vision &n mission critique

8/12/2019 vision &n mission critique

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Q1.Critique the Vision & Mission statements of the organisation

Johnson & Sholes(2008) defines mission & ision as follo!s"

#$ mission is a general e%ression of the oerall urose of the organisation' !hih' ideall'

is in line !ith the alues and e%etations of ma*or sta+eholders and onerned !ith the

soe and ,oundaries of the organisation. -t is sometimes referred to in terms of the

aarentl simle ,ut hallenging question" What business are we in?/

$ vision or strategic intent is the desired future state of the organisation. -t is an asiration

around !hih a strategist' erhas a hief e%eutie' might see+ to fous the attention and

energies of mem,ers of the organisation.”

EABL WEBSITE

#ast $frian re!eries imited ($) is ast $fria3s leading ,randed alohol ,eerage

,usiness !ith an outstanding olletion of ,rands that range from ,eer' sirits and adult non

aloholi drin+s ($4$5s) reaffirming our standing as a total adult ,eerage (6$)

oman.

7ith ,re!eries' distilleries' suort industries and a distri,ution net!or+ aross the region'

the grou3s diersit is an imortant fator in deliering the highest qualit ,rands to ast

$frian onsumers and longterm alue to ast $frian inestors.

$s a onsumer drien ,usiness $ ta+es time to stud the mar+et and understandonsumer needs and !ants as !ell as ho! ,est to satisf them. 6hat is !h !e onstantl

inest in innoating and renoating our ,rands to sta at ar !ith dnami onsumer trends.

6his goes hand in hand !ith our Vision to ,e the most ele,rated ,usiness in astern $fria.

Our Purpose:Celebrating life every day, everywhere.

Our Vision:To be the most celebrated business in every maret in !astern "frica.This means attaining the following:

a) mloer of hoie ,)5eliering suerior total shareholder returns

) 9ore for good in eer mar+et in ast $fria

Our Values:

Our Values are at the heart of our business. They form a critical element of our corporate

strategy, influencing the way we wor everyday and everywhere.

We are passionate about consumers. Our curiosity and consumer insights drive our

growth. #e cherish our brands and we are creative in pursuing their full potential. #e are

innovative, constantly searching for new ideas that drive growth and developing them across

the business.



We value each other. #e see and strive for inclusion and diversity, mutually fulfilling

relationships and partnerships and respect for people$s lives.

#e give ourselves and each other the Freedom to Succeed. #e trust each other, we areopen to challenges and we respond %uicly to the opportunities this creates.

#e are Proud of what we do and how we do it. #e behave responsibly with the highest

standards of integrity and social responsibility.

#e strive to Be the best. #e are always learning and improving, we set high standards and

stretch to e&ceed them. #e celebrate our success.”

:iere & ;o,inson(2011) onur that three indisensa,le omonents of mission statements

are the seifiation of ,asi rodut or serie'seifiation of rimar mar+et &

seifiation of rinial tehnolog for rodution or delier.6his is not learl artiulated

in $/s mission.<o!eer' it ma ,e imlied sine missions are not neessaril e%eted

to ,e e%liit & doumented.

$ requires to ma+e eonomi rofit for its surial in the future to ,e

*ustified.<o!eer'it defines its mission in terms of ele,rating life eerda'eer!here.

6his mission needs to ,e learl artiulated to aoid am,iguit in ,usiness long term urose

definition.<o!eer' it is eas to reall.

6his $/s mission statement aears to ,e insiring ,ut diffiult to interrete.Simle &

lear mission statements that are eas to interrete reate more imat throughout the

organisation than omle% & detailed ones that are diffiult to remem,er.

6he $/S Vision an ,e modified to ma+e it more releant as stated ,elo!"

#6o ,e the 4o.1 drin+s oman , alue & Segment in astern $fria , 2020.

$ !ell esta,lished strategi diretion roides guidane to the sta+eholders inside the

organi=ation !ho are largel resonsi,le for arring it out. $ !ell defi ned diretion also

roides e%ternal sta+eholders !ith a greater understanding of the oman and its atiities.



Q2.:S6 $4$>S-S

P!'T!( ")"(*'+'

Political actors

!"-(s operations are greatly influenced by the political forces.

" stable east "frican government favours economic stability .'outhern 'udan recent

formation of government provides huge opportunities for growth.

+nfrastructure investments in roads rehabilitation, airports / ports mordenisation within theregion provide opportunities for reducing the cost of doing business.

!conomic actors:

" steady !astern "frican economy promises a growing 01P average of about 23.

'trigent ta&ation of alcoholic products hurts industry profitability.

" fast growing population means more people are reaching the legal drining age.

(ow percapita consumption of beer at a regions average of 4(itres versus the global

average of 52(itres.

)atural gas discoveries in Tan6ania,Oil discoveries in 7ganda,8adagascar / 9enya as well

as oil e&ploration in wanda is e&pected to fuel upwards the per capita alcohol consumption

rate.

'ocial cultural actors:

(ow income levels / a fairly substantial population of muslim community is impacting on

alcohol sales in Tan6ania,'omali ,!thiopia / 'udan.

" growing middle class with a good disposable income is boon for the industry.

Technological actors:



!"-(s appetite for continuous improvement and innovations and has led large capital

e&penditure investments directed towards improving its technological prowess to meet the

changing re%uirements of a growing economy.

0ood mobile penetration levels within the region provide opportunity to reduce the time

taen to maret to the (egal drining age ;(1"< consumer at a lower cost.

!nvironmental actors:

The pollution, global warming,loss of biodiversity / habitat as well as depleting water and

energy resources are a cause of concern for all.

(egal actors:

!"-( continues to be impacted by the changing regulatory policies e.g. ban of 'achets in

7ganda, "1C" ("#' in 9enya etc

+mplications for threats / opportunities

a<T=!"T'

• 0rowing intense competition in 9enya,7ganda / Tan6ania

• (iely entry of new beer / spirits competitors in the maret

• =igh inflation costs,currency,depreciation,energy crisis / rising interest rates

• +ncreased legislation / regulation in 9enya / 7ganda.

• 7nstable world crude oil prices

• +ncreasing operating costs of fuel,electricity / raw materials

b<OPPOT7)+T+!'

• 0rowing disposable income among the emerging middle class >population /

increasing consumer affluence.

• "ccelerated !"'T "+C" CO887)+T* integration process.

• Positive economic growth across !astern "frican countries.

• 0rowing per capita consumption of alcohol within the region.

• 'table political environment within the region

• +mproved infrastructure development

• !&pansion into new geographic marets



• +nnovation of new premium segment brands.

•

#5eeloing mar+ets remain the engine of olume gro!th for the glo,al ,eer industr. :er

aita alohol onsumtion ontinues to rise as disosa,le inomes inrease and onsumers

trade u from informal alohol (often sirits) to rofessionall ,re!ed ,eer.

6he ,eer ategor remains a er attratie longterm inestment oortunit.

uroean large a ,re!ers outerformed the sto+ mar+et' as measured , the MSC-

uroe inde%' , 2?@ in 2012' follo!ing an aerage 11@ outerformane eer ear for the

last 10 ears.



:rosets for future gro!th remain strong !ith olume gro!th rimaril drien ,

deeloing mar+ets. -n deeloed mar+ets the fous !ill ,e on remium ,rands' ne! ariants

and riing. 6ogether !ith inreasing eonomies of sale and effiien saings' these trends

should ensure stead margin e%ansion and strong ash flo!.ALeading beverage analyst

Ma 201B J<4 D$C<-;- (-E 5$->)

vision &n mission critique

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