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Buildings and infrastructure: Another issue the manager raises with the Chairman is the amount of shrinkage that they are suffering due to the poor state of the building. Because the roof is leaking in places, they often find that stocks of animal feed get wet and are spoiled. About 10% of the feed that is bought in is lost in this way and due to health regulations, the store is paying £5,000/year for the disposal of the spoiled feed. That £5,000 and the cost of the spoiled feed are part of the cost of goods sold. As well as this problem the manager points out that the roof is dangerous in places and urgent action needs to be taken. Restoring the roof to a sound condition can be done  via  a  temporary  repair  for  £15,000,  or  by  a  full  repair  for  £35,000.  The temporary repair would be good for no more than three years at which point the full repair would have to be done. Alternatively, they could rent an empty building on the adjacent site. The lease for this building has become available and could be secured for  £1,000/month.  All  of  the  animal  feed  could  be  shifted  into  this  building,  which  is sound  and  dry.  Securing  the  lease  would  also  provide  additional  storage  and  yard space for agricultural building products that currently are not stocked. These carry a margin of 50 % and up to £100,000 of additional stock could be carried which would turn over every four months. As there is a history in the store of selling these type of products,  he  is  confident  of  the  figures.  He  is  not  confident  that  the  lease  of  the building will not be taken up by someone else if Aggro do not move on it soon. The manager then points out that the drainage problem is a health and safety issue, which threatens not only staff on site, but also their licenses to sell animal feed. The issue is serious, but can be remedied by the installation of a septic tank for £5,000. He  is  aware  that  the  authorities  are  currently  unaware  of  the  problem,  but  is concerned  that  if  they  find  out  they  would  act  quickly  and  close  the  store.  He concedes that it is unlikely that they will find out within the next 6 months. Finally,  he  raises  the  issue  of  the  car  park.  He  argues  that  spreading  gravel  in  the car  park  will  stabilise  the  surface  and  make  it  much  more  pleasant  for  customers. This  will  cost  £5,000,  but  will  be  good  for  five  years  and  he  estimates  will  increase footfall  in  the  store.  The  additional  footfall  will,  he  estimates,  increase  the  sales  of their  core  animal  feed  and  agricultural  supplies  (non-building)  by  30 %  of  their current level for each of the next three years, so that in 3 years time, sales will have increased by 90 %. He believes that the redecoration and refitting of the part of the store that currently holds this core stock would increase footfall and sales by another 10 % each year from current levels. The Chairman is worried by this discussion. He can see that the manager has done a good job and has identified many problems and has offered solutions, but as they are  both  aware  the  store  does  not  have  the  money  to  make  all  the  improvements right  away  and  there  is  no  prospect  of  raising  finance  elsewhere.  The  manager wants  to  use  all  of  the  available  cash  to  progress  things  as  fast  as  possible.  The Chairman would prefer to progress more slowly as he worries about having no cash reserves. He also worries about the reaction of the rest of the board to this news.

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