Previously Suzy had identified the exclusive hotels in Ayrshire and the Scottish Bordersas a market that J.O.C. could exploit. Their products were unique and gave them asignificant edge over their competitors. This possible increase in business would meanextra work in the factory. The existing teams could only meet this demand by workingextra shifts. Hafiz with the assistance of Mary and Adrian organised the teams but theyknew that they needed additional staff. However Suzy wanted to ensure that any newstaff were thoroughly trained and developed over time and insisted that Hafiz create athree month training programme for new employees. This had an impact on the timerequired for orders. Suzy simply could not develop the market with the existing stafflevels, J.O.C. needed to expand. She now realised the business had to be organised in aself-sustaining way and had to find a way of involving other staff in the running of thebusiness. At the same time Suzy had targeted these markets in Ayrshire and the Borders, she gotin touch with Charlie Large owner of CG Chocolates — a company which suppliedhotels in Northern England and Southern Scotland. Their discussion opened some newpossibilities arising from the fact that Charlie was considering retiring and had no clearsuccessor to take over the business. Over the following four months the two firmsworked together on meeting the demand created by hotels in Ayrshire and theBorders. CG Chocolates The company was based in Newcastle with 19 employees and was performing well in7Assessment Version 1.0
the local market. This included good contacts with hotels plus one shop in the mainshopping centre and a contract with local councils to provide corporate gifts. Charlie saw himself as an expert in all areas of the company and it is his drive andwillpower which have taken the company to this stage. The business was growing andit was now difficult for Charlie to be involved in everything and this created tensions.He was well aware that without a greater marketing/sales input then the firm wouldstagnate. Charlie started to yearn for some time away from the business and started toconsider retiring. In his business Charlie believed that people are motivated by a reward andpunishment system, he also believed in a clear chain of command. Charlie followedthrough on this approach by giving monetary bonuses every quarter. He decided whoshould get the bonuses and there was some discontent that the process was nottransparent. Staff believed Charlie tended to give higher bonuses to those with whomhe got on with best personally. Charlie would also invite selected members of staffsuch as Sales Manager Jimmy Mulvenie and the Finance Manager Jack Ridgewell tojoin him on afternoon visits to the local golf club which tended to exclude those whodid not play golf. Mistakes by anyone in the organisation would lead to an angryCharlie confronting the culprit and threatening them with dismissal or in some casesactually sacking them.