Acknowledgement

I would like to thank Allah for bestowing divine blessings on us do this roject. Also I would
like to take this opportunity to express our profound gratitude and deep regards to my
supervisor Mr. Mohammed Saleem, for this exemplary guidance, monitoring and constant
encouragement throughout the course of this project .

Also, thanks for the continuous support and kind communication which had a great effect
regarding to feel interesting about what I was working on. However, it would not have been
possible without the kind support and help of all. I would like to extend my sincere thanks
to all. Finally, I express my sincere thanks and deep sense of gratitude to my family and
friends for giving timely advice in all the ways and in all aspects and doing this project.

1
Table of contents

Chapter1: introduction
Abstract……………………………………………………. 1
Introduction………………………………………………1-3
Definition…………………………………………………2
Objective of the study………………………………….3
Need and important of the study……………………………3
Scope of the study…………………………………….3
Limitations of the study……………………………….3

Chapter2: review of literature

Review of literature…………..4-5

Chapter 3: Theoretical aspects on relation between location and retailing

Theory of relation between location and retailing …………………………6-17

Chapter 4: Data analysis and interpretation

Research methodology…………………….18
Data analysis and interpretations……………………19-33
Chapter5: conclusion and Recommendation
Conclusions…………………………………………34
Suggestions…………………………………………..35
Bibliography………………………………………36

2
 Chapter 1

Introduction

3
Abstract:

When you work on a particular project you must take into account the geographical
location and the implementation of the project and the work's prior studies to learn how to
choose the location and also the factors that attract people to the site because when you
start any business.

The views of customers because they are a source of profit for the project, it is through
these are the study recognize the impact of location on the procurement process.

Introduction:

What is the impact of location on entrepreneurship these days? Someone may think that it
is not very important, but that's not quite true when it comes to certain types of projects,
such as opening a cafe or restaurant, because it is obvious to think first of course your
geographic location and the type of business.

But nevertheless, the spread of the Internet everywhere, canceled all geographical
boundaries, making location less important factor for the success of the projects than in the
past.

The most important should be available on-site features, to be responsive to the special
needs and specific, and be allocated a certain segment of the population. And compared to
the large population, relatively few people will notice interface of your business premises,
and a small group will also be within the target market of the project.

It is very clear that the facades of glittering shops of strategic sites have become less
important, compared to medium-sized companies that are running their business and
commercial activities over the Internet. The true now is that both the powerful websites
and broad campaigns across social network or blog published cleverly, have the ability to
attract the largest number of interested parties, rather than relying on shop windows or at
office locations.

4
One of the reasons that make you continue interest in the location of your business, is how
to acquire competencies and talents. Until the company owning some kind of prestige that
would push the job seeker to move from any corner of the country to join your team, then
you rely on local talent available. This means that establish your business in a favorable
geographic location, and The directly related to the sector they belong to the type of class
can attract people who want to deal with them.

Of course, a company located in a rural village is not known, it is possible to be neglected

in favor of another company located in an urban area is thriving. Note that there are
exceptions to this rule.

Choosing the right location for a small project must be balanced. Ideally, the site should
be convenient for employees, customers, suppliers, factors such as competition and costs,
and other factors - into account and without being too costly. property issues is sometimes
important to you.

The geographical location of economic – one of the most important concepts in geography
Economic, and it means this site spatial relationship between a particular region and
between the elements Economic and human value outside this region in the near or distant
surroundings. These elements are in place for the site to the transport and communications
lines And various of their contract, as well as its position in relation to the whereabouts of
natural resources Economic, and places focus of industrial installations and areas of
agricultural production and markets Discharge of goods and services, areas of high
population densities, and also the site for To the border and the hotbeds of tension and
global centers of gravity of civilization.

Influential factors:

Cost: The project owner may go to where they can rent a place or where they can work
more efficiently.

Security: the quality of the neighborhood greatly affect the decision where to put your
business.

5
Quantum of places available: choose the place is determined by what is available from
the premises of the project at a time when they were planning for the project began.

Infrastructure: Sometimes decisions are based on the site to choose the area where many
professionals and business people there to support the project. Personal considerations
may: Site selection will depend on the extent to which the bear to move from home to work
dayThe success failure of individual project, a good selection of the employer and his
wisdom in choosing the appropriate location stops .
The first step to start your own out is to decide where to live and where your business will
be located.
You may have the opportunity to change the enjoy the area to live and work out more.
This essay will discuss the relation between the competitiveness of a location and the
availability of resources. Reference to the Factor Proportion Theory, Product Life Cycle
Theory and Intra-industry Trade in three steps and use several examples to support these
theory.
In the first step, elaborated perspectives that the direct cause of international trade is
regional trade or international trade price difference and the absolute difference between
the cost of international. Resources of each country are not the same and rational use of
resources will be able to bring a competitive advantage in the market. In the second step,
this essay pointed out that technology becomes a very important resource. Technology can
bring considerable gains and enhance competitiveness in a region. And elaborated
perspectives that demand factors and supply factors equally are important factors of
restricting international trade and take timely measures to balance supply and demand in
the market is crucial in the third step.

Objectives of the study :

1 - Appreciates the success and effectiveness of the project.

2 - Showing expectations that may occur for the project.

3 - Explains how to manage time and project activities.

6
4 - Analyzes the time, cost and specifications.

5 -Evaluate the contract and its impact on the project and its specifications.

Need and importance of study:

I think it's necessary to choose a suitable location for the project to ensure the success of
the project and the ability to attract more customers to shop and satisfy their needs because
the customer has a big role in the success of any project, because they profit from supersize

Scope of the study:

When taking all precautions to start choosing strategic location will facilitate you a lot of
things in the future without any mistakes to open a suitable place and the satisfaction of
those around you without any criticism, because just a simple mistake may destroy all of
its structure at the beginning.

Limitations of study:

The sample size is only 30

The period of study is limited to a month under the study only literate people included.

7
 Chapter 2

Review of literature

8
 1- (1988) – fatma jabber

The best place is the one who is easy to go. It is a place where it find a good parking,
transport links and facilities or distances make it easier for employees who do not live
within walking distance of easily accessible. The staff also tends to prefer in a place
characterized by the presence of good local amenities which makes it a suitable place for
the existence of your project.
2- (1999) Kathleen
Knowledge of customers is a key factor in choosing the appropriate location. If; the project
depends only on customers from the immediate area, and supplied sales market services
high-end restaurants, it is no longer necessary to have the project site in a neighborhood
inhabited by middle- or low.

3- (2000) Mohammed Yousf

Maybe you want to be close to suppliers for fast and flexible service. The presence of
nearby supplier provides to workers in the field of retail store large quantities of goods
costs. It also makes it easy to take delivery of the supplier if there are good ways and means
of transport cafe. Sayings competitors: You may not want to be near your competitors,
despite the fact that the presence of groups of similar installations for the type of trades in
Sometimes a reason to attract more customers. If your neighbors and your impact on the
image of the facility

4- (2007) Maher

You may not want to be near your competitors, despite the fact that the presence of groups
of similar installations for the type of trade in Sometimes a reason to attract more
customers. If your neighbors and your impact on the image of the facility.

9
5- (1995) Bratty

The site has a significant impact on costs. Perhaps if you need a place for a project in a
prominent location and sophisticated, can justify what you pay the extra costs of
entrepreneurs you may be forced to pay them.

6- A decision on store locations is one of the most important strategic decisions the retailer
has to maintain for its long term success (i.e profitability ,Cottrell 1973,ingene &lusch
1980; kuo et al.2002).

7- Estimation of the market area in which the store is located is a crucial strategic tool in
order to enable retailars to attract customers attention and them to the store (Cheng et
al.2007; Grewal et al. 2009)

8- Convenience stores have the most direct contact with customer (Kuo et al.2002).

9- Good location all ready access, attract large numbers of customer and increase the potential
sales of retail outlets . in an extremely competitive retail environment even slight
differences in location can have a signification impact on the market share and
profitability.;(Gosh 1982; Craig et al.1984).As different

10
 Chapter 3
Theoretical aspects on relation between location and
retailing

11
1- Factor Proportion Theory

In reality, the competitiveness of a location in business have inextricably linked with the
availability of resources. The “Factor Proportion Theory” and it also known as “Factor
Endowment Theory”, referred to as “H-O Theory”. According to “Factor Proportion
Theory”: Each region or country with a relative abundance of factors of production (land,
labor and capital) engaged in commodity production is in a relatively favorable position;
In opposite, relatively scarce factors of production engaged in commodity production is in
a relatively unfavorable position. So, each country should produce and output wealth of
commodities and input scarce commodities in the system of the international division of
labor and the international trading. (Jeffrey, 1989)The direct cause of international trade is
regional trade or international trade price difference and the absolute difference between
the cost of international. Compare the cost difference is the important condition for
international trade, the proportion of the cost of goods is different in the two countries;
Different countries have different cost ratio because of the different price ratio from each
country's domestic production factors, and different prices of the factors of production is
determined by the relation between supply and demand. The price of factors of production
is different because of the relation between supply and demand of factors of production are
different from different countries. The quantity, type and quality of the various factors are
different from each countries resulting in the supply of factors of production are different
from each countries. And international trade is built on the basis of the variety of different
factors of production and the different price. Even if the supply of the factors of production
have the same proportion will also appear different proportion of the price of production
factors because of the demand from different countries is different for factors of
production, thus to provide the conditions for international trade. (Tanigaki, 2007)
Merchandise trade usually tend to eliminate international differences in factors of
production income of wages, ground rents and profit. The international division of labor
and the interests of the international trade so that each country can make more efficient use
of the various factors of production. Under the conditions of the international division of
labor, the most effective use of the various factors of production will get more products of
society. The result of production is not satisfactory if the factors of production of
international can not be full circulation, but the flow of products can compensate for the

12
factors of production in the international that were lack of fluidity insufficient. Some of
defects of uneven distribution of the factors of production in the international can be solved
by international trade. Each countries combine The fact that British food retailing is
characterized by such extreme levels of capital Concentration, with 30%-40% of the market
now in the hands of the 'Big Three' Multiples (J Sainsbury pic, Tesco pic, and Argyll

Group pic, the last operating as Safeway Stores pic), has seemingly led to a widespread
acceptance of the notion that Sooner, rather than later, the entire domestic market will
attain a state of absolute saturation. The intuitive link between capital concentration and
retail saturation relates, Perhaps above all else, to the dramatic store-expansion policies
pursued by the large, Corporate multiple retailers throughout much of the 1980s. But
despite a considerable Deceleration of the expansion programs of these retailers in the
1990s (Wrigley, 1994), the specter of retail saturation continues to haunt the British grocery
retail trade. Drummond (1994, page 19) has recently suggested that the major British
retailers "are counting the days until the turn of the century, which is widely regarded as
the Point when saturation will really take hold". This exaggerated end-of-the- century
attitude is, however, symptomatic of the status afforded to retail saturation over the years.
The conceptualization of retail saturation has always remained significantly
underdeveloped, with the term—referred to by Wrigley (1991, pages 1542-1543) as "that
hoary chestnut of British retail analysis"—often being invoked in, to say the least, rather
dubious ways. For example, the internationalization of British retailing is sometimes
simplistically presented as providing a self-evident indication of saturation in the home
market. The movement overseas by major British multiples cannot, however, be taken as
a simple consequence of saturation, given the counterevidence of a simultaneous influx
into Britain of continental European limited-assortment discount chains, such as Alde and
Net to Food stores Ltd (Wrigley, 1993). The well-known historical prevalence of
comparatively high retail profit margins in British grocery retailing largely explains this
influx of overseas retailers. Contrary to the scare stories of a number of retail
commentators, therefore, a variety of company statements imply significant potential for
further expansion in many areas of the country. For example: Sainsbury have suggested
that a target figure of over 150 new Sainsbury's stores across the country is realistic ; Tesco
have a further 200 stores planned (IGD, 1993, page 75); Safeway have suggested some 300

13
potential new store locations; William Morrison pic plan 180 new stores, expanding from
their West and South Yorkshire heartland into Greater Manchester and Lincolnshire;^ and
Ads Group pic, following their well-publicized financial difficulties, opened their first new
stores for two years in 1993.(2) Of course, such statements must be interpreted with
considerable caution, given both changes in government planning guidelines (Department
of the Environment, 1993) and in particular the crises that have served almost to reverse
the superstore expansion programs of the largest players (Wrigley, 1994). The move to
smaller store sizes by these players, and the expansion programs of those operators
favoring medium to small-sized stores do imply, however, that there remains considerable
potential for retail growth. For example, in terms of store numbers, the greatest expansion
plans are taking place outside the superstore sector. Iceland Frozen Foods pic estimated in
1992 that their store portfolio of around 700 stores represented less than half the number
that they could ultimately expand to with their "go anywhere" policy (1992, page 12). Kwik
Save Group pic have been undergoing a considerably geographical expansion program,
reportedly opening stores at a rate of approximately one every three days in the early 1990s
and ranging over most areas of the country. Similarly, the expansion plans of the new
limited-assortment discounters from overseas were, at least as initially reported,
particularly dramatic (The Grocer 1993). Industry rumours have, more recently, suggested
that these expansion targets are being revised downwards, given that the success of these
stores has, allegedly, failed to match up to initial expectations. Such revisions
notwithstanding, however, it is still significant to note Carr's (1993, page 1) view that the
discount sector, including the limited-assortment discounters and Kiwi Save, may account
for some 20% of grocery sales by the end of 1997. The important point here is that, in spite
of the major players drawing back from their superstore expansion rates of the 1980s,
overall retail expansion has remained more buoyant than is sometimes appreciated. Table
1 provides some indication of this buoyancy, expressing small store openings in terms of
equivalent superstore floor space for 1992/93. The impact of recent government planning
guidelines, severely restricting the potential for new out-of-town retail sites (Department
of the Environment, 1993), would intuitively seem to add to the likelihood of retail
saturation arriving sooner rather than later. The evident importance of the medium-store
and small-store sector, however, reveals the kinds of complexities that the saturation debate

14
may easily hide: the new planning guidelines may, in the long run, affect the form of retail
development as much as, if not more than, its extent. restrictive planning guidelines will
affect the retail property market: there is already evidence, for example, of an enhanced
market in existing sites possessing planning permission for retail use. This is likely to have
an impact related to the differential financial positions of different retailers, this factor
determining which of the multiples can most afford to expand in what is effectively a zero-
sum game. For example, Sainsbury have recently purchased four Costco stores, entirely
for the reason that these represent sites with planning permission for retail use. Adding to
these apparent contradictions regarding new store openings, a number of semantic
difficulties surround the concept of retail saturation. First, retail saturation is a concept
which is generally extremely loosely defined. The most widespread definitions identify its
occurrence in situations where further retail expansion would prove unviable, as a result of
overcapacity on the supply side effectively spreading available consumer demand too
thinly. Of course, the largely unanalysed assumption is made that retail development is
always demand led. Second, naive statements of the saturation thesis pay little or no
attention to the importance of retail property and development costs, which represent
highly important factors controlling superstore expansion, and in part explain the
internationalization of British retailing (Wrigley, 1993). But despite the various possible
refinements to the definition of saturation, the general tenets of the saturation thesis appear
to carry with them a definite logic, which captures the imagination if nothing more. In this
paper we initially review some contributions to the literature that usefully clarify, nuance,
and sophisticate the debate about retail saturation. In the third section we provide a
relatively simple but nevertheless telling empirical analysis of the British grocery situation.
Last, we conclude by briefly reconsidering the import of the idea of retail saturation in
terms of broader developments in retailing and retail geography, and the empirical results
presented here.

Though in the second section we provide a particular national-level analysis of the British
case, supplemented by a number of spatially disaggregated analyses, including a local-level
case study of Leeds, in the first and final sections we take a broader ranging view of retail
saturation, tied to the British case but much of which is translatable into other national
contexts. Our overall aim, however, is to consider the value of terms such as retail

15
saturation, which seem to imply a historical finality, in the light of the evidence of highly
significant and persistent geographical variations in retail provision, and in the context of
a fundamentally dynamic, if substantially monopolistic, retail sector. Retail saturation:
elements of the debate The idea of retail saturation originally arose in relation to the growth
of the multiples at the expense of other types of retailer (especially the cooperatives and
independents), particularly given their preferred trading format, the superstore (see
Jones,1982). The idea of saturation was substantially heightened, however, with the
dramatic superstore-expansion policies followed by the leading multiples competing for an
increased share of the market over the period spanning the late 1980s and early 1990s
(Duke, 1989), a period Wrigley (1991) has described as the 'golden age' of British retailing.
These expansion policies involved unprecedented programmers of new superstore
development, a process significantly fuelled by the expectations of the City. The annual
increases in turnover and profitability the City came to expect over this period were largely
achieved by the multiples pursuing aggressive policies of capital investment in new store
building (new stores considerably outperforming old ones in terms of efficiency and
attractiveness to consumers) and adopting accountancy practices that tended systematically
to overvalue retailers' assets [chiefly by means of the capitalization of the interest on the
loans used to finance store developments (Shiret, 1992a; 1992b; 1992c; cited in Wrigley,
1994)]. Such practices, in the short term, tended to guarantee that new store openings, often
quite literally, paid dividends. The spate of superstore expansion characterizing this 'golden
age' should, perhaps, be placed in the context of a longer term process of the rationalization
and restructuring of store portfolios by companies divesting themselves of large numbers
of small stores in favor of the superstore format (Sparks, 1986). However, the expansion
programs undertaken by British multiples through the 1980s served to reinforce the
perceived link between high levels of retail capital concentration and imminent retail
saturation— given, for example, the doubling of the number of superstores to more than
800 in the seven years ending 1992/93 (Carr, 1993). This is important because many
commentators and analysts have sought, implicitly or explicitly, to tie the notion of
saturation to the superstore sector and, in effect, to define saturation in such terms (for
example, Mintel, 1989; 1991). As Myers (1993a) argues, however, such a definition is
extremely problematic and has itself generated a number of false impressions concerning

16
retail saturation. Before turning to consider Myers's important work in detail, it is necessary
to consider more fully the widespread notion that saturation is inevitable and, indeed,
imminent. The notion of saturation in its simplest sense captures, as noted above, the idea
of a retail market where additional provision would prove "unsustainable for a retail
organization in the context of available consumer demand" (Jonathan Reynolds, cited in
IGD, 1993, page 245). The logic of this argument has, for many, rendered the concept of
saturation "common sense" (Peter Jones, cited in IGD, 1993, page 245). A number of
factors combine to add weight to the idea that saturation follows a seemingly inevitable
logic. Perhaps the most prevalent idea is that the pace of retail expansion is outstripping
the rate of population growth, such that profitability must inevitably decline to the point
where saturation occurs, as the ratio of shopping trips to retail space deteriorates. Thus,
with a predicted overall increase in population of just 5% between 1990 and 2000 (Mintel,
1993) and figures of retail floor space increasing in the order of 20% in a single year in
1992/93 (Carr, 1993), saturation appears highly likely, even when the deceleration of
superstore expansion in the 1990s is taken into account (Wrigley, 1994). In addition to
simple population growth, trends in food consumption seemingly support the idea that the
market is on course for saturation. Duke (1989, page 18) notes that per capita food
consumption "is already regarded as excessive, which might explain the slight decline in
volume with the new emphasis on health and fitness". Household expenditure on food as
a proportion of total household expenditure has been declining over recent decades
(Economist Intelligence Unit, 1989, page 9), but this bears little relation to what has
happened to food retail profits. The important role of 'added value' products (see Wrigley,
1994) in increasing the gross profit margins enjoyed by British multiples in recent years
warns against a simplistic view of saturation as resulting from a declining proportional
household expenditure on food. However, as British retailing enters a new price-
competitive era, the trend towards increased gross profit margins as a result of an increase
in the number of 'added value' products the multiples supply is checked by falling margins
on 'core' food items as a result of the competition introduced by the limited-assortment
discounters (MacNeary, 1993; Wrigley, 1994). Last, it is sometimes argued that saturation
is likely given that there are limited suitable sites for continued expansion in Britain
(Davidson, 1993; Mintel, 1989; 1991); and that competition is already fierce in a large

17
number of locations (Harrison, 1993a; 1993c; Hobson, 1993a). As early as 1988 the Tesco
Chairman, Sir Ian Mac Lauren, was arguing that "There are only a finite number of
superstore sites available in the UK. It is my job to make sure that we get our fair share of
the remaining sites" (quoted in Penny and Broom, 1988, page 107). More recently, Archie
Norman, Chief Executive of Ads stated in 1992 that "Very few superstores are arriving in
virgin territory anymore. Every new superstore is eating into existing superstore
competition and progressive overcapacity will bring pressure on gross margins" (cited in
IGD, 1993, page 229). The notion of 'saturation' to which such a view holds is, however,
very much restricted to the superstore sector and its ability to earn high gross profit
margins. Such a view underlies the predictions of the imminence of saturation provided by
a variety of commentators: Duke (1991, page 63), for example, suggested that "within the
next few years" the "mathematics of the situation [will have] become an increasingly
pressing reality"; Munson (1993, page 111) has suggested that saturation will occur "by
the end

of the decade"; and Norman has indicated that profitability will be threatened by
overcapacity "in the next five years A study by Harris International Marketing, reported in
Super Marketing (1993) and carrying the headline "Saturation here says survey", claimed
that the leading five multiples are "processing fewer customers per square foot of floor
space" (page 6), suggesting that new store openings are already unviable. The viability of
superstore openings can, however, be influenced by such factors as superstore development
costs as well as by limited levels of consumer demand (Guy, 1995). The crisis in the retail
property market documented by Wrigley (1994; 1996) has arguably had at least as great
an influence on superstore viability as has saturation. However, as the above concerns
regarding saturation levels make clear, it is perhaps the perceived existence of retail
saturation that is of more importance than its actual existence. This is the crux of the
argument presented by Myers (1993a), to which we now turn. Though noting that
"saturation is an ill-defined concept" Myers (1993a, page 81) offers considerably more than
a semantic argument. He seeks to make the case that perceptions of expansion in food
retailing have exceeded actual expansion as a result of three interrelated and misleading
assessments of recent retail change: first, attention has been paid to gross rather than net
increases in floor space, thereby ignoring the counteracting effect of store closures on new

18
store developments; second, attention has been focused to such an extent on the 'Big Three'
that a false impression of rates of expansion has been generated—and such impressions
require tempering with broader evidence on rates of floor space change; and third, certain
other aspects of change serve to exaggerate the figures, particularly the 'recycling' of stores
from other fascia’s following acquisitions and mergers. These factors have opened up a
considerable gap between perception and reality: "perception is driven by the gross opening
programs of the three most active fascia’s, rather than net, real average for all multiples"
(Myers, 1993a, page 20). The first thread to Myers's argument is that while the larger
superstore operators have been opening new stores, they have also been closing down their
smaller, older, less efficient ones. These closures, however, have rarely been documented.
Although the level of closures has been considerably less than the level of new store
openings, which amounted to more than six million ft2 in the three years ending 1992/93,
the level of closures does serve to offset somewhat the highly publicized gross gains in
floor space. This fact becomes far more significant when combined with Myers's second
line of argument, that most studies of the grocery sector have focused on the 'Big Three' to
the neglect of the remainder of the multiple retailers in the grocery market. The effect of
this can be seen in table 2, in which we provide a broader picture of the true extent of
retailer expansion than the usual focus on the 'Big Three' has allowed, showing a highly
variable rate of change, including a number of retailers with overall floor space losses.
Myers's third line of argument is that whilst expansion has been taking place for, especially,
the largest multiples, a number of smaller fascia’s have completely disappeared,
representing either a loss of retail floor space, or a transfer to another more powerful fascia,
as in the case of Iceland's takeover of Be jam Freezer Food Centre’s Ltd.

This transfer of floor space has again served to provide a misleading impression where
only the largest multiples are considered, for a number of 'new' stores, especially those of
Kiwi Save, Gateway Food markets Ltd, and Iceland have effectively been 'recycled' from
other fascia’s and do not represent any net increase in floor space . Thus Myers
demonstrates how, by restricting attention to the opening programs of the 'Big Three' (table
3) and including the conversions from Presto to Safeway fascia’s as 'new' store openings,
"it feels like multiple expansion has been about 13% per annum" (1993a, page 20),

19
 whereas, taking the average for all multiple grocers, the annual increase is only around
5.7%.

here you choose to locate your retail business will have major impact on everything your
shop does. the difference between selection the wrong location and the right site could be
the difference between business failure and success.

Before choosing retail store location, define how you see your business ,both now and in
the future.

1- What do your customers look like?

2- Can you visualize your building?
3- Do you know what you want to sell and what you want your business to be known for?
4- Have you determined much retail space storage area, or the size of the office you need?
Without the answers to these basic questions ,it will be hard to find the perfect location for
generating the maximum amount of profit for your retail store.

Type of goods
Examine what kind of products you sell, as some goods will require certain types of
location. Would your store be considered a convenience store , a specialty shop or a
shopping store ?

Convenience goods require easy access, allowing the customer to quickly make a
purchase. A mall would not be a good location for convenience goods. this product type is
lower priced and purchased by a wide range of customers.

Specialty goods are more unique than most products and customers generally. Won’t mind
traveling out of the way to purchase this type of product. This type of store may also do
well near other shopping stores.

20
A shopping store usually sells items at a higher price which are bought infrequently by the
customer. Furniture, cars and upscale clothing are examples of goods found at a shopping
store. Because the prices of theses items are higher, this type of customer will want to
compare prices before making a purchase.
Therefore, retailers will do well to locate their store near like stores.

Population and your customer

If you are choosing a city state to locate your retail store, research the area thoroughly
before making a final decision. Read local papers and speak to other small businesses in
the area. Obtain location demographics from the local have information on the area’s
population, income and age. You know who your customers are, so make sure you find a
location where your customers live, Work and shop.

Accessibility, Visibility, and Traffic

Don't confuse a lot of traffic for a lot of customers. Retailers want to be located where there
are many shoppers but only if that shopper meets the definition of their target market. Small
retail stores may benefit from the traffic of nearby larger stores.
•How many people walk or drive past the location.
•Is the area served by public transportation?
•Can customers and delivery trucks easily get in and out of the parking lot?
•Is there adequate parking?

Depending on the type of business, it would be wise to have somewhere between 5 to 8

parking spaces per 1,000 square feet of retail space.

When considering visibility, look at the location from the customer's viewpoint. Can the
store be seen from the main flow of traffic? Will your sign be easily seen? In many cases,
the better visibility your retail store has, the less advertising needed. A specialty retail store
located six miles out of town in a free-standing building will need more marketing than a
shopping store located in a mall.

21
Signage, Zoning, and Planning

Before signing a lease, be sure you understand all the rules, policies and procedures related
to your retail store location. Contact the local city hall and zoning commission for
information on regulations regarding signage. Ask about any restrictions that may affect
your retail operation and any future planning that could change traffic, such as highway
construction.

Competition and Neighbors

Other area businesses in your prospective location can actually help or hurt your retail
shop. Determine if the types of businesses nearby are compatible you're your store. For
example, a high-end fashion boutique may not be successful next door to a discount variety
store. Place it next to a nail or hair salon and it may do much more business.

Location Cost
Besides the base rent, consider all costs involved when choosing a retail store location.
•Who pays for lawn care, building maintenance, utilities, and security?
•Who pays for the upkeep and repair of the heating/air units?
•If the location is remote, how much additional marketing will it take for customers to find
you?
•How much is the average utility bill?
•Will you need to make any repairs, do any painting or remodeling to have the location fit
your needs?
•Will the retailer be responsible for property taxes?
The location you can afford now and what you can afford in the future should vary. It is
difficult to create sales projects on a new business, but one way to get help in determining
how much rent you can pay is to find out what sales similar retail businesses are making
and how much rent they're paying.

22
Personal Factors
If you plan to work in your store, think about your personality, the distance from the shop
to home and other personal considerations. If you spend much of your time traveling to
and from work, the commute may overshadow the exhilaration of being your own boss.
Also, many restrictions placed on a tenant by a landlord, management company or
community can hamper a retailer's independence.

Special Considerations

Your retail shop may require special considerations. Make a list of any unique
characteristic of your business that may need to be addressed.
•Will the store require special lighting, fixtures or other hardware installed?
•Are restrooms for staff and customers available?
•Is there adequate fire and police protection for the area?
•Is there sanitation service available?
•Do the parking lot and building exterior have adequate lighting?
•Does the building have a canopy that provides shelter if raining?
•What is the crime rate in the area?
•Are there (blue laws) restrictions on Sunday sales?

Don't feel rushed into making a decision on where to put your retail store. Take your time,
research the area and have patience. If you have to change your schedule and push back
the date of the store's opening, then do so. Waiting to find the perfect store location is better
than just settling for the first place that comes along. The wrong location choice could be
devastating to your retail business.

Commercial retail locations are available in many different forms. Stop and think about the
businesses in your town. Like most communities, there are probably older shopping areas,
new bustling retail locations and some tucked away shops. Retailers have many store
location factors to consider when choosing a place for their business. Here are a few of the
more common.

23
Mall Space

From kiosks to large anchor stores, a mall has many retailers competing with each other
under one roof.
There are generally 3 to 5 anchor stores, or large chain stores, and then dozens of smaller
retail shops. Typically the rent in a mall location is much higher than other retail locations.
This is due to the high amount of customer traffic a mall generates. Before selecting this
type of store location, be sure the shopper demographic matches the description of your
customers. Mall retailers will have to make some sacrifices in independence and adhere to
a set of rules supplied by mall management.

Shopping Center
Strip malls and other attached, adjoining retail locations will also have guidelines or rules
for how they prefer their tenants to do business. These rules are probably more lenient than
a mall, but make sure you can live with them before signing a lease. Your community
probably has many shopping centers in various sizes. Some shopping centers may have as
few as 3 units or as many as 20 stores.

The types of retailers and the goods or services they offer in the strip mall will also vary.
One area to investigate before choosing this type of store location is parking. Smaller
shopping centers and strip malls may have a limited parking area for your customers.

Downtown Area

Like the mall, this type of store location may be another premium choice.

However, there may be more freedom and fewer rules for the business owner. Many
communities are hard at work to revitalize their downtown areas and retailers can greatly
benefit from this effort. However, the lack of parking is generally a big issue for downtown

24
retailers. You'll find many older, well-established specialty stores in a downtown area. This
type of store seems to thrive in the downtown setting.

Free Standing Locations

This type of retail location is basically any stand-alone building. It can be tucked away in
a neighborhood location or right off a busy highway. Depending on the landlord, there are
generally no restrictions on how a retailer should operate his business. It will probably have
ample parking and the cost per square foot will be reasonable. The price for all that freedom
may be traffic. Unlike the attached retail locations where customers may wander in because
they were shopping nearby, the retailer of a free standing location has to work at marketing
to get the customer inside

Office Building

The business park or office building may be another option for a retailer, especially when
they cater to other businesses. Tenants share maintenance costs and the image of the
building is usually upscale and professional.

Home-based
More and more retail businesses are getting a start at home. Some may eventually move to
a commercial store location, while many remain in the business owner's spare room. This
type of location is an inexpensive option, but growth may be limited. It is harder to separate
business and personal life in this setup and the retailer may run into problems if there isn't
a different address and/or phone number for the business.

25
Chapter 4

DATA ANALYSIS AND INTERPRETATION

26
RESEARCH METHODLOGY:

Research Design: Research Design is descriptive as well as analytical.

Primary data collection: Primary data was collected with the help of a structured
questionnaire. The questionnaires were administered to the selected 30 respondents.

Technique of data collection: the questionnaires has been designed and used to collect
the needed primary data. Both open ended and close ended questions were used.

Area of the study: the study on relation between location and retiling has been limited to
consumer located in Muscat region.

Period of the study the period of the study covers 3 weeks.

Sources of data the validity of any research is based on the data collected for the study. The
present research is based on both primary well as secondary data .The primary data is
collected from the selected sample respondents in the study of area. Sample random
sampling method was used in selecting the respondents.

Sample size: the sample size selected for the study is 30 respondents are selected by simple
random sampling method.

Sampling Techniques:

Data on the various aspect directly and indirectly related to the investigation were gathered
through questionnaires to the respondents .The question are necessary to ensure the
Reliability of the information .the question were sample to understand so that information
can be collected from various respondents easily. It should be seen that parties are not
biased or prejudiced and are mentally sound.

27
Age:

18-25 years 14
25-35 years 10
35-60 years 5
60 and above 1

Age
3%

17% 18-25 years

47%
25-35 years
33% 35-60 years
60 and above

Interpretation:

From the above chart it can be interpreted that majority of the respondents (47%) are in the
age group of 18-25years, followed by 25-35years(33%), 35-60 years is (17%)and (3%)are
60 and above.

28
Gender:

Female 15
Male 15

Gender

Female
50% 50%
Male

Interpretation:

It was found from the chart that (50%) are female and (50%) are males.

29
Occupation:

Employee 9
Business person 8
Other 13

Occupation

43% 30%
Employee
Business person
27%
other

Interpretation:

From the above chart it can be interpreted that majority of the respondents (30%) were
Employees, Business person ( 27% )and others( 43% ) .

30
Q1: Have you ever started in a particular project

Q1

24% 43% Yes

No
33%
Sometimes

Interpretation:

Percentage for people who say yes for start project in their life is( 43%) , and (33%) says
NO.

Q2: Is it necessary to choose a strategic location to open a project

Q2

27% 43% Yes

No
30%
Sometimes

Interpretation:

From the above chart (34%) people say yes for necessary strategic location to open a
project, (30%) say No and (27%) of people say some time.

31
Q3: Do you support these studies

Q3

13%

Yes
27%
60% No
Sometimes

Interpretation:

It was found that (60%) who say yes ,on other hand (27%)say No and (13%0 who say
sometime.

Q4: Do most of the customers are attracted to the location more than the product

Q4

27% 30%
Yes
no
43%
Sometimes

Interpretation:

From the above chart it can be interpreted that (27%) of people say sometime customer
attracted to the location more than product on other hand (43%) say no and (30%) who say
yes

32
Q5: Is this study estimate the success and effectiveness of the project

Q5

40% 37% Yes

No
23%
Semetimes

Interpretation:

From the above chart it can be interpreted that Is (37%) for people who say yes for study
estimate the success and effectiveness of the project, (23%) say No and (40%) of people
say some time.

Q6: Is this study will help in how to manage time and project activities

Q6

33%
Agree
67%
Not agree

Interpretation:

It was found that (67%)of the readers agree and the rest(33%) disagree with this study will
help in how to manage time and project activities.

33
Q7: Help in the decomposition of time, cost and specifications

Q7

43%
Agree
57%
Not agree

Interpretation:

It was found that (57%)of people said this study help in the decomposition of time but
(34%) disagree with this.

Q8: There exists relationship between location and retailing

Q8

48%
52% Agree
Not agree

Interpretation:

The chart depicts that (52%) who agree there is relation between location and retailing and
(48%) disagree.

34
Q9: Geographical location cause can increase in profit

Q9

43%
Agree
57%
not agree

Interpretation:

The chart depicts that People who agree (57%) and people who disagree(43%)

Q10: What are factors do you think which are important when selecting a location

Q10
7%

50% Parking
43% Bathroom
Other important

Interpretation:

It was found that People who say toilet is important (24%), on other hand some of people
who say parking is important are (43%) and (33%) of people who want the location on
the street.

35
Chapter5

Conclusion and Suggestions

36
Conclusion:

In the end, you must consider the choice of location, because this point determine the
project's success and failure and must search for these same studies in order to help the
person on the selection of a suitable site and attracts customers and makes it avoids the
mistakes expected to occur in the future because a successful project have a layout and
high concentration and things that attract quality customers interface project and arrange
parking and ease of access to him and the availability of services and motivational them
awards.

Suggestions:

_Track development of special projects.

_ Set up shop in remote areas.

_ Actions prior studies before the establishment of any project.

_ Necessary for the development of large capital before choosing a health site.

37
Bibliography

www.thebalance.com

http://kenanaonline.com

http://sst5.com

http://www.forbesmiddleeast.com

38
 Questionnaire

Relation between Location and retailing.

- A Study

Please tick ( ) as appropriate:

Age Group:
18-25 years ( ) 25-35 years( )

35-60 years( ) 60 and above( )

Gender: Female( ) Male( )

Occupation: Employee( ) Business person( ) Other(

)

39
19

Please read the following statement by making ( ) in the appropriate box

that represents your point of view in front of each guided by the scale

below:

Questions Yes No Sometimes

Have you ever started in a

particular project

Is it necessary to choose a
strategic location to open a
project

Do you support these studies

Do most of the customers are

attracted to the location more
than the product

Is this study estimates the

success and effectiveness of
the project

Questions Agree Disagree

Is this study will help in how to manage time
and project activities.

40
 Help in the decomposition of time, cost and
specifications.
there exists a Relationship between location
and retailing?
Geographical location cause can increase in
profit.
OPEN QUESTIONS

What are the factors do you think which are important when selecting a location?

20

41