Retail Observer

RETAILOBSERVER.COM APRIL 2016 54 I t is the rare occasion when management employs unconventional methods to remind its employees in what direction the company is headed and what it must do to get there. Too often, companies coast on virtual autopilot while their employees speculate as whether or not management has any strategy or plan for the future. Without the occasional update on desired goals, employees may get the uncomfortable feeling that they have no stake in their company. It is a forward thinking business, which not only has a strategy, but also values its members enough to share it with them and outline the very steps it will take to insure continued profitability and adaptability. Famous Tate is one such company. Founded in 1954 as Tate Electric, the company changed its name to Famous Tate in 1973 when John and Marilyn Horst acquired it. Still family owned, Famous Tate now has 10 stores on the west coast of Florida with plans to open an 11th location in Tampa this year. Famous Tate's ability to recognize and adapt to change also has been a key ingredient in its success. Recently, it demonstrated why this still holds true. Aiming to strengthen its commitment to serving customer needs, Famous Tate held its first-ever company-wide meeting recently to outline the new mission and vision statement for its team. The mission statement set a single goal: "Since the customer is the reason for everything we do, we will perform all aspects of our duties with great care, pride, passion and integrity, while striving to create customer experiences and values that exceed expectations on a daily basis." It builds on a new vision statement also announced at the meeting, which says: "We create kitchen, laundry and sleep solutions to fit the needs of each individual customer to provide a better quality of life." Both statements were developed with the help of Joe Higgins, a former top executive with GE and Whirlpool, who is a popular motivational speaker and business consultant. It was Higgins' comments during a keynote speech at BrandSource's national convention that originally sparked the idea for Famous Tate to develop its own mission and vision statements. "Joe helped us understand the important role that mission and vision statements can play in shaping a company's culture," says Claude Ward, general manager of Famous Tate, who led the company meeting held at Pepin's Hospitality Center in Tampa, Florida on Nov. 11th. With the new statements it has developed, Famous Tate is placing a higher priority on the precept that "every customer has individual needs, and every situation is completely different." Ward told the staff gathering, "To meet these needs, we're asking all our employees to re-dedicate ourselves to finding solutions for each individual customer's unique situation, whenever and however they may need help." The bold initiative taken by Famous Tate to refresh its vision and mission is the exception in the retail industry when it should be the rule. Success in business can only be sustained when management and employees are both informed of the company's future direction and what measures must be taken to get there. What better way to do this is than in an annual redefining of what is important to a business while in a social setting? This is why other companies should follow the example set by Famous Tate and host yearly company-wide meetings to assure their teams that their daily commitment is not in vain but rather necessary for the pursuit and attainment of their goals. FAMOUS TATE'S M ISSION AND VISION STATEM ENTS A winning combination John White Appliance Trends John White, Executive Vice President—BrandSource RO Left to right: Bill Webber, Jason Horst, Joe Higgins, John Horst, Claude Ward

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