Market Development

Your vision, aims and values

A Vision without action is a daydream. Action without vision is a nightmare.

The first thing you should do when starting a new organisation or when considering changing your organisation to deliver new services or re-designing an existing service, is to develop a 'Mission Statement'. This is a clear statement about what is it that you or your organisation wants to achieve and what your purpose is. You will then need to develop your organisational aims, that will show what it is you intend to do to deliver your mission statement, and your core values, that will show how you intend to act.

These three sets of statements together will provide the solid foundation for the further development of your idea, product and / or organisation and will provide you with a constant reminder of why you are doing what you are doing.

In the social care environment, your organisations vision, aims and values, will need to reflect personalisation (Understanding Personalisation) and the Self-directed Support assessment outcomes (Self-directed Support in Hampshire).

Visions, Mission Statements, Aims and other such words, for example Goals and Objectives tend to be interchangeable.

Your vision - Mission Statement

Visions are usually shared through a 'mission statement' that will commonly clarify your organisation's purpose and will tend to include three components:

  • Key market – who is your target customer?

  • Contribution – what product or service do you provide to that customer?

  • Distinction – what makes your product or service unique, so that the customer would choose you?

For social care support you may want to consider the needs of disabled and disadvantaged members of our society, social justice, diversity and meeting the choices of the individual when setting your vision and writing your mission statement.

If you are an existing organisation you may wish to consider whether your vision is too narrow or too wide and consider what changes may be required to meet Personalisation and greater choice and control.


Powys Association of Voluntary Organisations (PAVO)

"PAVO is an interdependent intermediary body (DISTINCTION) whose purpose is to empower and equip the third sector in Powys(KEY MARKET), enabling it to deliver its aims and objectives effectively, and to represent and facilitate the engagement of the third sector at all levels of the strategic planning process (CONTRIBUTION)".

Courtyard by Marriott

"To provide economy and quality minded travellers (KEY MARKET) with a premier, moderate priced lodging facility (CONTRIBUTION) which is consistently perceived as clean, comfortable, well-maintained, and attractive, staffed by friendly, attentive and efficient people (DISTINCTION)"


“To enrich people's (KEY MARKET) lives with programmes and services (CONTRIBUTION) that inform, educate and entertain (DISTINCTION)”.

linksLINKS to further information on how to develop your vision, aims and values


Your aims

Building on the Mission Statement, you can then develop your aims. These tend to be a series of statements that show management and staff where the organisation wants to be in the future. Some of the questions that you may want to ask yourself include:

  • What are the your objectives - e.g. quality, cost, customer service?

  • What opportunities (special skills, expertise, reputation) do you have that are not being fully utilised?

  • Where do you want to be in 5 years?

  • What do you need more of or less of?

  • If immediate survival was the issue, what would you do right now?

  • What themes run right through your organisations that you want to eliminate, maintain and enhance?



  • to lead the imaging device market in a sustainable way

  • to be the reference for imaging users throughout EMEA

  • to expand our presence in both the office and the industrial/vertical markets

  • to maintain our leader position in the minds of personal digital image users

  • to be recognised as the market leader in our industry for our contribution to the environment


  • Profit - Maximizing return to share owners while being mindful of our overall responsibilities.

  • People - Being a great place to work where people are inspired to be the best they can be.

  • Portfolio - Bringing to the world a portfolio of beverage brands that anticipate and satisfy peoples; desires and needs.

  • Partners - Nurturing a winning network of partners and building mutual loyalty.

  • Planet - Being a responsible global citizen that makes a difference.

linksLINKS to further information on how to develop your vision, aims and values


Your values

Values can best be described as what you want to be known and remembered for. It is generally a series of statements for management, staff and for the customer.



  • Trust is the foundation of the BBC: we are independent, impartial and honest.

  • Audiences are at the heart of everything we do.

  • We take pride in delivering quality and value for money.

  • Creativity is the lifeblood of our organisation.

  • We respect each other and celebrate our diversity so that everyone can give their best.

  • We are one BBC: great things happen when we work together.


  • Best for food and health

  • Sourcing with integrity

  • Respect for our environment

  • Making a positive difference to our community

  • A great place to work


As a company, and as individuals, we value integrity, honesty, openness, personal excellence, constructive self-criticism, continual self-improvement, and mutual respect. We are committed to our customers and partners and have a passion for technology. We take on big challenges, and pride ourselves on seeing them through. We hold ourselves accountable to our customers, shareholders, partners, and employees by honouring our commitments, providing results, and striving for the highest quality.

linksLINKS to further information on how to develop your vision, aims and values


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