📚 Worksheet – Chapter 33: Location Decisions | 工作纸 – 第33章：选址决策
Location decisions are among the most strategic choices a business can make. Whether a start-up chooses its first store or a multinational decides where to build a new factory, the right location can reduce costs, increase revenues, and provide a competitive advantage. This worksheet breaks down the quantitative methods, qualitative factors, and contemporary considerations you need to master for A-Level Business. Use it to test your understanding and prepare for exam questions.
选址决策是企业所能做出的最具战略性的选择之一。无论是初创企业选择第一家门店，还是跨国公司决定在哪里建设新工厂，正确的选址都能降低成本、增加收入并提供竞争优势。本工作纸分解了 A-Level 商务需要掌握的定量方法、定性因素和当代考虑因素。用来自测理解并准备考试题目。
1. The Strategic Nature of Location | 选址的战略本质
Location is a long-term, high-cost decision that directly affects a firm's cost structure, revenue potential, and overall competitiveness. Once made, relocation is often expensive and disruptive, which is why businesses must carefully weigh both quantitative and qualitative factors.
选址是一项长期、高成本的决策，直接影响企业的成本结构、收入潜力和整体竞争力。一旦做出决定，搬迁往往代价高昂且具有破坏性，因此企业必须谨慎权衡定量与定性因素。
Poor location can lead to skills shortages, high transport costs, or limited market access. Conversely, an optimal site can create barriers to entry for rivals and improve brand visibility.
选址不当可能导致技能短缺、运输成本高昂或市场准入受限。相反，最佳的选址可以为竞争对手设置进入壁垒，并提升品牌知名度。
2. Quantitative Factors: Costs and Revenues | 定量因素：成本与收益
Quantitative analysis focuses on measurable financial data. The two most common cost categories are fixed costs (e.g. rent, property taxes) and variable costs (e.g. labour, raw material transport). Revenue considerations include footfall, local purchasing power, and proximity to customers.
定量分析侧重于可衡量的财务数据。最常见的两种成本类别是固定成本（如租金、房产税）和可变成本（如劳动力、原材料运输）。收入方面的考量包括人流量、当地购买力和与客户的接近程度。
A business can construct a cost comparison table for alternative locations. For example:
| Cost Item | Site A (£'000) | Site B (£'000) |
|---|---|---|
| Annual Rent | 60 | 45 |
| Labour | 120 | 140 |
| Transport | 30 | 50 |
| Total Annual Cost | 210 | 235 |
表格：成本项目-A场地（千英镑）-B场地（千英镑）：年租金60/45，劳动力120/140，运输30/50，年度总成本210/235。
Managers often use the minimum cost method, selecting the site with the lowest total annual cost, but they must also forecast revenues, not just minimise expenses.
管理者通常使用最低成本法，即选择年度总成本最低的地点，但他们还必须预测收入，而不仅仅是将支出最小化。
3. Break-even Analysis for Location | 选址的盈亏平衡分析
A break-even chart can compare two locations by plotting fixed costs, total costs, and total revenue for each site. The location with the lower break-even output may be less risky if sales are uncertain.
盈亏平衡图可以通过绘制每个场地的固定成本、总成本和总收入的图表来比较两个选址。如果销售不确定，盈亏平衡产出较低的选址可能风险更小。
Suppose Site X has fixed costs of £50,000 and a variable cost per unit of £8, selling price £12. Site Y has fixed costs of £70,000 and variable cost £6 per unit, same price. The break-even points are:
假设场地X的固定成本为50,000英镑，单位可变成本为8英镑，售价为12英镑。场地Y的固定成本为70,000英镑，单位可变成本为6英镑，售价相同。盈亏平衡点为：
Break-even for Site X = £50,000 / (£12 - £8) = 12,500 units
场地X的盈亏平衡点 = 50,000 英镑 / (12 英镑 - 8 英镑) = 12,500 单位
Break-even for Site Y = £70,000 / (£12 - £6) = 11,667 units
场地Y的盈亏平衡点 = 70,000 英镑 / (12 英镑 - 6 英镑) = 11,667 单位
If forecast sales are 15,000 units, Site Y offers higher profit. However, if demand falls to 10,000, both sites are in loss – Site X loses less. This trade-off must be evaluated alongside qualitative concerns.
如果预测销量为15,000单位，场地Y提供更高利润。然而，如果需求降至10,000，两个地点都会亏损——场地X亏损较少。必须结合定性考量来评估这种权衡。
4. Investment Appraisal: Location and Payback | 投资评估：选址与投资回收期
When substantial initial investment is required – such as building a new factory – businesses can use investment appraisal techniques. The payback period calculates how quickly the initial outlay is recovered.
当需要大量初始投资时——例如建设新工厂——企业可以使用投资评估技术。投资回收期计算的是回收初始支出的速度。
Example: Site C costs £200,000 and generates net cash inflows of £50,000 per year. Payback = £200,000 / £50,000 = 4 years. Site D costs £300,000 with inflows of £60,000 for the first three years and then £80,000 annually. Payback:
示例：场地C成本为200,000英镑，每年产生50,000英镑的净现金流入。回收期 = 200,000英镑 / 50,000英镑 = 4年。场地D成本为300,000英镑，前三年每年流入60,000英镑，之后每年80,000英镑。回收期：
Cumulative after 3 years = 3 × £60,000 = £180,000. Remaining = £300,000 - £180,000 = £120,000. Year 4 inflow = £80,000, so fraction = £120,000 / £80,000 = 1.5 years. Total payback = 4.5 years.
三年后累计 = 3 × 60,000 英镑 = 180,000 英镑。剩余 = 300,000 英镑 - 180,000 英镑 = 120,000 英镑。第四年流入 = 80,000 英镑，因此部分年份 = 120,000 英镑 / 80,000 英镑 = 1.5 年。总回收期 = 4.5 年。
Firms may prefer Site C for faster payback, but Site D could have higher long-term returns. Average rate of return (ARR) and net present value (NPV) can provide a fuller picture.
企业可能更喜欢场地C以更快回收资金，但场地D可能具有更高的长期回报。平均收益率（ARR）和净现值（NPV）可以提供更全面的信息。
5. Qualitative Factors: Beyond the Numbers | 定性因素：超越数字
Not all location determinants can be expressed in monetary terms. Qualitative factors include quality of local infrastructure, availability of skilled labour, management preferences, and the social and environmental impact on the community.
并非所有选址决定因素都能用货币表示。定性因素包括当地基础设施的质量、熟练劳动力的可得性、管理层的偏好，以及对社区的社会和环境影响。
For example, a high-tech firm may prioritise proximity to a university research park even if rents are higher, because innovation spillovers outweigh the extra cost. Similarly, a retailer may choose a prestigious high-street address to build brand image, even though profitability metrics slightly favour an out-of-town site.
例如，一家高科技公司可能优先考虑靠近大学研究园区，即使租金更高，因为创新溢出效应超过了额外成本。类似地，零售商可能选择著名的商业街地址来树立品牌形象，即使郊区场地在盈利指标上略有优势。
Resistance from local residents, environmental regulations, and the risk of future flooding or climate-related disruptions must also be evaluated.
当地居民的抵制、环境法规，以及未来洪水或气候相关干扰的风险也必须加以评估。
6. Government Influence and Incentives | 政府影响与激励措施
Governments frequently offer grants, tax breaks, or subsidised infrastructure to attract businesses to economically deprived regions. This can make an otherwise expensive location financially viable.
政府经常提供拨款、税收减免或补贴基础设施，以吸引企业到经济落后地区。这可能使原本昂贵的选址在财务上变得可行。
A manufacture may receive a relocation grant covering 20% of setup costs if it moves to a designated enterprise zone. Reduced corporation tax rates in special economic zones can also improve long-term profitability.
制造商如果迁入指定的企业区，可能获得覆盖20%开办成本的搬迁补助。经济特区中降低的公司税率也能提高长期盈利能力。
However, firms must check if such incentives are sustainable, as grant clawback clauses can create risk if employment targets are not met.
然而，企业必须检查这些激励是否可持续，因为如果就业目标未达成，补助收回条款可能带来风险。
7. International Location Decisions | 国际选址决策
Global businesses evaluate potential host countries using frameworks such as PESTLE (Political, Economic, Social, Technological, Legal, Environmental). A shoe manufacturer might shift production to Vietnam for lower labour costs, but must consider tariffs, exchange rate volatility, and supply chain reliability.
全球企业使用PESTLE（政治、经济、社会、技术、法律、环境）等框架评估潜在的东道国。一家鞋类制造商可能将生产转移到越南以降低劳动力成本，但必须考虑关税、汇率波动和供应链的可靠性。
Offshoring reduces costs but may attract negative publicity if working conditions are poor. Nearshoring – locating in a nearby country – offers a middle ground, preserving some cost advantages while reducing lead times and cultural barriers.
离岸外包降低成本，但如果工作条件恶劣可能招致负面舆论。近岸外包——在邻近国家设点——提供了一种折中方案，保留了一些成本优势，同时缩短了交货期并减少了文化障碍。
Exchange rate: A UK firm exporting from a factory in the eurozone might face reduced competitiveness if the pound weakens against the euro, as local costs rise in sterling terms.
汇率：如果英镑对欧元走弱，一家在欧元区工厂生产并出口的英国企业可能面临竞争力下降，因为以英镑计算的当地成本上升。
8. E-commerce and the Changing Importance of Physical Location | 电子商务与实体选址重要性的变化
The rise of e-commerce has reduced the need for prime retail space. An online business can operate from a low-cost warehouse on an industrial estate, yet reach a global market. However, warehouse location still matters for delivery speed and logistics costs.
电子商务的兴起降低了对黄金零售空间的需求。线上企业可以在工业区的低成本仓库中运营，却能覆盖全球市场。但仓库选址对交货速度和物流成本仍然重要。
Click-and-collect services have led some pure-play online retailers to open physical showrooms in urban centres, blurring the lines between traditional and digital location strategy.
线上下单、线下取货服务导致一些纯线上零售商在市中心开设实体展厅，模糊了传统与数字选址策略之间的界限。
For omnichannel retailers, the location of distribution centres must balance proximity to customers with land prices and transport networks. Algorithms now model optimal warehouse locations using big data on customer density and traffic patterns.
对于全渠道零售商，配送中心的选址必须在靠近客户、地价和运输网络之间取得平衡。现在算法利用客户密度和交通模式的大数据来模拟最优仓库位置。
9. Key Terminology Worksheet | 关键术语工作纸
Test yourself by matching each term with its definition. (Answers: 1-d, 2-c, 3-a, 4-b)
通过将每个术语与其定义匹配来测试自己。（答案：1-d, 2-c, 3-a, 4-b）
| Term | Definition |
|---|---|
| 1. Footfall | a) Costs that do not change with output, e.g. rent |
| 2. Infrastructure | b) The difference between selling price and variable cost per unit |
| 3. Fixed costs | c) Transport networks, utilities, and communication systems |
| 4. Contribution per unit | d) Number of people passing a location |
术语：1. 人流量 / 对应定义 d) 经过某个地点的人数。2. 基础设施 / c) 运输网络、公用事业和通信系统。3. 固定成本 / a) 不随产出变动的成本，如租金。4. 单位贡献 / b) 售价与单位可变成本之间的差额。
Add two more terms from your own revision: 'Quantitative factors' and 'Qualitative factors'. Write a one-sentence definition for each.
从你自己的复习中添加两个术语：“定量因素”和“定性因素”。为每个术语写一句话定义。
10. Numerical Practice: Location Decision Exercise | 数值练习：选址决策练习
A retailer is choosing between two locations, Alpha and Beta. Annual fixed costs are £80,000 (Alpha) and £95,000 (Beta). Variable costs per unit are £12 (Alpha) and £10 (Beta). The expected selling price is £20 per unit. Forecast demand is 14,000 units.
一家零售商正在Alpha和Beta两个地点之间做选择。年度固定成本为Alpha 80,000英镑，Beta 95,000英镑。单位可变成本为Alpha 12英镑，Beta 10英镑。预期售价为20英镑/单位。预测需求为14,000单位。
(a) Calculate the break-even output for each location. (b) Determine which location yields higher profit at the forecast demand. (c) Identify the level of demand at which both locations give the same profit.
(a) 计算每个位置的盈亏平衡产出。(b) 确定在预测需求下哪个位置产生更高利润。(c) 找出使两个位置利润相同的需求水平。
0 - 10) = 9,500 units. (b) Profit Alpha = 14,000 × (20 - 12) - 80,000 = 112,000 - 80,000 = £32,000. Profit Beta = 14,000 × (20 - 10) - 95,000 = 140,000 - 95,000 = £ - 80,000 = (20-10)Q - 95,000 → 8Q - 80,000 = 10Q - 95,000 → 2Q = 15,000 → Q = 7,500 units.
答案：(a) Alpha = 80,000 / (20 - 12) = 10,000 单位；Beta = 95,000 / (20 - 10) = 9,500 单位。(b) Alpha利润 = 14,000 × (20 - 12) - 80,000 = 32,000 英镑；Beta利润 = 14,000 × (20 - 10) - 95,000 = 45,000 英镑，因此Beta更好。(c) 令二者利润相等：0-12)Q - 80,000 = (20-10)Q - 95,000 → 8Q - 80,000 = 10Q - 95,000 → 2Q = 15,000 → Q = 7,500 单位。
11. Exam-style Questions | 考试风格问题
'A business should always choose the cheapest location.' Discuss this statement. [12 marks]
“企业应该始终选择成本最低的地点。”讨论这一说法。[12分]
In your answer, consider: when cost minimisation is appropriate (e.g. commoditised products, price-sensitive markets); limitations of focusing only on cost (ignoring revenue drivers, quality of labour, brand image); and the role of qualitative factors like infrastructure and management objectives.
在你的答案中，请考虑：成本最小化何时合适（例如商品化产品、价格敏感市场）；仅关注成本的局限性（忽略收入驱动因素、劳动质量、品牌形象）；以及基础设施和管理目标等定性因素的作用。
Outline two advantages and two disadvantages of locating a new factory in a foreign country rather than domestically. [8 marks]
概述在国外而非国内设立新工厂的两个优点和两个缺点。[8分]
12. Summary Table: Factors in Location Decisions | 总结表格：选址决策中的因素
| Factor | Quantitative indicators | Qualitative indicators |
|---|---|---|
| Labour | Wage rates, productivity per worker | Skill level, work ethic, union presence |
| Transport | Freight cost per mile, delivery times | Quality of roads, port access, congestion |
| Market | Population density, income levels | Customer preferences, brand visibility |
| Government | Grants, tax rates | Political stability, regulatory ease |
| Utilities | Energy cost per unit, water charges | Reliability of supply, green energy options |
因素：劳动力 / 定量指标：工资率、人均产出；定性指标：技能水平、工作伦理、工会存在。运输 / 定量：每英里运费、交货时间；定性：道路质量、港口通达性、拥堵。市场 / 定量：人口密度、收入水平；定性：客户偏好、品牌可见度。政府 / 定量：拨款、税率；定性：政治稳定性、监管便利性。公用事业 / 定量：单位能源成本、水费；定性：供应可靠性、绿色能源选项。
Use this table to self-assess: For a manufacturing business, which three factors would you rank as most important? Justify your ranking with real-world examples.
使用此表进行自我评估：对于制造型企业，你会将哪三个因素列为最重要？用实际案例证明你的排序。
Published by TutorHao | Business Revision Series | aleveler.com
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