Household Twothirds of the employees were transferred to it, the remainder continuing at Etruria until the end of the war when there was a further expansion of both factory and capital and the transfer was completed. The highly organized Barlaston factory called for a much 'tighter' quality of management. In 1946 Norman Wilson was appointed a director the first nonfamily member of the Board for fifty years. He had been Works Manager for many years and had played a vital part in developing the new factory. In 1946 F. Maitland Wright was also appointed to the Board. He had previously been a director of another pottery firm and was connected to the family by marriage. But for some time the directors had been watching problems of management with particular care and today most of their managers are under the age of fifty, some having grown up within the firm or at least the industry but a number having received professional training and experience in other fields. Titles like Cost Accountant, Order Progress Manager, Work Study and Training Manager, and Personnel Manager were virtually unknown in the pottery industry, but they are a vital part of the management structure in Wedgwood, and have helped to increase productivity by seventy five per cent in twenty years. Good labour relations have an important bearing on the quality of pottery production, which, at all stages, still calls for a high degree of hand craftsmanship. Wedgwood were one of the first firms to set up a Whitley Council, and their present Works Committee carries out its welfare and management advisory functions smoothly but vigorously. There is a noncontributory pension scheme for operatives and a contributory one for staff, a generous sick pay scheme, and a profitsharing arrangement for staff and key workers. This has all contributed to the esprit de corps which is selfevident to the 35,000 visitors to the Barlaston factory each year, and to the record of long service on the part of many Wedgwood employees. Such developments as these have been matched on the marketing side by the innovation of Wedgv Rooms shops within shops staffed, designed, and operated by the firm, under concessions from nearly thirty stores throughout the country. This has been of immense importance because, prior to this development, and with the exception of the firm's showrooms in London, New York, Toronto, and Sydney, the Wedgwood displayed to the public was left to the choice of individual store buyers. Wedgwood's own retail organization has provided direct contact with the public which will probably be used increasingly for purposes of market research. Sales in the home market have been increased fourteenfold since 1938. Concurrently with this development, the firm also set up its own public relations and advertising department. This was another innovation calling for outside personnel. With this high degree of organization taking place the Wedgwoods may well have been tempted by the mass market. homemoney to purchasehow