Food Plant Launching

Capitalists are profit-oriented! -- Das Kapital

Butler Karl's efficiency proved to be a valuable asset once again as he successfully negotiated with the owners of eight willing flour factories. In a time when profitability in the flour industry was dwindling due to cutthroat competition and a saturated market, Ferdinand trusted Karl's expertise to secure a deal that would elevate his business ventures.

The acquisition of 'Katwipolto' for 18,000 pounds marked a significant milestone for Ferdinand. With more than one hundred and eighty skilled workers and over fifty staff, the flour plant had the potential to produce 2,000 metric tons of flour per day at full capacity. Despite the previous challenges Katwipolto faced, Ferdinand saw it as an opportunity for a fresh start.

Renaming the plant to 'Tesco Food Development Co., Ltd.,' Ferdinand injected a touch of humor into the proceedings, hinting at his intentions to playfully pirate famous brands in the future. The continuity of the former manager, Wilhelm Schubert, proved essential. His adept management skills had ensured the survival of Katwipolto in the competitive Vienna market.

Ferdinand's joy in securing the deal extended beyond the acquisition itself. The introduction of new ownership infused a renewed energy into the factory, paving the way for potential growth and increased efficiency. The transition from Katwipolto to Tesco Food Development Co., Ltd., signified not just a change in name but a commitment to a prosperous future.

As Ferdinand immersed himself in the day-to-day operations of the factory, he observed the delicate balance between well-managed internal affairs and challenges on the sales front. The rural market presented hurdles, but Ferdinand, armed with the resources of his expanding supermarket chain, saw an opportunity to overcome these limitations.

Keenly aware of the need to motivate and engage the workforce, Ferdinand took a hands-on approach. Personally addressing the workers, he made a public commitment to maintaining wages, demonstrating his commitment to their well-being. Recognizing the poor quality of the bread, Ferdinand generously increased workers' fees by 20 percent, earning their immediate support.

To further incentivize the workforce, Ferdinand devised a bonus scheme in collaboration with Wilhelm. The scheme focused on increasing overall production or improving quality, with bonuses awarded in the form of flour bags. This thoughtful approach not only boosted morale but also ensured a tangible benefit for the workers, aligning their interests with the success of the factory.

Witnessing Wilhelm's humane and strategic management style, Ferdinand appreciated the manager's dedication to balancing employee welfare with financial prudence. The introduction of a plan to offer discounted flour to workers with large families showcased Ferdinand's commitment to uplifting the living standards of his employees.

Ferdinand's emphasis on worker welfare proved to be a winning strategy. As his businesses grew, the positive impact on workers' lives translated into loyalty and stability. Even as workers' unions gained prominence in the future, Ferdinand's businesses remained resilient, a testament to his foresight in creating a supportive and harmonious work environment.

As the flour plant gradually found its footing under Ferdinand's leadership, output and quality witnessed substantial improvements. Ferdinand's commitment to employee well-being, coupled with Wilhelm's effective bonus scheme, proved instrumental in achieving these positive outcomes.

The separation of finances between the supermarkets and factories underscored Ferdinand's meticulous approach to business management. The burgeoning success of the supermarkets played a crucial role in boosting the profitability of the flour plant. In its initial month under Ferdinand's ownership, the plant turned a profit of three hundred pounds, a promising start for the revitalized venture.

While the profit might not have rivaled that of the supermarkets, Ferdinand remained optimistic. With the potential for increased production and independent sales channels, the factory's profits held promising prospects. Ferdinand contemplated future business strategies, considering tactics like brand diversification and pricing differentiation to maximize profitability.

The integration of Wilhelm's well-crafted bonus scheme and Ferdinand's commitment to worker welfare marked the beginning of a prosperous journey for Tesco Food Development Co., Ltd. As the factory found its rhythm, Ferdinand's ambitions soared, envisioning a future where his diverse business ventures would not only thrive but also contribute to the broader economic landscape of the Austro-Hungarian Empire.