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    • #8069
      Paul HamesPaul Hames
      Participant

      FCL over the years has grown to be a large and complex organization with recent annual sales of 12 billion dollars. FCL is made up of approximately 165 retails located in the four western provinces. The size of these retails vary significantly. The competition to a local Coop can bee very different based on where they are located. As an example Winnipeg would have far more challenges than a small Coop in northern Alberta. It may make sense to allow some flexibility and more autonomy to Coops facing these unique challenges. Local marketing may make a difference to the survival of the Coop. It also might help build the overall retailing system improving the bottom line to all. It is extremely important that proper communications occur between all parties. As discussed in this unit the presence of trust is crucial.

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    • #8112
      Stephanie HughesStephanie Hughes
      Participant

      I agree on the point about local marketing! Each community will face individual challenges and its important for each coop to connect directly with their community to address opportunities and challenges. I also like the idea of clear and coordinated communication on the marketing plan with input and approval from FCL to ensure that the plan is solid.

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    • #8157
      Jen BudneyJen Budney
      Participant

      Good comments. Paul – how do you think a large co-operative retailing system, with so much diversity in size and communities, can build trust amongst all parties?

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