Famous Russian brands
Posted: Tue Jan 28, 2025 5:33 am
Mobile operator MegaFon: MegaFon will unite Russia, breaking down barriers and developing communications to become the obvious choice for everyone. MegaFon takes a special approach to the company's social mission, which is to create conditions for people to communicate without regard for borders and distances."
Mobile operator MTS: "We work to make MTS the best operator for its customers. We want every person who comes to an MTS store, calls our call center, uses the company's services, to enjoy being an MTS customer. Thanks to reliable communications, MTS gives customers the opportunity to build and improve their lives, constantly develop. All MTS resources are aimed at making the lives of MTS customers more fulfilling, interesting and filled with new opportunities thanks to the company's services."
Beeline mobile operator: “We portugal email list help people get joy from communication and feel free in time and space.”
Mobile operator Yota: “To be a leading developer and supplier of innovative mobile services that will change people’s perceptions and experiences in the field of communication, entertainment and information consumption, even by an iota.”
Mistakes in Forming a Company Mission
Russian Railways (RZD) carrier company: "The mission of RZD is to meet market demand for transportation, improve operational efficiency, service quality, and deep integration into the Eurasian transport system. RZD brand mission: "We are the most important part of the global system of movement of people, goods, and technologies. We work for our clients, promote the unification of nations, and integrate Russia into a single economic space. Our solutions are based on a unique infrastructure, the skill of a team of high-level professionals, and innovative technologies."
Aeroflot Air Carrier: "We work to ensure that our customers can cover vast distances quickly and comfortably, which means being mobile, meeting more often, working successfully and seeing the world in all its diversity. Vision: "Our goal is to remain the undisputed leader in domestic and international air travel in Russia and to be among the best airlines in the world, combining dynamic development and high reliability with quality service."
Organizational Mission Life Cycle
It looks something like this:
Identifying the components that will ultimately make up the mission.
Formulation of the main idea and potential of the mission.
Justification of the importance of the mission for the company, reduction of its form and content to a single whole, expansion of its general concept.
Further elaboration, development, search for balance.
Loss of relevance, dying out.
At the very initial stage of forming the organization's mission, it is necessary to outline the directions of development, a strategy for the future, or at least a picture of progress in general terms. Or steps to advance towards the intended goals and global results of the activity.
It happens that a number of theses have already been outlined, but they are still scattered, there is no global idea or some single standard for the implementation of activities. They can arise quite spontaneously, in one person or in several at the same time. From the practice of large companies, it is clear that the theses that appear unexpectedly, literally intuitively, are better and more accurate. And those that are nurtured for a long time, weighed (based on previous work experience), are less successful.
Many ideas will not become the main concept. And some will never be realized. That is, in principle, they can be considered a mission, but they remain as if not addressed to anyone in particular. These are, for example, missions such as environmental protection, improving working conditions, and others like that.
In the process of forming the mission of the organization, attention should be paid to a number of significant factors that will make it clear what capabilities the mission will ultimately have. The factors are as follows:
Comparison of the organization's mission with the root causes of its formation.
Alignment of the mission with the global results that are a priority for the company.
Comparison of results with the market situation (taking into account its flexibility and variability).
The final version of the mission is developed based on the results of the listed correlations, as well as taking into account the internal circumstances of the company's activities. Both the current state of affairs and possible prospects are taken into account. As a result, a stable, active mission of the organization is formed. It becomes the main idea, a source of inspiration for the team. It gives confidence that the intended goals will be successfully achieved. For example, on a national scale, such symbols as a coat of arms and a flag are considered a mission. The mission of a company, as a rule, has a limited lifespan. Over time, it acquires other outlines and general meaning, changing along with the organization.
When the mission life cycle comes to an end, it no longer brings anything new to the strategy or long-term plans. The mission only strengthens the already established communications and continues to operate the established ways of working. But, in essence, the mission is no longer relevant and can even become a brake on the company. It simply ceases to exist as the main idea.
This is a fairly common scenario when a business becomes obsolete and ceases to function, and along with it, the organization's mission fades away.
Mobile operator MTS: "We work to make MTS the best operator for its customers. We want every person who comes to an MTS store, calls our call center, uses the company's services, to enjoy being an MTS customer. Thanks to reliable communications, MTS gives customers the opportunity to build and improve their lives, constantly develop. All MTS resources are aimed at making the lives of MTS customers more fulfilling, interesting and filled with new opportunities thanks to the company's services."
Beeline mobile operator: “We portugal email list help people get joy from communication and feel free in time and space.”
Mobile operator Yota: “To be a leading developer and supplier of innovative mobile services that will change people’s perceptions and experiences in the field of communication, entertainment and information consumption, even by an iota.”
Mistakes in Forming a Company Mission
Russian Railways (RZD) carrier company: "The mission of RZD is to meet market demand for transportation, improve operational efficiency, service quality, and deep integration into the Eurasian transport system. RZD brand mission: "We are the most important part of the global system of movement of people, goods, and technologies. We work for our clients, promote the unification of nations, and integrate Russia into a single economic space. Our solutions are based on a unique infrastructure, the skill of a team of high-level professionals, and innovative technologies."
Aeroflot Air Carrier: "We work to ensure that our customers can cover vast distances quickly and comfortably, which means being mobile, meeting more often, working successfully and seeing the world in all its diversity. Vision: "Our goal is to remain the undisputed leader in domestic and international air travel in Russia and to be among the best airlines in the world, combining dynamic development and high reliability with quality service."
Organizational Mission Life Cycle
It looks something like this:
Identifying the components that will ultimately make up the mission.
Formulation of the main idea and potential of the mission.
Justification of the importance of the mission for the company, reduction of its form and content to a single whole, expansion of its general concept.
Further elaboration, development, search for balance.
Loss of relevance, dying out.
At the very initial stage of forming the organization's mission, it is necessary to outline the directions of development, a strategy for the future, or at least a picture of progress in general terms. Or steps to advance towards the intended goals and global results of the activity.
It happens that a number of theses have already been outlined, but they are still scattered, there is no global idea or some single standard for the implementation of activities. They can arise quite spontaneously, in one person or in several at the same time. From the practice of large companies, it is clear that the theses that appear unexpectedly, literally intuitively, are better and more accurate. And those that are nurtured for a long time, weighed (based on previous work experience), are less successful.
Many ideas will not become the main concept. And some will never be realized. That is, in principle, they can be considered a mission, but they remain as if not addressed to anyone in particular. These are, for example, missions such as environmental protection, improving working conditions, and others like that.
In the process of forming the mission of the organization, attention should be paid to a number of significant factors that will make it clear what capabilities the mission will ultimately have. The factors are as follows:
Comparison of the organization's mission with the root causes of its formation.
Alignment of the mission with the global results that are a priority for the company.
Comparison of results with the market situation (taking into account its flexibility and variability).
The final version of the mission is developed based on the results of the listed correlations, as well as taking into account the internal circumstances of the company's activities. Both the current state of affairs and possible prospects are taken into account. As a result, a stable, active mission of the organization is formed. It becomes the main idea, a source of inspiration for the team. It gives confidence that the intended goals will be successfully achieved. For example, on a national scale, such symbols as a coat of arms and a flag are considered a mission. The mission of a company, as a rule, has a limited lifespan. Over time, it acquires other outlines and general meaning, changing along with the organization.
When the mission life cycle comes to an end, it no longer brings anything new to the strategy or long-term plans. The mission only strengthens the already established communications and continues to operate the established ways of working. But, in essence, the mission is no longer relevant and can even become a brake on the company. It simply ceases to exist as the main idea.
This is a fairly common scenario when a business becomes obsolete and ceases to function, and along with it, the organization's mission fades away.