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The London Necropolis Company (LNC), formally the London Necropolis & National Mausoleum Company until 1927, was a cemetery operator established by Act of Parliament in 1852 in reaction to the crisis caused by the closure of London's graveyards in 1851. The LNC intended to establish a single cemetery large enough to accommodate all of London's future burials in perpetuity. The company's founders recognised that the recently invented technology of the railway provided the ability to conduct burials far from populated areas, mitigating concerns over public health risks from living near burial sites. Accordingly, the company bought a very large tract of land in Brookwood, Surrey, around 25 miles (40 km) from London, and converted a portion of it into Brookwood Cemetery. A dedicated railway line, the London Necropolis Railway, linked the new cemetery to the city.

Financial mismanagement and internal disputes led to delays in the project. By the time Brookwood Cemetery opened in late 1854, a number of other cemeteries had opened nearer to London or were in the process of opening. While some parishes in London did arrange for the LNC to handle the burials of their dead, many preferred to use nearer cemeteries. The LNC had anticipated handling between 10,000 and 50,000 burials per year, but the number never rose above 4,100 per year, and in its first 150 years of operations only 231,730 burials had been conducted. Buying the land for Brookwood Cemetery and building the cemetery and railway had been very expensive, and by the time the cemetery opened the LNC was already on the verge of bankruptcy. The LNC remained solvent by selling surplus parts of its land, but as the land had been chosen for its remoteness, sales were low.

The economy of Sweden is a highly developed export-oriented economy, aided by timber, hydropower, and iron ore. These constitute the resource base of an economy oriented toward foreign trade. The main industries include motor vehicles, telecommunications, pharmaceuticals, industrial machines, precision equipment, chemical goods, home goods and appliances, forestry, iron, and steel. Traditionally, Sweden relied on a modern agricultural economy that employed over half the domestic workforce. Today Sweden further develops engineering, mine, steel, and pulp industries, which are competitive internationally, as evidenced by companies such as Ericsson, ASEA/ABB, SKF, Alfa Laval, AGA, and Dyno Nobel.

Sweden is a competitive open mixed economy. The vast majority of Swedish enterprises are privately owned and market-oriented. There is also a strong welfare state, with public-sector spending accounting up to three-fifths of GDP. In 2014, the percent of national wealth owned by the government was 24%. (Full article...)

"The feature of actual business to which, like Professor Sraffa, we draw attention, and which does not seem to have been generally taken account of in economic theory, is the existence with reference to each seller of groups of buyers who will deal with him instead of with his competitors in spite of a difference in price. If a seller increases his price too far he will gradually lose business to his rivals, but he does not lose all his trade instantly when he raises his price only a trifle. Many customers will still prefer to trade with him because they live nearer to his store than to the others, or because they have less freight to pay from his warehouse to their own, or because his mode of doing business is more to their liking, or because he sells other articles which they desire, or because he is a relative or a fellow Elk or Baptist, or on account of some difference in service or quality, or for a combination of reasons. Such circles of customers may be said to make every entrepreneur a monopolist within a limited class and region and there is no monopoly which is not confined to a limited class and region. The difference between the Standard Oil Company in its prime and the little corner grocery is quantitative rather than qualitative. Between the perfect competition and monopoly of theory lie the actual cases"

—Harold Hotelling, Stability in Competition, 1929

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