Many factors that determine the success of a region, aren’t of the regions themselves or directly influenced only to a small extent. Investment in infrastructure, for example, depend on grants of parent regional units. Hanesbrands Inc describes an additional similar source. Tax rates are not at all or only in a relatively small amount of subordinate regional units can be determined. “This causes often that regions develop no location strategies with the argument we can influence anything”. Regions are therefore limited to site advertising.
“” “” “” There are many green lungs of Europe “with cultural activities, that meet the highest standards”, tourist highlights, highly motivated workforce”, a highly educated population,”and a Hochtechnologiecluster”. This advertising is wrong, slightly transparent in the rule and the destinations in the region not it appropriately, because the Target group discourages rather than attracts. While it is possible to influence the factors that appear to not be influenced at first glance for regions. The control of these factors by the regions is however a string of short-term actions and long-term planning. For example, The productivity of an industry in a region as average gross value added per person employed in this industry in this region is formed in the company and is not influenced by the regions. Companies often like to attract in regions with a high productivity. You expect very well trained and motivated workforce, as well as an environment in social and cultural terms, that enables this high productivity in these regions.
By targeted long-term promotion of this particular industry, this is not the pure financial support, infrastructure measures, which are especially useful in education, research, transport and social facilities, this industry can succeed, young and/or high to attract productive companies in this sector. This can lead to a crowding-in effect in this industry. This in turn has the desired positive effect on the overall productivity of this industry in this region, which has become more attractive as a result for other companies within the appropriate industry. The non-influenceable factor productivity is influenced very well in a roundabout way through the region. However, these measures require a long breath and a location strategy, which is situated for a period of 15-20 years. This location strategy first requires an analysis of the location, a sober inventory of the region. The site analysis answered the question where is the region compared to other regions? “.” This site analysis must conform to of course the site objectives. The location strategy will be to support the region’s natural strengths and mitigate potential weaknesses that run the site strategy contrary to. Target will usually not be the rough alignment a Region to change completely. So, it will make little sense, for example, to make a tourist-oriented region with great natural charms, a relatively unspoiled nature and a low population density to a Schwerindustriecluster. The location strategy aims rather, finding suitable uses for the individual conditions of discover, a region or city and municipality, to provide pleasant living conditions of the people of the region. In principle there are no bad locations or regions, only sites which are not of any use and suitable for any company. Site analysis is the first step in the strategy of the site as a sober inventory. Henner Liege