relative weights 3 Stability of the 0.1 0.5 0.4 0.3 0.4 0.3
could have been used instead by taking each factor weight and dividing monetary
by the sum of the weights (i.e., 19). Then the weight for factor 1 would system
have been 5/19 = 0.26. Location C would still have been selected. 4 Communications 0.1 0.4 0.5 0.3 0.4 0.3
infrastructure
(b) Location B’s “Proximity to Port Facilities” score increases
5 Transportation 0.1 0.5 0.5 0.3 0.5 0.3
from 80 to 90: The total score increases by 10 × (5 weight) = infrastructure
50, to 1,360 points. 6 Availability of 0.1 0.3 0.4 0.5 0.3 0.5
(c) To change its rank to first place, Location B needs to increase to at historic/
least 1,530 points from 1,310. Even if the score is 100, the total only cultural sites
increases to 1,410, so B will stay as the second choice. To end up in 7 Import 0.1 0.4 0.4 0.3 0.4 0.4
third place, if the rating drops below 60, the total weighted score restrictions
drops below 1,210, which is Location A’s total score. 8 Availability of 0.1 0.4 0.4 0.3 0.4 0.3
suitable
8.11 (a) quarters
Factor Weight Taiwan Thailand Singapore 0.8 3.5 3.6 2.6 3.4 2.9
Technology 0.2 .8 1.0 .2 8.13 (a)
Level of education 0.1 .4 .1 .5 Site Total Weighted Score
Political/legal 0.4 .4 1.2 1.2
A 174
Social 0.1 .4 .2 .3
Economic 0.2 .6 .6 .4 B 185
Weighted average 2.6 3.1 2.6 C 187
D 165
Thailand rates highest (3.1).
Site C has the highest total weighted score so should be selected.
(b) Now Thailand’s overall score drops to 2.7, just ahead (but not
(As a practical matter, when scores are as close as those for Sites
by much) of Taiwan and Singapore.
B and C, further analysis is warranted.)
(c) Now Thailand’s score drops to 2.3, leaving the other two
(b) Site D’s total score is now raised from 165 to 175. Although
countries in a tie for first place.
D ranks slightly higher than A, the results do not change.
(c) Site A’s total score increases by 12 points, to 186. This is now close
Copyright ©2014 Pearson
to aEducation,
three-wayInc.
tie between sites A, B and C. Other factors need to
be introduced.
116 CHAPTER 8 LOCATION STRATEGIES
8.14 (a)
Germany: 0.05(5) + 0.05(4) + 0.2(5) + 0.2(5) + 0.2(1) + 0.1(4) + 0.1(1) + 0.1(2) = 3.35
Italy: 0.05(5) + 0.05(2) + 0.2(5) + 0.2(2) + 0.2(4) + 0.1(2) + 0.1(4) + 0.1(3) = 3.45
Spain: 0.05(5) + 0.05(1) + 0.2(5) + 0.2(3) + 0.2(1) + 0.1(1) + 0.1(4) + 0.1(1) = 2.7
Greece: 0.05(2) + 0.05(1) + 0.2(2) + 0.2(5) + 0.2(3) + 0.1(1) + 0.1(3) + 0.1(5) = 3.05
Cost(Dallas) = Cost(Detroit)
Italy is highest. FC (Dallas) + Q × VC (Dallas) = FC (Detroit) + Q × VC (Detroit)
(b) Spain’s cost would drop, but the result would not $600,000 + $28Q = $800,000 + $22Q
change with a 4, since Spain is already lowest. No score $6Q = $200,000
will change Spain’s last place. Q = $200,000 / $6
8.15 (a) Chicago = 16 + 6 + 7 + 4 = 33
Q = 33,333
Milwaukee = 10 + 13.5 + 6 + 3 = 32.5
Madison = 12 + 12 + 4 + 2.5 = 30.5 (b) Q drops to 23,333, from 33,333.
Detroit = 14 + 6 + 7 + 4.5 = 31.5 since $660,000 + 28Q = $800,000 + 22Q
All four are quite close, with Chicago and Milwaukee so, 6Q = 140,000
almost tied. Chicago has the largest rating, with a 33. or Q = 23,333
(b) With a cutoff of 5, Chicago is unacceptable because it scores 8.18 (a)
only 4 on the second factor. Only Milwaukee has scores of 5 180
or higher on all factors. Detroit and Madison are also elimi- 170
160 Site A
nated, as each has one rating of a 4.
150
8.16 (a) The following figure indicates the volume range for 140
which each site is optimal. 130 Site B
120
110
$ Cost
100
(millions)
90 Site C
80
70
60
50
40
30
20
10
0 V
0 10 20 30 40 50 60 70
1,000’s of Audis = V
British International Airways Site 3 has the highest rating factor, 86.56, and should be selected.
Munich Bonn Berlin
Weighted Score 3,320 3,810 3,840 8.29
Yes, increasing the financial incentive factors to 10 for the three (a)
German cities of Munich, Bonn, and Berlin changes the top three
cities to Berlin (3,840), Bonn (3,810), and Lyon (3,730).
Grade Rating
A 4
B 3
C 2
D 1 1,000,000 + 73X = 800,000 + 112X
200,000 = 39X, or X = 5,128
and to each “factor”:
(b) For 5,000 units, Perth is the better option.
Factor Rating
Rent 1.00
Walk-in 0.90
Distance 0.72
8.34 With weights given, the result became: VIDEO CASE STUDIES
Spain 2.55 LOCATING THE NEXT RED LOBSTER
1
England 3.55
Italy 3.30
RESTAURANT
Poland 2.80 1. MapInfo has 72 clusters that provide socioeconomic profiling.
England remains the top selection. These profiles (PSYTE) provide interesting reading and data for
class discussion. MapInfo would tell you that the applications
are virtually limitless. For instance, the BusinessMAP database
CASE STUDY includes the following datasets to aid financial institution location
SOUTHERN RECREATIONAL VEHICLE COMPANY decisions:
1. Evaluate the inducements offered Southern Vehicle Company
ESRI’s current-year and 5-year-out estimates for popu-
by community leaders in Ridgecrest, Mississippi.
lation, age, race, and income
The inducements offered Southern Recreational Vehicle Branch location, asset, and deposit information from
Company are not unusual. Such inducements are offered in RPM Consulting’s Branchinfo
anticipation of the benefits to be derived from the relocation MarketBank data, with information about deposit and
decision. Among the more common financial inducements is loan potential
an arrangement under which a community development firm National Credit Union Association data on member
will purchase a plant facility and lease it to a company on a assets, loans, etc.
long-term basis. Whenever financial inducements are extraor- Segmented lifestyle/life change information
dinary, management should realize that there must be D & B listings
something undesirable about locating in that community. Street level maps
2. What problems would a company experience in relocating its
executives from a heavily populated industrialized area to a Data such as the above helps the location decision by providing
small, rural town? current and potential deposit and loan information as well as
A major problem in relocation decisions is the reluctance of information about the competition.
executives to move from industrialized, heavily populated Sources: www.esri.com/bmapfinancial, www.esri.com/archnews,
areas to small, rural towns. Often, the educational, recrea- and www.esri.com/partners.
tional, and cultural opportunities are lacking. In addition, 2. Many differences can be identified in an assignment or class
residential housing, shopping facilities, medical facilities, discussion, but restaurants want disposable income, while retail—
and adequate police and fire protection play an important depending on the type of retail—wants high traffic, and manufac-
role in the decision of executives to relocate. turing wants a focus on costs, infrastructure, and low taxes.
3. Evaluate the reasons cited by Mr. O’Brian for relocation. 3. Darden has shied away from urban locations; high location
Are they justifiable? costs do not fit its current model, but Darden has found fertile
Matters of economics are certainly justifiable reasons to relo- ground in first- and second-tier suburban and exurban/small (over
cate. If a firm can generate more revenue, operate more effi- 90% of the Red Lobsters are in these three density classes). Inci-
ciently, and experience lower costs at another site, relocation dentally, in 2010, Darden announced it will begin to open facili-
should certainly be considered. However, the allegation that ties outside the U.S. and Canada.
the union forced unreasonable demands on the company
should be seriously questioned. Concessions and provisions 2 WHERE TO PLACE THE HARD ROCK CAFE
are bargained; they are not forced on either the company or
the union. 1. The attached report details the information that Munday col-
lects and analyzes about each site. As such, it provides the answer
4. What responsibilities does a firm have to its employees when to the first question.
a decision to cease operations is made? 2. The ratings of the four cities are
Whenever the management of a firm decides to cease opera- A = 80.5, B = 64.5, C = 71.5, and D = 79.5. So City A is a close
tions in a given location, it has the responsibility to aid its first choice over City D. In reality, they are so close that other
employees in finding suitable employment in that commu- considerations may be included, or sensitivity analysis on scores
nity. Such assistance can take various forms, including or weights performed.
personal contacts with other employers and personal recom-
3. Expansion is the lifeblood of any global organization. Good
mendations. In addition, the employer has a responsibility to
decisions mean a 10- to 20-year cash flow. Bad ones mean a
notify its employees of the decision as soon as it has been
10-plus year commitment to a money-losing location.
finalized in order to give each worker ample time to find
employment elsewhere. Finally, severance pay should be 4. Hard Rock considers political risk, crime, currency, and other
considered in an attempt to alleviate financial hardships on factors in location decisions abroad. In Russia and Colombia,
workers who have been unsuccessful in their attempts to find corruption is so endemic that having a local partner who can
employment elsewhere. If the company has more than 500 understand and handle these issues is a necessity.
employees, closing to avoid unionization is illegal.
*
This is the solution to the case that appears on our Web sites www.pearsonhighered.com/heizer and www.myomlab.com.
Copyright ©2014 Pearson Education, Inc.
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The Project Gutenberg eBook of The West Point
Rivals: or, Mark Mallory's Stratagem
This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
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eBook.
Language: English
A Cadet’s Honor
On Guard
BY
CHAPTER I.
ACCEPTING A CHALLENGE.
Drills were over for that day, and likewise dinner, and the corps
had been dismissed, excepting members who had extra tours of
guard duty to do by way of punishment. This included one of the
Seven, the unfortunate granger from Kansas, “Sleepy,” who had
forgotten to invert his washbowl at the “A. M. inspection.”
Poor Sleepy was obliged to shoulder his musket with what grace
he could and sadly watch his friends vanish in the woods.
The wicked drummer boy, who was getting rich nowadays by
furnishing contraband disguises for the yet more wicked Banded
Seven, had designated a place where he would hide the “duds,” and
for that place the six made with all possible speed. Some hour or so
later there were three curious-looking couples strolling down the
road to the Falls.
The drum orderly, with considerable appropriateness, had
furnished a full dress evening suit for Chauncey. It being afternoon,
Chauncey had indignantly refused to “dream” of wearing it, and so
the meek Indian had had his fat limbs crowded into the costume.
Texas had a flaming red sweater and huge farmer’s trousers with
one suspender. Mark had the tattered remains of a tennis blazer and
checkerboard “pants.” The Parson was muttering anathemas at the
facetious lad who had gotten, from somewhere, a clerical costume
with a rip up the back, and Dewey was handsome and resplendent in
one of the drum orderly’s own cast-off uniforms. Poor Chauncey
having refused the swallow-tails, was doomed to be commonplace in
a white flannel costume last worn by a coal heaver.
Do you wonder at the phrase “curious-looking couples” used
above?
It had been agreed that they would excite less suspicion two by
two. All in a crowd they might be mistaken for the rear guard of the
circus procession, which they could tell from the sound of the band
had proceeded them down the main street of Highland Falls. The six
set out swiftly in pursuit.
Texas was fairly boiling over with anxiety to catch a glimpse of
Smasher. Texas had done nothing but talk about Smasher since he
started.
If there had chanced to be any officers from the post down there
they would probably have recognized their cadets, in spite of false
mustaches and hair. For the plebes were so used to going behind a
band by this time that the tune―“The Girl I Left Behind Me”―set
them all to marching with West Point precision―“left, left! Eyes to
the front―heads up―chest out, little fingers on the seams of the
trousers―left, left!”
Fortunately, however, nobody noticed their rather unusual style,
and down at the far end of the long and narrow town they came upon
the circus grounds. No small boy enjoying his holiday from school
was gazing upon the scene with more interest than our plebes.
There were three big tents in a vacant lot. The band had gone
inside by that time, and a string of people were following, buying
their tickets of a black and long-haired “genuine Australian bushman”
who stood as a walking live hint to the wonders that were inside, and
incidentally made change wrong and talked in Irish brogue to an
invisible some one.
Also worthy of mention was “Tent No. 2.” We shall see a good
deal of the contents of Tent No. 2. Tent No. 2 was the dime museum
tent, and varied and startling were its decorations. A two-headed boy
grinned merrily at a painted hyena on one side. It was a laughing