Convenience is King.

London. Big City. Very Big City.

But, when you’ve lived anywhere for the majority of your life, it can seem small. The people you know, your personal convience factors, places you eat, spend your money, work and live easily develop into a routine. And with routine, comes rhythm.

This is what an outlet plays on. With the exception of single servers, i.e. people or groups of people visiting an area and thus using the resources/outlets for single and unrepeated use. This has not changed since the first transaction of a good or services (commodity) in exchange for a dividend. But in marketing terms (where the consumer defines their own cynicism), the option of time spent in pursuit of one good vs another brings he or she to an opportunity cost.

Ergo.

Another dreary monday. Rush hour. For the purpose of this exercise i will use the tube/underground/subway (whatever its named in your part of the world) as an example. Your on a very busy the platform and the train arrives already carrying people from the numerous stations previous. The doors open, and you board along with many others at which ever door offered (to your estimation) the best chance of getting a seat. As you walk on no one gets up, so your forced to stand.

But where you stand defines your opportunity cost.

Do you stand closest to the door, where a passenger may get up to leave the train and you replace them? Or do you stand central to all the seated passengers (bearing in mind that your standing with others who are weighing up the same options), and hope a seat to become available, by proximity and better chance that others.

I use this example, as a measure of how humans best measure the preferences in a city, where like the title of this message, convenience is king.

Yet the King is always subject to attack.

No commodity is unreachable or indeed unaffordable,  subject to the ends (money [or exchange]) of a consumer. But here is an example of where convenience plays devils advocate.

I remember when i was thirteen, my mum sent me to Camp. It was the greatest holiday i had ever experienced and where i experience my first kiss.

Pause for reminiscence.

I remember on the last day of the two week trip, we visited a tourist attraction to which i can not remember the name, but it was on a cliff edge, that could not be reached but for a walk up from the beach where the car and coach park would drop us. Before we left, our Camp Leaders told us how long we had and something that stuck with me to this day. They said that if we wanted to buy souvenirs, we were best not to purchase any at the bottom as the were more expensive than those at the top. Most of us shrugged as we had spent the greater amounts of our pocket money and were not largely concerned with the magnets and postcards of this attraction.

But then came the effort. Human effort.

This hill or cliff, was high and LONG and as our leaders had told us, souvenirs were more expensive at the bottom and became cheaper in franks and cents (before the Euro) as we ascended. Whether the attraction itself was purposely set-up this way by management or even an agreement amongst the many souvenir proprietors along this hill, it was an economic engineering of convenience and human effort. Opportunity cost.

How much of this opportunity cost do we use as consumers? How much do stores pray on this factor? And how often do consumers alter their patterns of purchasing or general convenience for greater reward later.

Self-control = Impulse – convenience ÷ advantage in cost.

I’d say.

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