Training (AQA GCSE Business)

Case Study

Premium Motors prides itself on the quality of its chauffeur and taxi service. Drivers are encouraged to greet customers with a smile and engage in conversation several times throughout the journey. Janet has previously issued new drivers with a leaflet outlining the company policy on customer service.

Janet is considering introducing a new induction training programme for the new drivers. It will include:

• a video of an experienced driver dealing with a customer

• a role play exercise where a new driver can practise dealing with difficult customers.

Case Study

Fleet Academy rent out children’s bikes. The aim of the rental service is that every child should be able to enjoy riding bikes that always fit them. The rental bikes can be changed when children grow.

A manager is needed to run the department. Parents interested in the scheme will contact the manager who will provide advice on the correct size and style of bike for the child. The rental bike will then be selected from the range the company holds in stock. If there are any problems with the size of the bike the company will guarantee to exchange it within 48 hours.

Brian, a highly successful salesman of adult bikes, has worked for Fleet Bikes Ltd for five years, has been appointed the new manager. However he has no knowledge of children’s bikes and no knowledge of rental agreements.

Fleet Academy is considering some off-the-job training for Brian. It has identified a local legal firm that specialises in contract law that is willing to run the training.

Case Study

Wolfie is a small business creating dog bandanas and dog coats, selling items through platforms such as e-Bay and Etsy.

Keara has recently grown the business, recruiting 4 new designers to expand the range of products to maintain her market share. Wolfie products are known for their innovating and exciting designs, so Keara is keen for the new designers to be creative and inspirational with their ideas.

Keara has two options when considering training the designers. Option one is to use on-the-job designer software that uses existing products and patterns. Keara already owns the software and it is quick and cheap for each employee to complete. However the edition of the software is now 4 years old and has been superseded by expensive updates.

Option two is to use off-the-job training at a highly reputable local arts college, which the designers will attend day-release once a week for 4 months. The designers will achieve a formally recognised qualification at the end of the training, which may make them attractive to competitors who could poach the staff. This training is expensive and Keara is worried about the drop in output while the designers are absent at college.