With assistance from the bank suzy invested in the

With assistance from the bank, Suzy invested in the latest equipment for the business’s specialist
chocolate making factory. J.O.C. gained a reputation for excellence and Suzy developed good
relationships with several exclusive restaurants and hotels. She ensured that customers received
orders on time and developed a reputation for dependability. J.O.C. also worked closely with
some restaurants to create specialist chocolates for their specific requirements. This meant that

J.O.C. had achieved the dual objectives of securing sales and developing new products was being
met.
Suzy fostered good relationships with her main suppliers of chocolate and cocoa from the
Dominican Republic and Ivory Coast. There were two main farmers supplying the raw material
allowing J.O.C. to have alternative sources to enhance taste. Suzy decided to limit the number of
suppliers so that she could develop a very close relationship as she did not want to run the
business with price as the key factor. Suzy believed in ethical responsibility and supported the
Ethical Trading Initiative. The aim was to create self-help in the communities supplying the
cocoa and this fitted in with her aim of creating a positive culture in all aspects of the business.
Back at the factory all staff were supported in developing their skills, and training for the
production staff ensured a high level of expertise throughout the business.
Growth of the business
Two key appointments from the outset were Leon Houmond and Hafiz Shah. Leon was
appointed as Head of Chocolate Development, Concept Chocolatier; and Hafiz as Chocolate
Production, Factory Manager. Leon had previously trained in Switzerland, working alongside
Suzy when she was undertaking her qualifications. She knew Leon was a diligent, creative
individual and would prove to be an important part of the team. Suzy and Leon met every
Monday afternoon to discuss potential developments. This allowed Suzy to be involved in
creating chocolates but also time away from the business to visit customers ensuring that their
individual needs were being met and to meet with suppliers to discuss future needs for
production.
The aim of appointing Hafiz was to ensure Suzy did not have to manage chocolate production in
the factory. Hafiz had previously worked for a specialist food firm. He knew the importance of
adhering to hygiene regulations and how team working can be an aid to success. Hafiz and Suzy
met on Monday morning to discuss the weekly production programme, following which, Hafiz
met with the team leaders to discuss and assign tasks and discuss any potential problems. He
believed in trusting his team and did not routinely check progress as everyone knows what is
needed’. Hafiz ensured all employees undertook a job development review every four months in
addition to being advised on a monthly basis how they were performing. In this approach Hafiz
felt he was empowering the team. Part of this was ensuring job rotation to allow employees to