The managers at Turners wanted to buy the company because it [originaltext]Woman

Woman: . . . and this morning, we welcome John Winterman, Managing Director of Turners, the sports company which manufactures golf and tennis equipment.
Man: Morning.
Woman: So, John, you took charge of the company after a management buy-out. What made you and the other managers sure that it would be a successful move?
Man: Well, when we bought the business in nineteen ninety-seven, we knew there were financial problems to solve, including some hidden debts. But we felt the products themselves were really excellent, and a good basis from which to grow the company. And, although the brand image wasn’t particularly well known, we felt it was possible to build on it.
Woman: I see. I believe the previous owners weren’t specialists in the field . . .
Man: That’s right. . . they were a large engineering group called AFT.
Woman: Did that cause any difficulties?
Man: Yes. Although AFT used the same management systems as in its other -engineering - businesses, and these seemed to be working, the production system just wasn’t right for a consumer goods company. Turners offers a wide range of products, and has a complex business mix as a result.
Woman: I see. And how did their management system affect distribution?
Man: Well, the first thing we realised was that, although there was an up-to-date computer system, it was impossible to follow the movement of products around the world. The items we manufactured had a different product number in each country! The methods of transport also varied enormously from one country to another, which made the invoices complicated.
Woman: And what sort of service was the customer getting?
Man: Well, it wasn’t very efficient. Our customers, the sports outlets, complained that although they were usually on time, orders often had items missing. I think these outlets only stayed with us because there was still demand for our products.
Woman: And how do you intend to promote the brand?
Man: Well, with sports equipment, image is all important, because there’s so much competition. Although AFT had been active in their promotions with sports clubs in the early days, they hadn’t kept up their efforts. Consequently, many players, especially those still at schools, are unfamiliar with our name. Our aim now is to make Turners products a big name at all the important sports events across the world.
Woman: What was your approach to reorganising the company?
Man: Well, the first thing we did was appoint new directors.
Woman: And where did you start?
Man: Well, we knew we had to spend money on marketing, but the most important thing was to introduce better management control of finances, and after that, to look very carefully at the organisation and cost of manufacturing.
Woman; Did you make any changes there?
Man: Oh, yes. To take one example, at one point we started out manufacturing tennis balls in Germany. But costs were lower in the Philippines. So in the end, we moved all our manufacturing there. By the end of this year, ninety-five per cent of our production will be there, although we are opening one small plant in Indonesia, too.
Woman: And is the company on a better financial basis now?
Man: Absolutely. We’ll be in profit this year, and looking to expand.
Woman: You plan to introduce new products, then?
Man: Yes. We’ve just launched a new product, a waterproof tennis ball, and we’ve signed contracts with several players from different countries to give us an international image, so I’m really pleased about that. But our key objective is to develop the products we have, such as tennis rackets, and improve them further.
Woman: So the future looks promising.
Man: It certainly does.
Woman: Thanks, John.
Man: Thank you.