Having a clear vision which embodies an organisation’s values is a key factor in helping to achieve its objectives. For Syngenta, a world leader in producing seeds and crop protection, vision and values really matter and together are the foundations of its brand integrity. They help to co-ordinate and motivate employees to work towards a common goal.
As an example of what can go wrong when vision and values are lost has been seen at a previously successful retail business, JJB Sports. In five years it has gone from one of the UK’s largest sellers of sportswear to a company that is now set to appoint administrators in the face of mounting losses and high debt levels. (BBC, 24 September 2012)
Founded in 1971 by former professional footballer Dave Whelan, the business started with just one shop. The company steadily grew, becoming a profitable household name and eventually reaching a peak of 430 stores across the UK and Republic of Ireland by 2005. However, when Mr Whelan left JJB in 2007, it appeared to lose its vision, core values and drive.
Matt Piner, lead consultant at retail research group Conlumino said, ‘If you look at [JJB’s] two main rivals, both are focused: Sports Direct on offering the best possible value for money, while JD Sports is at the fashion end of the sportswear market. By contrast, JJB didn’t have a coherent offering, so there was no reason for customers to want to go there – it was more expensive than Sports Direct and did not have as fashionable an offering as JD Sports.’
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