The Wish English

A young boy, full of imagination and new exciting adventures, is the protagonist of the story â€Å"The Wish. † This story was written by the author Roald Dahl, a well-known author that has also written the stories, â€Å"The BFG†, â€Å"Matilda† and, â€Å"James and the Giant Peach,† Children have minds packed with creativity, everything is an adventure. For this young boy, he becomes wildly engulfed in his imagination each day. Some characteristics of the boy include that he is incredibly imaginative, and he has a lot of ambition. What else can be said to be a characteristic of the boy is that can seem to be foolish, and he also is very lonely.On this particular day of adventures, the boy becomes quite lost in his creativity. The result of this is that his new quest turns into a dire situation of getting a puppy, or falling into the depths of the red, black, and yellow carpet. The imagination of the boy is one of his key characteristics. He even makes pi cking a scab into a special exciting challenge. â€Å"A scab was always a fascinating thing; it presented a special challenge he was never able to resist. † After picking the scab he continues with another adventure that includes the colorful carpet.I believe that imagination is a great thing to have in life, but to much can have many consequences. Something continuously expressed by the boy are the lines, â€Å"I must† and, â€Å"I will. † This shows that he is extremely ambitious and motivated. An example of this would be, â€Å"What I must do is this: I must walk all the way along it to the front door without touching them. † Of course, with such an imaginative mind, this boy seems slightly foolish. As he talks to the carpet and holds his breath with each step, the usual person would probably think that this child is making a fool of himself.He yelled at the carpet with enthusiasm, â€Å"I’m not touching you! You mustn’t bite me! You kno w, I’m not touching you! Another characterization of the boy would be that he seems lonely. The boy thought, â€Å"For someone who had only yesterday triumphantly traveled the whole length of the brick path from the stables to the summerhouse without touching the cracks, this carpet thing should not be too difficult. † This thought shows that the boy is having adventures like this everyday; he doesn’t have another child or sibling to play with. The boy is also wishing that he would be given a puppy for his birthday, maybe this is because of his loneliness.He just wishes for some company. With such characteristics in a young boy, he seems like quite the interesting kid. He is described greatly between the lines of the short story. The boy doesn’t change throughout the adventure, he is mostly unaffected by the events. Although I am not sure about what had happened to this young boy and the carpet, I am wishing the story had presented more towards the conclu sion. Not only am I wanting more and constantly wondering what actually happened to the boy, but also I’m glad the story had ended the way it did.

USPS †Postal Control Systems

USPS – Postal Control Systems Free Online Research Papers Postal Control Systems As A mail processing clerk for the U.S Postal Service, my success is measured by two indicators, the amount of mail volume left on hand at the end of each day and the number of dispatches that leave the building on time. If the dispatches to the stations leave on time and I have a limited amount of mail volume left on hand my day has been a success. Through this paper I will discuss the control systems used to ensure that success. At the end of the day there is only one indicator that determines organizational success or failure, a happy and satisfied customer. As stated in the text, organizational control is defined as the process used to monitor and regulate how efficiently and effectively an organization and its members are performing the activities necessary to achieve organizational goals (Jones-George:Essentials of Contemporary Management.pg.285). My plant is different from your typical organization in that my customers are actually the post office that you may use to mail letters. The mail is gathered from postal stations all over the city and filtered through my plant. We call this mail originating because it was originated locally. We also process mail that comes from all over the world. No matter where it comes from, the way it is processed is all the same. In the plant Feed forward Control is used more as an internal tool. For example, the clerk is given a target for expected output per hour for his machine. This allows the clerk to be responsible for his own time management. Managers, however, are able to monitor the pro ductivity of each machine in real time, giving them the ability to ensure the machines are operating at a pace that will allow them to reach their target. This is a part of Concurrent Control. If the machines are running to slow, maintenance may be called in to examine the machine to determine if there is a problem. This is the good thing about establishing target goals and evaluating performance in real time. Problems can be addressed immediately. There are times when A letter may become jammed in the machine or a belt may come off causing the machine to shut down. When this happens a red light will come on anywhere on the machine that has A problem. This allows you to immediately fix the problem. Not all control systems in my plant function the way they should. Organizational control as it pertains to motivating and rewarding employees to promote better job performance and boost morale is seldom practiced in my plant. There is no formal method of training. Any training provided for a new employee is pretty much done by the person they are assigned to work with. That only helps if that person is willing to train. To succeed in this plant you have to be pretty much self motivated. Our employers are of the opinion that your pay should be motivation enough. Unfortunately, rewards for high performance or outworking your job description are not given. On the contrary, a lot of employees are harassed, badgered, and even sometimes threatened by managers to get productivity out of them. To evaluate postal control systems, we use several technological criteria. One system is called DPS (Delivery Point Sequence). Each letter is fed through A Bar Code Sorting Machine that sprays a bar code on the front of the letter and an identification tag on the back. The letter is then sorted into the route that the carrier takes while making his deliveries. The mail is then recollected in order and fed through the machine a second time and sorted in order by each address the carrier will make a delivery to along his route. So when the carrier receives his mail at the station is already separated in order by address for every stop along his route. Another system used closely monitors the DPS process in the plant. It tracks the throughput per hour for each machine. Since everything in the plant centers around the time that mail is to be dispatched to each city, this allows managers and employees to ensure that dispatch times will be met. A maintenance team is readily available for each shift to address anything from letter jams in the machines to machine breakdowns. Another system that is used is called the Low Cost Tray Sorter (LCTS). This system is used to separate mail as it comes from the trucks into the cities and states they will be sent to after they are processed. For example, I currently process mail for Greenville, Texas. The LCTS separates all the mail that is to be processed for Greenville and placed in a container for me to pick up. After I have picked up all the mail for Greenville I will then run it through the barcode sorter so that it will be arranged in delivery sequence order. Finally, there is the dispatching process. Each city has a time that mail is to be dispatched to the dock, loaded on trucks, and taken to its final destination. Creativity is a very iatrical part of my job. Managers seldom listen to employees. Most of the processes we have in place are ineffective. Creativity is not openly promoted but it is vitally necessary. If you operate totally within your job description you will fail most of the time. Many of us have to skip lunch or breaks to make dispatch times. This could be due to machine problems, inexperienced workers, short staffing, or even too much mail volume for the day. One example of the creative approach taken when there is too much mail volume and not enough time to process it in order to make a deadline would be what we call splitting. A machine processes 30,000 letters per hour. You have a dispatch time of 6 a.m. You have 70,000 pieces of mail in your machine and its 4:15 a.m. By taking half the mail to another machine, or splitting it, you are able to finish both halves in time to make the dispatch. Once the mail reaches the station it can be put back together and then del ivered. One problem with splitting is that some stations are understaffed and the carriers may be late beginning their routes if they have to spend too much time putting the mail back together. The Postal Service was very creative in using benchmarking as a management technique. When the explosion of texting, e-mailing, and on-line bill pay came about the Postal Service was devastated. Not only because of these new ways of communicating but also because at the same time the government made us responsible for our own debt. This along with souring fuel prices hit us pretty hard. So because of new technology impeding the low of first class mail we decided to focus on parcels. By monitoring companies like Fed-Ex and UPS we were able to come up with a cheaper flat-rate method of delivering parcels and made ourselves a formidable competitor in this arena. Another way benchmarking was applied was through organizational restructuring done like companies such as IBM had done. Since lay-offs was not an option, postal facilities were clo0sed all over the country and their operations were moved to major plants like the one I work in. This move created revenue because it negated the operating costs of all of those facilities. The employees were given the opportunity to retire early or moved to a facility where they could be better utilized. Unfortunately relocation was a part of this process and everyone was not able to do it. The final part of the process was to eliminate unnecessary overtime. This was huge because most employees had been doubling their salary in overtime for years. In essence, this was like taking a 50% pay cut. It was good for the company, but a lot of people lost their homes and jobs. There has been a major impact on my life because of the organizational control systems within my plant. Most of it has been physical. The floor in the plant is an extremely hard surface. A lot of the people who work there have pain in their legs, ankles, feet, and backs. I have flat feet and recently I was told by my physician that the joints in my ankles are starting to deteriorate. Because of the constant bending and lifting I am always sore. Starting an exercise routine outside of work and losing a little weight has helped some. The dust created from the mail going through the machines is also an issue. Some clerks combat this issue by wearing masks. Each machine takes 2 people to operate. Because we are understaffed, we sometimes have to work alone. This creates an instance of one person doing the work of two. After about an hour you begin to feel the physical effects. Cramping, dehydration, and stiffness are the things we combat the most. The professional impact has been far greater than the physical in my case. After spending two years in management I began to see the postal service from many different angles. From the management side I have a better understanding of postal operations and mail flow. I have a deeper respect for my co workers. This has given me managerial experience and also helped me to develop as far as human relations are concerned. As a supervisor I made it a point to listen to my employees and to move expediently to solve their problems. What I discovered was that most of the time they just needed someone to listen, Not only to their complaints but also to their ideas. As a supervisor my first duty would be to make sure that I was adequately staffed. This was hardly ever the case. So I would roll up my sleeves and work side by side with those people that didn’t have a partner. This eventually gave us a mutual respect for each other. As I stated before, my plant does not give incentives for job performance or positive feedback, so, I was asked by a fellow class mate how I am able to work for a company like that. My answer was simple. Pride of ownership and an understanding that I do not work for my managers. Instead I work for the citizens, the customers in the cities that I process mail for, at the end of the day there is only one way to determine organizational success or failure. a happy and a satisfied customer. Research Papers on USPS - Postal Control SystemsBionic Assembly System: A New Concept of SelfThe Project Managment Office SystemIncorporating Risk and Uncertainty Factor in CapitalOpen Architechture a white paperDefinition of Export QuotasResearch Process Part OneThe Hockey GameTwilight of the UAWThe Effects of Illegal ImmigrationAnalysis of Ebay Expanding into Asia

Arthur Harris - World War II Arthur Bomber Harris Biography

Arthur Harris - World War II Arthur Bomber Harris Biography Early Life: The son a British Indian Service administrator, Arthur Travers Harris was born at Cheltenham, England on April 13, 1892. Educated at Allhallows School in Dorset, he was not a stellar student and was encouraged by his parents to seek his fortune in the military or colonies. Electing for the latter, he traveled to Rhodesia in 1908, and became a successful farmer and gold miner. With the outbreak of World War I, he enlisted as a bugler in the 1st Rhodesian Regiment. Briefly seeing service in South Africa and German South-West Africa, Harris departed for England in 1915, and joined the Royal Flying Corps. Flying with the Royal Flying Corps: After completing training, he served on the home front before being transferred to France in 1917. A skilled pilot, Harris quickly became a flight commander and later commander of No. 45 and No. 44 Squadrons. Flying Sopwith 1 1/2 Strutters, and later Sopwith Camels, Harris downed five German aircraft before the end of the war making him an ace. For his accomplishments during the war, he earned the Air Force Cross. At wars end, Harris elected to remain in the newly formed Royal Air Force. Sent abroad, he was posted to various colonial garrisons in India, Mesopotamia, and Persia. Interwar Years: Intrigued by aerial bombing, which he saw as a better alternative to the slaughter of trench warfare, Harris began adapting aircraft and developing tactics while serving abroad. Returning to England in 1924, he was given command of the RAFs first dedicated, postwar, heavy bomber squadron. Working with Sir John Salmond, Harris began training his squadron in night flying and bombing. In 1927, Harris was sent to the Army Staff College. While there he developed a dislike for the Army, though he did become friends with future Field Marshal Bernard Montgomery. After graduating in 1929, Harris returned the Middle East as Senior Air Officer in the Middle East Command. Based in Egypt, he further refined his bombing tactics and became increasingly convinced in aerial bombardments ability to win wars. Promoted to Air Commodore in 1937, he was given command of No. 4 (Bomber) Group the following year. Recognized as a gifted officer, Harris was promoted again to Air Vice Marshal and sent to Palestine and Trans-Jordan to command RAF units in the region. With World War II beginning, Harris was brought home to command No. 5 Group in September 1939. World War II: In February 1942, Harris, now an Air Marshal, was placed in command of the RAFs Bomber Command. During the first two years of the war, the RAFs bombers had suffered heavy casualties while being forced to abandon daylight bombing due to German resistance. Flying at night, the effectiveness of their raids was minimal as targets proved difficult, if not impossible, to find. As a result, studies showed that less than one bomb in ten fell within five miles of its intended target. To combat this, Professor Frederick Lindemann, a confidant of Prime Minister Winston Churchill, began advocating area bombing. Approved by Churchill in 1942, the doctrine of area bombing called for raids against urban areas with the goal of destroying housing and displacing German industrial workers. Though controversial, it was approved by the Cabinet as it provided a way to directly attack Germany. The task of implementing of this policy was given to Harris and Bomber Command. Moving forward, Harris was initially hampered by a lack of aircraft and electronic navigation equipment. As a result, early area raids often were inaccurate and ineffective. On May 30/31, Harris launched Operation Millennium against the city of Cologne. To mount this 1,000-bomber raid, Harris was forced scavenge aircraft and crews from training units. Utilizing a new tactic known as the bomber stream, Bomber Command was able to overwhelm the German night air defense system known as the Kammhuber Line. The attack was also facilitated by the use of a new radio navigation system known as GEE. Striking Cologne, the raid started 2,500 fires in the city and established area bombing as a viable concept. A huge propaganda success, it would be some time until Harris was able to mount another 1,000-bomber raid. As Bomber Commands strength grew and new aircraft, such as the Avro Lancaster and the Handley Page Halifax, appeared in large numbers, Harris raids became larger and larger. In July 1943, Bomber Command, working in conjunction with the US Army Air Force, commenced Operation Gomorrah against Hamburg. Bombing around the clock, the Allies leveled over ten square miles of the city. Heartened by the success of his crews, Harris planned a massive assault on Berlin for that fall. Believing that the reduction of Berlin would end the war, Harris opened the Battle of Berlin on the night of November 18, 1943. Over the next four months, Harris launched sixteen mass raids on the German capital. Though large areas of the city were destroyed, Bomber Command lost 1,047 aircraft during the battle and it was generally viewed as a British defeat. With the impending Allied invasion of Normandy, Harris was ordered to switch away from area raids on German cities to more precision strikes on the French railroad network. Angered by what he perceived as a waste of effort, Harris complied though he openly stated that Bomber Command was not designed or equipped for these types of strikes. His complaints proved moot as Bomber Commands raids proved highly effective. With the Allied success in France, Harris was permitted to return to area bombing. Reaching peak efficiency in the winter/spring of 1945, Bomber Command pounded German cities on a routine basis. The most controversial of these raids occurred early in the campaign when aircraft struck Dresden on February 13/14, igniting a firestorm that killed tens of thousands of civilians. With the war winding down, the final Bomber Command raid came on April 25/26, when aircraft destroyed an oil refinery in southern Norway. Postwar In the months after the war, there was some concern in the British government about the amount of destruction and civilian casualties caused by Bomber Command in the conflicts last stages. Despite this, Harris was promoted to Marshal of the Royal Air Force before he retired on September 15, 1945. In the years after the war, Harris stalwartly defended Bomber Commands actions stating that their operations conformed to the rules of the total war started by Germany. The following year, Harris became the first British commander-in-chief to not be made a peer after he refused the honor due to the governments refusal to create a separate campaign medal for his air crews. Always popular with his men, Harris act further cemented the bond. Angered by criticism of Bomber Commands wartime actions, Harris moved to South Africa in 1948, and served as a manager for the South African Marine Corporation until 1953. Returning home, he was forced to accept a baronetcy by Churchill and became the 1st Baronet of Chipping Wycombe. Harris lived in retirement until his death on April 5, 1984. Selected Sources BBC: Sir Arthur Bomber HarrisRAF: Arthur Bomber Harris

Was MacBeth responsible for his act of violence or was he made to do Essay

Was MacBeth responsible for his act of violence or was he made to do it - Essay Example This being the case, the play should be viewed as attempting to teach a moral as opposed to the futility of individual choice because of fate. In the third scene of the first act, the witches appear to Macbeth and Banquo. They say to him â€Å"All hail Macbeth, hail to thee, Thane of Glamis!/ All Hail Macbeth, hail to thee, Thane of Cawdor!/All Hail Macbeth; that shalt be king hereafter!† (48-50). They also inform Banquo that he will not be king, but his sons will be kings. This is the event that the other events surrounding the play are a result of. Macbeth is in fact the Thane of Cawdor at the time, but he does not heard about Glamis until the end of the scene. Since this prediction comes true, he assumes that the prediction about his becoming king will also come true. The first thing to consider is that they did not tell him that he had to murder Duncan in order to become king. Their prediction turned out to be true, and Macbeth did not personally have to take any action in order for it to do so. Therefore, there is nowhere inherent in the information that he receives that tells him that he has to murder the king ; he might have become king with no foul play involved. Also, we should consider that Banquo was told that his sons would become kings, and yet he did not take any action to make this happen. The weird sisters merely gave him Macbeth information; they did not tell him what to do or force him into doing anything. In their descriptions of what they were doing before the scene started, they give accounts that imply that they had the sort of power that would be capable of placing spell on Macbeth that would force him to do what they wanted. However, as we see no scenes in which that takes place, we must assume that Macbeth acts upon his own free will. Upon hearing the news about the prediction of the weird sisters and the fact

Marketing Management. Basic principles Essay Example | Topics and Well Written Essays - 2000 words

Marketing Management. Basic principles - Essay Example Marketing management is the main management process focusing on satisfying customer requirements by identifying needs and wants and developing products and services to meet them. Marketing managers are responsible for defining, writing and producing promotional materials to support the exchanges. Marketing managers also works with the accounting department to analyze the profits generated to the firm from various product lines and customer accounts. Marketing management and communication in open system involves the planning, execution and controlling of marketing of the products internationally with value to the customers with no restrictions imposed on the import and export of the products and services within the countries. Open system in marketing management helps to analyze the needs and wants of the customers considering the whole population and because of which it does not requires any external maintenance. Its maintenance goes by itself with throughput of resources from the environment. From the above reasons, it is evident that marketing management is necessary for an organization to successfully reach the customers with their high value products and services. ... The marketing management is necessary for a company for the following reasons. It results in systematic futuristic thinking by the management since it focuses mainly on customer wants and needs It finds the way to have better coordination of company efforts It develops better performance standards for control It helps in sharpening the objectives and the policies of the company It strengthens the company for being prepared better for the sudden new developments It involves managers who have a vivid sense of participation From the above reasons, it is evident that marketing management is necessary for an organization to successfully reach the customers with their high value products and services. When the customer's perception of value varies from year to year or time to time, it requires managing the marketing process of an organization with the changing perception of value of the customers. In general, the marketing environment foresees several threats and forces outside marketing that affects the organization's ability drastically in developing and maintaining long term relationships with its targeted customers. Marketing management helps to develop an overall strategy for long run survival in the market and growth. This study of marketing management is much essential for any organization before it establishes the marketing management in order to have long run survival in the market with the customers. 3. Limitation of the study: Marketing management for a company is an on-going process for a company since it focuses mainly on customer wants and needs which will never be stable. This study on marketing management is limited to few areas. The scope of the study is listed below. The study is based on the marketing management and communication in open

Explication Essay - comparing two poems of similar theme

Explication - comparing two poems of similar theme - Essay Example While this seems as a leveling of love with the other material needs of life, what Millay seeks to do is to place love at a higher level than these needs, without denigrating the importance of these basic needs of human beings who are unable to resist â€Å"wants past resolution’s power† (Millay, 730). In the sestet, she makes this clear by stating the indispensable nature of love by stating the fact that unlike other needs of human beings, love is still not a commodity that the narrator of the poem can trade in the marketplace. The narrator ends the poem by stating that she may do so, but would rather not, thereby placing the tension between the two sparring needs of human beings. made in the name of love. In the first seven couplets of the poem, the poet, in images that are overtly sexual, describes the narrator’s love for a woman that is absent in the poem, but can be called a silent presence. Throughout these verses, the poet’s ideas about love are disturbing, since many of them include the incarceration of the lover. The urge to lock the lover in a â€Å"cell under lock and key† in particular, reveals the intentions of an obsessive lover (Brodsky, 734). Brodsky also reveals the intense sexual energy that the narrator of the poem has, pent up in himself, when he talks of the â€Å"lava relentlessly erupting† from his â€Å"hidden source† (ibid). The last lines of the poem, however, reveal the real intent of the poet in writing this poem. It talks of the narrator’s compulsion to accept the position that he does, in the life of his lover, so as to circumvent the restrictions that the society imposes on love and its m anifestations. The primeval nature of love and the sexual urges that are associated with non-platonic love are what the poet seeks to showcase through this poem. The restrictions that the church and institutions of marriage impose

Principles in Locating Manufacturing Sites

Principles in Locating Manufacturing Sites Wong Wing Man The general principle in locating manufacturing sites is cost minimization. For locating retail services, what is/are the major principle(s) and theories? Particularly, you need to explain the perplexing phenomenon that stores providing similar services (selling similar products) are located very close to each other (even adjacent), forming spatial clusters (e.g., jewelry stores, hotels). What are the spatial-temporal dynamics involved in producing such patterns? Introduction Locating retail services is different from locating manufacturing sites because retailers mainly serve local residents but rarely engage in export trades. Instead of choosing sites with low transport cost, retailers consider distance as a determinant for proximity to market, which represents incentive for consumers to visit. Locational strategies for retail stores are primarily based on profit maximization through increasing market share and business volume. This essay researches three major theories for locating retail services, and investigates the rationale behind spatial clustering of retail stores. Major principles and theories for locating retail services Central place theory describes functional hierarchy of centres based on order of services retailers offer. Considering the distance consumers are willing to travel and basic demand to sustain businesses, Christaller (as cited in Bell et al., 1974) categorized high-order services which have large ‘range’ and high ‘threshold’, in opposition to low-order services. In a regional scale, retail centres with low-order stores such as fast food shops and convenience stores are located closer to each other because consumers of these services have low incentive to travel a long distance. While high-order centres are far apart to secure a larger market for their high ‘threshold’. Within each centre, bid rent theory describes spatial pattern of retail services using the rule of land occupation by the highest bidder. Keen competition for central locations implies occupation by retailers who could afford high land rent, whilst housing and industries are located at outer zones. Low-order retailers occupy central sites inside neighbourhood retail centres, but are pushed towards the periphery in regional centres when higher-order retailers outbid them (Brown, 1992). Co-location of high-order stores such as department stores, women’s apparel and jewelers in core areas gives rise to retail clustering. Spatial clusters of retail stores selling similar services in a micro scale From microeconomic perspective, Hotelling’s (1929) principle of minimum differentiation argues that two homogeneous retailers initially located at opposite ends of market would leapfrog each other to capture the bulk market, which eventually leads to locations adjacent to each other in market centre at equilibrium. Despite support from empirical research, Hotelling’s position is being criticized for incompatibility with the notion that retail stores should be spatially dispersed to maximize market share, and failure to justify spatial clustering for high-order services (Brown, 1992). Addressing risk reducing behaviour of consumers, Wolinsky (1983) modified the principle by explaining the need for consumers to search the market as a result of imperfect market information. Retail clusters are more attractive to consumers than isolated store because asymmetric information on quality and availability of goods encourages comparison shopping. Retailers offering similar servic es locate in close proximity to benefit from agglomeration economies, which creates additional demand and reduces operating cost to outweigh potential loss from more intense competition. Relaxing assumptions in classical models to allow multi-purpose shopping behaviour, Ãâ€"ner Larsson (2014) also explains the clustering of stores selling complementary services. Spatial-temporal dynamics involved in spatial clusters As economy grows and city expands over time, spatial pattern of retail services change. The classical retail succession model which divides city areas into central, middle and outer zones predicts that retail cluster at central zone would gradually transform from low to high order retail stores under development pressure and rising land rent (Brown, 1992). At the newly expanded suburb, residential patterns changes as household size declines, bringing more low-order services and convenience stores cluster to satisfy single families’ needs (Jones Simmons, 1990). Although classical models explain well for small retailers in post-war period, rapid growth of large retailers creates new dynamics in retail locations. Central and neighbourhood business districts with no pre-set format are gradually transformed into planned shopping centres which entail higher rent (Burnaz Topà §u, 2006). The clustering pattern is no longer explained solely by agglomeration economies but also centra l management of store location in malls, and domination of large chained-brands which could afford skyrocketing commercial rent (Lovreta et al., 2013). Conclusion Retail locations in a macro level are primarily determined by central place theory and bid rent theory. The former describes spatial dispersion of retail service centres, while the latter portrays intra-urban spatial pattern for various retail types. In micro level, the principle of minimum differentiation incorporating consumers’ risk reducing behaviour is essential in explaining agglomeration economies as a motivation for spatial clusters of retailers selling similar or complementary services. Although classical approach is still supported by empirical research, it is indispensable to address spatial-temporal dynamics since retail structure evolves tremendously during economic and demographic transitions. Retail clustering becomes a composite effect of agglomeration economies alongside mall’s management decisions and large retailers’ domination. References:   (APA 6th Style Referencing) Bell, T.L., Lieber, S.R., Rushton, G. (1974). Clustering of Services in Central Places. Annals of the Association of American Geographers. Vol.64, No.2. Brown, S. (1992). Retail Location: A Micro-Scale Perspective. England: Avebury, Ashgate Publishing Limited. Burnaz, S. Topà §u, Y. Ä °. (2006). A Multiple-Criteria Decision-making Approach for the Evaluation of Retail Location. Journal of Multi-Criteria Decision Analysis. 14: 67–76. DOI: 10.1002/mcda.401 Hotelling, H. (1929). Stability in Competition. The Economic Journal. Vol. 39, No. 153, 41-57. Retrieved from http://www.jstor.org/stable/2224214 Jones, K. Simmons, J. (1990). Location, Location, Location – Analyzing the Retail Environment. Ontario, Canada: Nelson Canada. Lovreta, S., MiloÃ… ¡eviĆ¡, S. StankoviĆ¡, L. (2013). Competition Policy and Optimal Retail Network Development in Transitional Economies. Economic Annals. Volume LVIII, No. 199. DOI: 10.2298/EKA1399057L Ãâ€"ner, Ãâ€". Larsson, J. P. (2014). Location and co-location in retail: a probabilistic approach using geo-coded data for metropolitan retail markets. The Annals of Regional Science. Vol.52(2), 385-408. DOI: 10.1007/s00168-014-0591-7 Ãâ€"ner, Ãâ€". Larsson, J. P. (2014). Which retail services are co-located?. International Journal of Retail Distribution Management. Vol. 42, Iss 4, 281-297. DOI: 10.1108/IJRDM-11-2012-0105 Wolinsky, A. (1983). Retail Trade Concentration due to Consumers’ Imperfect Information. The Bell Journal of Economics. Vol. 14, No. 1, 275-282. Retrieved from http://www.jstor.org/stable/3003554