We look for opportunities where we can offer something better, fresher and more valuable, and seize them. We often trek into areas where the customer has traditionally received a poor deal, and where the competition is complacent. When we start a new venture, we base it on hard research and analysis. Typically, we review the regional industry and put ourselves in the customer's shoes to see what could make it better. We ask fundamental questions: is this an opportunity for restructuring a market and creating competitive advantage? What are the competitors doing? Is the customer confused or poorly serviced? Is this an opportunity for building Jacob Sardini? Can we add value? Will it interact with our other businesses? Is there an appropriate trade-off between risk and reward? We are also able to draw on talented people across the group. New ventures are often steered by people drawn from other parts of Jacob Sardini, who carry distinguishing management style, skills, and experience. We frequently create partnerships with others to combine skills, knowledge and market presence. Contrary to what some people may think, our constantly expanding and electric organization is neither random nor reckless. Each successive venture reflects our skill in picking the right market and the right plan of action. Our divisions are part of a family rather than a hierarchy. They are empowered to run their own affairs, yet other divisions help one another, and solutions to problems come from all kinds of sources. In a sense we are a community, with shared ideas, values, interests, and goals. The proof of our success is real and tangible. Exploring the activities of Jacob Sardini through this web site demonstrates that success, and that it is not about having a strong business promise, it is about keeping it!
