Reasons
for Success
The Cambridge Bay Co-op has one of the most viable operations
of its type because of the volume of business it generates
through the strong support of the community. It is a major
presence in the community as an employer and promotes circulation
of money in the community through its patronage funds. Bill
Lyall has had a continuing positive influence on the operations
of the Co-op. He promotes a friendly, family-type atmosphere
with his employees and customers.
Bill comments on the success of the Co-op. "The Native lifestyle
works very much around co-operation so that the community
will survive. For example, we share meat amongst our extended
family. The Co-op banks on the support of the community for
it’s continued success."
Bill also notes, "Every part of this organization complements
the other." The restaurant and bakery complement the hotel
business. Customers staying at the hotel are encouraged to
shop at the retail outlet. The retail store provides a needed
service to the community, which is complemented by the arts
and craft centre. The fishery provides a means of livelihood
for individuals following a traditional lifestyle or who want
seasonal employment, while also meeting a demand in the marketplace
for arctic char. The cable system provides a service that
meets a desire of local Co-op members.
It seems to be in the community's economic interests that
the Co-op businesses succeed. Bill notes, "In the first five
days of opening the fish plant, we made out cheques for over
$11,000. With the other businesses, the Co-op contributes
a lot to the local economy with a payroll of about $10,000
every two weeks. Patronage refund cheques are another example
of money staying in the community and benefiting local members."
Bill tries to follow a philosophy of personal service.
"I know the people that shop with us personally and I always
try to greet them or help someone out who might be short of
cash one month. It's just temporary, so I think that kind
of help goes a long way in a small community. I try to keep
our staff happy and I encourage our staff to treat our customers
well. We listen to everyone's suggestions on how to improve
our service, but everybody has to work together to have a
successful business. If I have a good manager, I try to keep
at arm's length from their activities and only become involved
if they ask for help. This policy does tend to keep good people
here. By giving somebody full authority, they know you trust
them and they try harder to make it work.
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If someone is sick or wants extra time off, we try to have
that flexibility in every part of the Co-op, as long as we
have a little notice. My job is to make sure everything works
right. I work a seven-day week because I always try to have
a firsthand look at everything that is happening. I still
enjoy my job and the best part is being around people. Nothing
else really counts but people. Another big satisfaction is
when everything is working like clockwork and everybody is
pulling together.
The community benefits in other ways from the presence of
the Co-op. It is very common for the Co-op to donate food
or raffle items to local classes or community events. Bill
notes, "We have never refused anybody yet." Another project
sees the history and philosophy governing co-ops taught in
the local schools from a curriculum developed by ACL.
Areas
for Improvement
The areas for improvement are mainly human resources and administrative
procedure. Bills sees a need for help at the senior management
level and for a more educated labour pool. John also sees
a need for strong management to fill several open positions
and for streamlining operations and redefining responsibilities
to increase productivity. These efforts would be enhanced
by office computerization.
Bill is very busy running the local operation and meeting
his ACL duties. He sees a need for one or two additional general
managers to help oversee operations. As discussed in the previous
section on staffing, a better workforce would benefit the
Co-op's business ventures. Grade 6 is the highest education
level held by current staff in the Co-op, except among management.
John identifies a need for strong management to move into
two unfilled positions in the retail outlet. He explains,
"Strong management is needed in order to maintain the retail
operation's viability. There are confusion and wasted efforts
among staff, which can be remedied by good management. We
want to make operations easier so more responsibilities are
shared and better productivity is achieved."
He continues, "All administrative work is done by hand. If
somebody comes in for the value of their shares, it is very
time-consuming to give them an answer. Computerized checkouts
would remedy that situation and also help with inventory control.
Pricing merchandise would be improved and we wouldn't have
to go through countless files to do an invoice."
Environmental
Friendliness
Bill feels that Native people have been raised to be aware
of the environment and minimize any negative impact. He sees
that more people are becoming aware of the need for better
methods of garbage disposal and better filtration for sewage
disposal in the community.
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Bill
states, "I think that we have been leaders in Cambridge
Bay for bringing in biodegradable materials. We're always
looking at new products, especially to replace plastic bags.
I must say that disposable diapers are one of the worst
pollutants in the Arctic. I see a lot of diapers out on
the tundra when I go hunting." Another item of note is that
by keeping the fishery going for the shortest period of
time possible, the Co-op is minimizing any waste products,
which might create pollution for the community.
Sustainability of the Business
After weathering the slump of the 1980s, Bill is cautiously
optimistic about their chances of surviving another economic
downturn. He states, "I've got to go through a slump to
know if we could survive because people don't spend money.
They always have to buy groceries though. We may not suffer
as much, but we would suffer."
Future Development
Any plans for future expansion would be contingent on the
impact of competition and the availability of skilled labour.
Additional services in the short term, might include a pizza
or fast-food outlet in the store or hotel. In the long term,
a new retail outlet and hotel expansion are possible. Bill
explains, "The building which houses our retail operations
is ten years old now, and buildings don't last long with
the type of weather that we have here. The board of directors
are looking for a new piece of land to build a store and
perhaps a daycare centre. We may expand the hotel, but we
have to see the impact that the new hotels will have on
our business first."
Bill has no firm plans for the future but he knows he will
always support the Co-op, at least as a member. He plans
to retire someday.
"I've been with the Co-op almost ten years. I took
on a challenge that I think has come to an end because the
business is successful. I would say get out while everything
is working right and then if they get in trouble, they can
call me in to help with it. I'm getting to that age when
I have to look for something else rather than doing this
all the time. I might start a tour operation and live off
the land. I like fishing, hunting, and walking. I want to
do something that interests me because there are a lot of
parties and you could end up an alcoholic quickly. I really
don't want that for myself.
I think we have people in place who have the ability to
continue operations. However even when you cultivate people
as successors, you never know what you going to get until
they takeover. I've seen many problems, not only in the
co-op system but in other Native organizations, where new
people take advantage of their positions."
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