A supermarket is prepared for cross-segment visitors. In a common view, we could only imagine that the products must be diverse, extensive shopping areas, easy access, smooth service, adequate parking space, sophisticated technology, and other requirements. Fulfillment of these requirements can not be partial. Large space and sophisticated technology are useless if the products that are sold are limited. Customer service will be stuck if the technology does not support.
One marketing technique mostly done by a supermarket is a loss leader, which is selling an item with a low price, even loss if necessary by hoping that crowded visitors will buy the other products. A futures exchange, will give optimum benefits if it designed to become a financial supermarket.
There are many arguments that support opinion above. First, every business unit faced the risk of complex price. A manufacturing company, for example, faced the risk (rising) of raw materials and auxiliary materials price, the risk (falling) of finished goods price, the risk of exchange rate fluctuations and risks (rising) of interest rates. Certainly it would be more comfortable doing the hedging of a stock rather than have to do it simultaneously in various markets. It is more comfortable for shopping our needs in the supermarket rather than shopping in ten different grocery stores. Liquidity is a function of trading population. Access to a stock market depends entirely on the technology.
No matter how delicious the chicken porridge that sold by the cart in an alley, certainly would not be able to attract a massive visitors. There will be a trade-off between the pleasures of food and the discomfort of access and facilities.
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