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Q. major high street retailers and supermarkets are tougher on suppliers and I had enough. If I can not money by selling their, I don't see why I should. This means turn volume makes redundant people, and important to our work but I don't want to be an idiot busy and penniless. What do you think?

A If you can't offer great value for money doesn't bother supermarket buyers. They are trained to get the lowest price and promotion prospects depend on the maximum margin of manufacturing. Some may be difficult to treat, but be patient. Some buyers remain in the same lengthy work. The next new buyer perhaps a guy, but he will still best price screw. You cannot blame a buyer to push as hard as it can.

You say that you will make money, but do your competitors also show a loss on sales of supermarket? I doubt it. Watch carefully your pricing structure. If competitors are profitable - what they are doing you must copy?

If you are not suited for the cut and thrust of the world supermarket, you develop a product of the premium you can sell from specialist retailers. But don't expect an easy ride. Range top buyers can also drive a hard bargain.

Q I buy more in the idea that I should leave the poorest performers in my company - background - 10pc annually to keep everyone on their toes. It seems difficult but actively manage people out of business which does not contribute as much as anyone else would do the right thing, is not it?

A first I came across this idea when I read the book by Jack Welch to his career at General Electric. I thought that his approach was fairly draconian (even me), but to understand what he said.

Try a simple exercise. Rate of your colleagues have to 10. If you have some groups of three, four and five, they should be encouraged to leave. If you repeat the exercise in the 12 months when low scorers are gone examine you closely Rugby Sevens and the current. This hard line and do not be tempted to replace outgoing - use some of the savings to pay your superstars more money, leaving little to boost your bottom line.

Most managers choose the easy life. Spurred by the managers of human resources that highlight the problems of makes redundant people they let colleagues in the wrong job for too long.

Follow standards is a large part of your work and that say you goodbye to drongos the rest of your workforce will be delighted to see their.

Cancelling your existing directors Q that seem to do a good job, if you had the chance would you name your card perfect and it would Angelina Jolie?

A This is one of the thorniest issues that I discussed - gathering of the people is the most difficult part of the work.

My first choice is Simon Cowell, someone who seems to do a lot of money almost by instinct. Then, Bill Gates, not for his computer expertise or money, I just admire the way he gave his fortune. My third pick is Sir Terry Leahy, probably the best retailer in the United Kingdom (and next spring, he could find something to do). I'm also including my Alex woman who has been Advisor me more than 40 years. Alex doesn't like meetings, but may be tempted to attend if I chose to Mick Jagger, who has a good business brain. His alleged mean streak will help keep us under control.

That gives me finally to Angelina Jolie. My son James pointed out that we have an interest in the adoption and considers that it would be a good addition to the team. I need to convince more.

? John Timpson is CEO of high-street Shoemaker and key Timpson tool. Send him your questions management: askjohn@telegraph.co.uk

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