Mission, vision and values ​​of manufacturing companies (II). JM sports case

If you’re interested in defining the mission, vision, and values ​​of manufacturing companies, here’s how.

They are elements that carry the company, guide it in the present and lead it into the future.

So in this second part, from some posts designed to teach you how to define these elements, you’ll get the necessary details to express them.

This makes it easier for you to order all of the organization’s resources with a view to their optimal functioning.

To draw your attention to the first part, or to remind you if you have already read it, we must say that in the case of JM Sport we have given you a precise definition of what the mission, vision and values ​​of a production company represent.

And now we will give you details you can learn:

• How to formulate mission, vision and values ​​of manufacturing companies.
• And also identify what customers are looking for in your manufacturing company (the jobs to be done).

It’s very interesting, so… let’s get started.

How do you formulate the mission, vision and values ​​of production companies?

The mission in the case of JM Sports

Let’s remember that a company’s mission is the precise and clear expression of “what” the company stands for.

In the case of the JM Sports company, which produces sportswear and accessories of the same style, it was defined as follows:

You’re wondering how they got there?

Well, they followed a few simple steps and answered key questions like the ones we present in the image below.

Now let’s break down this mission:

This gives us the opportunity to move forward and learn to formulate the vision of a manufacturing company.

The vision in the case of JM Sports

Let’s remember the following about this company:

At JM Sports, Juan Méndez’s initial company, along with his mother and several friends, initially only made flannels business stages.

Over time, other products such as jackets, sports uniforms and bags were added to achieve optimal performance as a manufacturing company.

Then they saw the need to better define the future direction of the company, bearing in mind that the vision is ‘where do you want to go as a company’, to look ahead and to specify how you want your organization to look like.

And because its goal is always to offer products with an original, exclusive, quality design and at a good price, it takes into account its customers, men and women between 16 and 30 years old, with a taste for rock and art, as well as athletes… They defined the following business vision:

“To be the company that dresses the new generations of the five continents with its own personality”.

Such an ambitious vision of JM Sports is the result of applying the BHAG methodology to their English acronym and implies that it is:

Big (tall) Hairy (hairy, difficult) Audacious (fat) Goal (having goals or objectives).

In addition, they wanted to define the vision of JM Sports using the SMART method, which allows to express a vision with the following characteristics:

S (specific) M (measurable) A (achievable) R (relevant) T (limited in time).

She is serious:

“In 15 years, to be the preferred manufacturer of rock and art lovers who want to wear sportswear with designs that match their personality through exclusive collections in European countries.”

With an eye on the short, medium and long term and already with two of their own premises for the direct sale of their production, they worked according to the EOS methodology and their vision as a company as follows:

Quarter view:

“Bring our products directly to our customers by opening two own stores in different regions of the country.”

Vision after 1 year:

“Increase to 12 nationwide direct sales branches of our products.”

at 3 years

“Meet 80% of the demand for sportswear with expressive rock and art styles, supported by our own stores and direct marketing campaigns.”

10 years vision

“Establish 2 branches in the same number of major cities in the neighboring countries.”

at 25 years

“To establish ourselves as the manufacturer of choice for those who want to show their passion for rock and art through their sportswear and accessories in 20 countries in Europe.”

Pay attention:

It is not necessary to go all these ways to formulate the vision of a manufacturing company.

We just show you the alternatives and methods so you can put it into practice…

However, if you want to see all of them in detail, be sure to read our post: Business Vision: 3 Methods to Create It.

Other aspects to consider:

On the other hand, if your business is in the desert crossing or erratic growth phase, you start billing and delegating some functions, it would be appropriate to apply the Eisenhower Matrix.

It enables you to evaluate and increase the productivity of your company administratively, operationally and strategically.

In the case of JM Sports, look at how they rely on a CRM called to drive the consolidation of their vision Platzillato manage your sales, among other things. So be sure to check out how it would be useful in your business.

Now let’s go ahead and learn to define other fundamental elements of the company.

Values ​​at JM Sports

Let’s remember that Juan and his working team embody in their products a specific theme – rock and art – aimed at new generations to express their personality.

They all agree that it’s important to sell quality pieces, a point that’s almost an obsession, which is why they put a lot of dedication into the design and manufacturing process in limited-edition collections.

This comes from personal experience, due to unsatisfactory experiences when they acquired parts of mass production and easy spoilage in their youth, which drove them to aim to work for more durable products.

They identified a situation in it that prompted them to highlight how to do things, i.e. their business values.

Defined like this:

• UNIQUENESS: We believe that everyone is different, so we give each piece details so that it expresses personality when worn.
• Feel good: Comfort has to be durable, which is why we only use the highest quality materials.
• Expression: Dressing differently is not a luxury, it is part of the nature of every human being.

To arrive at these values, they used simple techniques such as brainstorming, storytelling, and work team feedback, which you can detail in this blog with our Company Values: Pillars of Success posts. Part I and Part II.

All this allows us to confirm that JM Sports is a factory that can be identified as a manufacturing company that offers “improvements based on experience” according to the Tier Matrix entrepreneur classes.

In your case, if your company was previously an idea, evaluate it using the tool known as “Star Matrix” to create a diagnosis that will help you, among other things, to define the basic elements of the company.

Finally, we’ll help you “identify the work people are trying to do with your products” with everything you need to know to define the fundamental elements of your business.

Let’s see:

What customers are looking for in your products (Jobs to be done)

It’s about looking beyond what the products (or services, if that’s the case) represent at first glance.

Let’s analyze:

We focus on the jerseys by JM Sport.

We can say that with flannel people try to do the following:

• A functional job: dressing. In this case with high-quality clothing.
• An Emotional Work: Showing safely and correctly something as personal as your musical and artistic taste.
• A Social Job: Display a lifestyle that sets you apart by wearing quality, unusual clothing.

Luckily, at JM Sport they have captured this very well to facilitate the work that people are trying to do with their sportswear.

That’s why they grow as a company.

What do you get from using the job-to-be-done perspective?

• Achieve much more with your products by better responding to customer needs.
• In addition to identifying potential customers.
• Which will be reflected in an increase in sales.
• And your factory will grow.

See your business through the job to be done by following everything we teach you in this video.

Conclusion

Today you have learned everything you need to define the mission, vision and values ​​of manufacturing companies.

We gave you these concepts and a good example of the mission in the first part of this post.

In this second part, through a practical case, you have obtained all the information to formulate these fundamental elements in any organization.

And as a bonus, we introduced you to Job to Done, which in other words is the work people are trying to do with your products.

Consider what stage your production company is in and if it’s still an idea, determine your type of business using the animal matrix and then use the star matrix to evaluate your idea.

If your manufacturing company is making progress in the early stages, e.g. For example, crossing the desert or being in erratic growth, don’t stop using the Eisenhower Matrix to increase productivity.

And if your company is growing regularly or optimally, you certainly already have a set of employees and management systems, all favorable in defining the basic elements of the company.

Don’t stop putting everything we’ve taught you into practice so you have your manufacturing company’s mission, vision and values ​​- plus the job to get done.

This allows you to align all resources to achieve the optimal functioning of the company.

Thank you for reading us.

Until next time.