However, there were some incidents about internal decision making which reflected some enduring inconsistencies in adaptation to enhance survival of the enterprise. It was traditional that junior employees were socialised not to take sole responsibility for key actions. Only the strategic leader had the ultimate decisional power to initiate adaptive action. One of the strategic leaders reflected that this socialisation of employees was a persistently strong disabler to the distribution of authority suitable to promote proactive adaptation to changing circumstances in the business environment to survive threats. 5.2.7.2 We value customer relationship benefits Strong consensus among strategic leaders prevailed around the conviction that time spent talking to customers to initiate, shape the nature, quality and strength of relationships yielded benefits. These benefits took the forms of market penetration, rapid business growth, and reliable relationship with big chain retailers as customers. One of the strategic leaders expressed excitement with how initiatives directed at enhancing customer contact made huge, positive differences to the enterprise: Initially, there was a captive market, that is the patients, and there was little need to market our products‌ Later on, we recruited a marketing officer to interact with the market. We had decided to go for the bigger market. There was a need to go out, and intentionally look for the markets. We needed someone to go out, frequently contact, manoeuvre and talk to the retailers. Itâ€&#x;s amazing how thing work and we are growing our market faster than we can deliver the products. Thatâ€&#x;s our new problem now. Few years ago, we were only distributing to few retailers in the capital city. This was simple. We have recently signed a big agreement to distribute to PTC chain retailers all over the country. We are investing in a generator, and then we will buy a big distribution vehicle so on and so forth. We will grow from there...
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