:00:30. > :00:40.may have been buried in his place. This is your weekly guide to who is
:00:40. > :00:42.
:00:42. > :00:52.making the cash and what it means for the week we work. I am joined
:00:52. > :00:59.
:00:59. > :01:06.Greece is getting a new Government. George Papandreou has tonight
:01:06. > :01:13.agreed to step down so there can be a new Government of national unity.
:01:13. > :01:17.We will start on this discussion. Political instability might have
:01:17. > :01:23.eased a little bit in Athens tonight, does that help the
:01:23. > :01:27.economy? I think the markets will welcome what has been decided this
:01:27. > :01:33.evening. At least we are not seeing another eurozone country lurched
:01:34. > :01:39.into a political crisis. For the time being it is welcomed. The
:01:39. > :01:45.challenges facing the eurozone are still there. Until we see some
:01:45. > :01:50.decisive action and resolution to those even the UK economic
:01:50. > :01:55.prospects will be very uncertain. There is the key issue you have
:01:55. > :02:02.gone straight to. Often the simplest questions are the hardest
:02:02. > :02:08.to answer but we will give it a go anyway. Why does what happens in
:02:08. > :02:13.Greece affect the UK? It will not be an isolated event if they fall.
:02:13. > :02:23.There will be crisis in confidence about the stability of other
:02:23. > :02:25.
:02:25. > :02:29.eurozone economies. We will see out pooped fall. -- output. The global
:02:29. > :02:34.financial system will see consequences. When credit rise up
:02:34. > :02:43.we have seen what happens. The big fear is that if the banks get
:02:43. > :02:53.nervous and stock-lending we will have credit crunch Mark Two? --
:02:53. > :02:59.stop lending. That's right. What impact has all of this crisis had
:02:59. > :03:05.on companies like cures? Minimal impact so far but our biggest
:03:05. > :03:11.concern is that things start to unravel in a disorderly fashion.
:03:11. > :03:16.What we and many other businesses want is stability. I really hope
:03:16. > :03:21.that the Government's get together and sort this crisis out. That is
:03:21. > :03:25.what you are hoping for but on a day-to-day business when you are
:03:25. > :03:30.sitting in head office drawing up a strategy for the business do you
:03:30. > :03:37.need to factor into your decisions on investments and hiring new
:03:37. > :03:43.workers or buying new equipment, as the health of Europe come into that
:03:43. > :03:47.thinking? I think it does. Hour products are quite resilient to
:03:47. > :03:52.economic conditions but we are focused on other markets outside
:03:52. > :03:59.Europe. Our Asian markets and some of the emerging markets in South
:03:59. > :04:07.America. They are coming into our plans all the time. And you have
:04:07. > :04:13.less involvement with countries to use the euro as this man, the you
:04:13. > :04:19.have a sense of relief? There is a sense of relief but equally we have
:04:19. > :04:25.a lot of Europeans coming into the UK who are propping up the luxury
:04:26. > :04:33.market in the UK. This instability and impending crisis does not help
:04:33. > :04:39.sales within the UK. We are focused on the Far East and the States.
:04:39. > :04:45.do not have the European connection, but the instability and confidence
:04:45. > :04:50.in the UK matters? Absolutely. For the last few months retail in the
:04:50. > :04:55.UK has been very tricky. The bend the markets are worried about his
:04:55. > :04:59.Italy, the possibility that it might be charged so much in
:04:59. > :05:05.interest by international lenders that it will not be able to afford
:05:05. > :05:11.those loans and will have to go to other nations for a bail-out?
:05:11. > :05:18.was always the concern, once we have dealt with Greece, Portugal
:05:18. > :05:22.and Ireland, who would be the next victim, Italy? We need to step in
:05:22. > :05:28.and support those markets. We are not quite there yet and we need to
:05:28. > :05:37.take steps to have more transparency around their public
:05:37. > :05:43.finances. It is the lack of growth and structure that is concerning.
:05:43. > :05:48.It is like a domino effect. Is it a fundamental problem that Italy
:05:49. > :05:53.needs to address? Italy has significant levels of public debt
:05:54. > :05:59.which has been the concern over the last year or so. The growth
:05:59. > :06:04.prospects have also been extremely weak. Concern is justified to a
:06:04. > :06:13.degree. Thank you. Now time for our quick flick through some of the
:06:13. > :06:17.more important stories of the week. This is what is thought to be
:06:17. > :06:21.Europe's first commercial camel milk farm. It is in the Netherlands
:06:21. > :06:28.and there are plans to put pints of the stuff on supermarket shelves.
:06:28. > :06:38.They are already making ice-cream from it. A man in New York got
:06:38. > :06:43.
:06:43. > :06:52.married then divorced and he is now suing the photographer for his part.
:06:53. > :07:01.If you are looking at the cocktail menu have about this? A special dog
:07:01. > :07:06.friendly evening. Organisers hope that the regular event will help
:07:06. > :07:16.business. It says here let's hope that he is Barking up the right
:07:16. > :07:17.
:07:17. > :07:23.tree. Oh dear! The camel's milk, it shows the importance of being first
:07:23. > :07:31.and business with new ideas. Innovation is almost always good.
:07:31. > :07:35.If you look at British Industry, many companies are innovative,
:07:35. > :07:41.quick to commercialise new ideas and turn an idea into revenue and
:07:41. > :07:46.jobs. I think clearly being first to market is advantageous and
:07:46. > :07:51.allows companies to develop niche products and services. Looking back
:07:51. > :07:57.at history there are plenty of examples that should never have got
:07:57. > :08:02.off the drawing board! I think you would regard yourself as a bit of
:08:02. > :08:08.an innovator. You set up a posh jewellery chain because you had
:08:08. > :08:16.some hand-crafted jewellery left Dover and you thought you'd pop
:08:16. > :08:22.round to Harvey Nicks and sell it? It is addressing an Nish audience.
:08:22. > :08:28.It is an interesting one creating an event around a particular
:08:28. > :08:34.customer. It is all about finding your democratic -- demographic and
:08:34. > :08:40.addressing that. Do you think of yourself as an innovator in your
:08:40. > :08:44.line of business? I would hope so. If you are not innovating you
:08:44. > :08:52.cannot distinguish yourself from what has gone before so I think it
:08:53. > :08:57.is very important to create something new. And you are
:08:57. > :09:05.definitely an innovator. You stare lift is known across the country
:09:05. > :09:11.but it pretty much exists for only by chance. Indeed. I will not take
:09:11. > :09:18.the credit, that goes to my father and uncle. We were in commercial
:09:18. > :09:23.lifts and the market contracted in the 1970s. My father was dealing
:09:23. > :09:30.with inquiries in people's houses from prospects that were having
:09:30. > :09:37.difficulty getting up and down the stairs. He did some research. He
:09:37. > :09:47.found some ski-lift designs and handed those over to the guys in
:09:47. > :09:57.the factory and the knock up a steer left. He went out to an
:09:57. > :10:01.
:10:01. > :10:07.inquiry and made a sale. -- stair- lift. Now about these wedding
:10:07. > :10:13.photos. Is the customer always right? I think the customer is
:10:13. > :10:18.always right. You have to work with them. There are also going to be
:10:18. > :10:23.issues that arrive out of the service will stop for example, we
:10:23. > :10:27.had many customers who use our ski- lift products not just for
:10:27. > :10:33.themselves but they might like to Hoover upstairs or take their
:10:33. > :10:43.suitcase upstairs. A few of our customers use them for their pets
:10:43. > :10:49.
:10:49. > :10:53.or docks and I have never received a complaint yet. -- dogs. If the
:10:53. > :10:58.customer always right? We know that the customer is not always right
:10:58. > :11:02.but it is how we treat them, we have to empathise and understand
:11:02. > :11:09.where they are coming from and find a solution that suits them. It is a
:11:09. > :11:13.tricky one. How do you tell them they are wrong? I think you have to
:11:13. > :11:19.empathise and try to understand where they are coming from and then
:11:19. > :11:24.lead them towards a more reasonable conclusion. Sometimes it is a
:11:24. > :11:29.misunderstanding. A watch is a very complicated instrument and
:11:29. > :11:33.sometimes it is misunderstanding how you use a mechanical watch.
:11:33. > :11:38.What about the dog drinking from the cocktail glass, do you think it
:11:38. > :11:48.is a gimmick? It is a rather fun thing to see darling, I am taking
:11:48. > :11:53.
:11:53. > :11:59.Leigh, using a gimmick is sometimes a used in catching -- Kadri
:12:00. > :12:09.imagination? They cannot be a bad thing. What is the biggest bunch
:12:10. > :12:13.
:12:13. > :12:20.you have ever pulled? -- stunt. produced a sterling watched for an
:12:20. > :12:30.event in Hong Kong. The winner was presented with a silver rugby ball.
:12:30. > :12:31.
:12:31. > :12:41.It was a huge success! Any gimmicks that you have used to? Yet to use
:12:41. > :12:44.
:12:44. > :12:50.one like that. Dogs in stair lifts. Your business is very well placed
:12:50. > :12:55.to take advantage of changes in society. More people living longer,
:12:55. > :13:03.living healthy lives, it means they need more equipment, more care in
:13:03. > :13:11.their homes? Yes they do. It is well known that staying in your own
:13:11. > :13:15.home, having independence, is a much better solution for them.
:13:15. > :13:20.Aides to been adaptations are required. Our business benefits
:13:20. > :13:26.from being involved in that sector. Have you done anything King in how
:13:26. > :13:35.much your business might benefit from this -- have you done any
:13:35. > :13:41.thinking about how your business would benefit? In the UK, a lot of
:13:41. > :13:47.our business is funded through the public spectre -- public sector.
:13:47. > :13:55.That is offset by growth in the private sector. We do make
:13:55. > :13:59.projections. How much have you manufacture and you do in the UK?
:13:59. > :14:06.Most of our manufacturer is done in the UK. We have a factory in the
:14:06. > :14:13.Czech Republic. It is important to be close to the customer. Most are
:14:13. > :14:20.our customers are in this country. We have manufacturing plants here.
:14:20. > :14:29.We have many customers in the eurozone as well. Why is important
:14:30. > :14:36.to be close to customers? Is the shipping costs, or time? With any
:14:36. > :14:46.stair lift part dark -- putt, when they decide they need one, they
:14:46. > :14:46.
:14:46. > :14:50.needed quickly. Being in a family business, you are a joint managing
:14:50. > :14:55.director with how many other relatives? My older brother,
:14:55. > :15:02.younger brother, cousin, they are role managing directors. There is
:15:02. > :15:10.my uncle and father who are in the background as chairman. We do it
:15:10. > :15:20.has a team, a professional team, we have none family members as well. -
:15:20. > :15:29.- non-family members, as well. We believe in talking through problems.
:15:29. > :15:39.Family businesses are seething viper's nest. Are you the anyone
:15:39. > :15:39.
:15:39. > :15:44.the country that is not? Things are pretty good.
:15:44. > :15:50.The boss of Lloyds Bank shocked a lot of people when he said he was
:15:50. > :15:58.taking time off to cope with stress. He did not get a lot has sympathy
:15:58. > :16:06.on Twitter. It must be hard pushing that wheelbarrow full of money said
:16:06. > :16:16.one person. You know what it is like to have the but stopping with
:16:16. > :16:17.
:16:17. > :16:26.you, do we take stress seriously enough? -- buck stopping. Stress
:16:27. > :16:33.can be used for. -- used for. I'm not sure we take it stressed the
:16:33. > :16:42.enough -- seriously enough. We should be grateful that someone has
:16:42. > :16:45.stirred up and said, I am stressed, I need time off. Had the bank
:16:46. > :16:55.announced that he had a stroke -- that he had a stroke, or cancer,
:16:55. > :17:00.people would not take it this way. Engineering is your background,
:17:00. > :17:07.that is a very macho industry. Could someone in your industry say
:17:07. > :17:15.they were stressed, and that would be taken seriously. It would be
:17:15. > :17:20.difficult. It would not receive the same attention. It has risen up the
:17:20. > :17:23.rankings in terms of reason why people take sickness absence. There
:17:23. > :17:27.are substantial costs of people taking time off work for various
:17:27. > :17:32.reasons. It does have to be taken seriously, and addressed from a
:17:32. > :17:40.range of mechanisms right across the private sector. We are seeing
:17:40. > :17:44.companies tackling it. I think it is being taken more seriously.
:17:44. > :17:52.There were some, saying, it is all by a well for a big bosses say they
:17:52. > :18:01.have stress, but sometimes when bank staff say that they are not
:18:01. > :18:10.treated properly. I can sympathise! Sometimes stress is seen as
:18:10. > :18:13.malingering. I would like to think that attitudes are changing slowly.
:18:13. > :18:20.They have to be better communication. People need to
:18:20. > :18:29.receive better training, to manage their sickness absences. Can big
:18:29. > :18:35.bosses Evered met any weakness -- ever admit any weakness? I think
:18:35. > :18:42.they can. It is very often misunderstood. People see it as a
:18:42. > :18:46.lack of strength, a lack of leadership. If it is communicated
:18:46. > :18:54.directly, it can be very helpful, and galvanised people. It is
:18:54. > :18:59.difficult. Let me bring union. You have procedures in place in your
:18:59. > :19:05.company for dealing with this? try to create a rewarding workplace,
:19:05. > :19:09.that is one of our fundamentals. We have workplace seminars, it is key,
:19:09. > :19:12.in getting managers to understand stress, to recognise the symptoms
:19:12. > :19:20.in themselves. You need that to recognise that in your staff as
:19:20. > :19:28.well. You yourself, you recognise stress as a serious condition, not
:19:28. > :19:35.someone trying to get a day off? Were to recognise it. -- we do
:19:35. > :19:45.recognise it. It is a result in our business. We hope it is not too
:19:45. > :19:53.much red problem. -- too much of a problem. If you're stressed, they
:19:53. > :20:02.have -- you have relatives to replace you? In time they will be
:20:02. > :20:12.held to step into the role. -- they will be able to step into the role.
:20:12. > :20:15.Everyone has been to a farm shop, what about a farm in a shop?
:20:15. > :20:20.You would normally associate farming with the Rolling films --
:20:20. > :20:28.rolling hills of the countryside. Certainly not be busy, and bustling
:20:28. > :20:35.East End of London. But here is a real-life working farm. I'm going
:20:35. > :20:42.to learn more about it. I'm going to meet for -- Paul, one of the co-
:20:42. > :20:52.founders. Tell me what is going on here? We are trying to grow food
:20:52. > :20:53.
:20:53. > :21:03.within this building. This project came about in Corporation of
:21:03. > :21:10.
:21:10. > :21:14.Hackney Council. -- working with. This is a fish farm. The waste
:21:14. > :21:24.water from the fish has nutrients which we used to grow plants.
:21:24. > :21:29.
:21:29. > :21:36.else have you got here? I'll show you. This is our cafe. It is a poly
:21:37. > :21:46.tunnel. It is both an event space, and a cafe. We try and grow things
:21:47. > :21:47.
:21:47. > :21:53.which are perishable. We have spinach, radishes, broad beans, and
:21:53. > :21:58.tomatoes, which are fantastic when they are fresh. Our revenue streams
:21:58. > :22:04.are coming in through the cafe, we also run a workspace, of creating a
:22:04. > :22:10.hub for people to get involved. The important thing is our direction of
:22:10. > :22:20.travel. We're trying to grow food, and sell it in the High Street.
:22:20. > :22:21.
:22:21. > :22:26.Follow me. After you. This is our refrigeration room. What have you
:22:26. > :22:34.got going on in here? We have a different type of lighting here. We
:22:35. > :22:39.are growing tomatoes, chillies and peppers. We have done a big harvest.
:22:40. > :22:49.We want to see this our -- we want to see decided replicated on
:22:49. > :22:54.streets around the UK. We are going to try and do it on a bigger scale.
:22:54. > :23:04.If you live down the road, you can bring you produce there, we will
:23:04. > :23:05.
:23:05. > :23:11.buy it off you and salad. -- buyers are few and sell it. People are
:23:11. > :23:16.buying more from local shops. Is bigger not necessarily better?
:23:16. > :23:19.Small shops have a very important role to play on the High Street.
:23:19. > :23:26.They offer a niche products, and they act in maintaining its
:23:26. > :23:35.shoppers in a local area. It is good to have a range of products
:23:35. > :23:45.and services. It offers convenience, we shoppers require. -- which
:23:45. > :23:54.
:23:54. > :23:58.shoppers required. We harvest her a whole kilo. This farm shop is a