Mission and Vision of Sandlands Vineyards

This article discusses the mission and vision of Sandlands Vineyards, a California-based vineyard known for its high-quality, environmentally-friendly wines. The company aims to create wines of excellence that reflect the terroir and meet the preferences of customers. Their vision is to become the most admired wine and spirits organization in the industry, with plans to purchase a tasting room and expand their business. The article includes figures on the sale of wines and purchasing power in California, as well as references to relevant studies.

Running head: MANAGEMENT
Management
Name of the Student
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Table of Contents
Mission and Vision of Sandlands Vineyards 2
Mission 2
Vision 3
References 5
Appendices 6
Appendix 1 6
Appendix 2 6
Appendix 3 7

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Mission and Vision of Sandlands Vineyards
Mission
Sandlands Vineyards are famous for serving the different customers with the world
class quality wine whose quality is excellent in nature. The primary mission of the
Sandlands Vineyard is to create wines of difference and proper excellence which is
essential for attracting the different customers in the entire USA market (Kopaneva and Sias
2015). Sandlands is one of the most exciting type of debut which has been seen in California
and their wines are the highly recommended kinds with limited production of the same as
well.
Additionally, this has been noticed that the company tries to make innovative kinds of
wines which are high in quality in terms of harmony with the environment and they are the
environment-friendly wines which helps in reflecting the terroir along with ensuring the
preferences of the different customers are being met effectively as well. Passalacqua tried to
perform the different activities and roles alone in preparation of wine and the wines were sold
at a high cost and meeting demands of the customers (Lin et al. 2018).

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Figure 1: Mission and Vision of Sandlands
(Source: Sandlandsvineyards.com 2018)
Vision
On the other hand, the vision of the company is to thrive as the wine along with spirits
the most admired organization in the entire industry. The main aim is to purchase the taste
room by purchasing it as this respective decision will increase the sales of the company in a
proper manner. The main vision of Passalacqua was to buy another vineyard in order to
generate more interest from the winemakers and make their business more profitable.
Figure 2: Mission and Vision
(Source: Kopaneva and Sias 2015)
Furthermore, Passalacqua wants to purchase the Eastside Meat Building along with
functioning the same as the functioning winery as well. In the mind of Passalacqua, the
building was the part of the grander vision and with the implementation of the different
resources which are available in nature. The other aspect which is required to be attained by
the Sandlands Vineyard helped them in gaining efficacy and profitability in the entire
market as this will be helpful for them to retain more customers in the entire competitive
market.

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Figure 3: Kinds of Purchases Made by Customers
(Source: Sandlandsvineyards.com 2018)
From the above figure, this can be analysed that the Sandlands Vineyards is one of the
main vineyards or the wine companies which sells the most costly, premium along with most
vintage types of wines which will be beneficial for the success of the firm and the vision will
be accomplished by them as well.

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References
Kopaneva, I. and Sias, P.M., 2015. Lost in translation: Employee and organizational
constructions of mission and vision. Management Communication Quarterly, 29(3), pp.358-
384.
Lin, Y.H., Ryan, C., Wise, N. and Low, L.W., 2018. A content analysis of airline mission
statements: Changing trends and contemporary components. Tourism management
perspectives, 28, pp.156-165.
Sandlandsvineyards.com (2018). Sandlands. [online] Sandlandsvineyards.com. Available at:
https://www.sandlandsvineyards.com/ [Accessed 13 Nov. 2018].
Toh, S.Y. and Koon, V.Y., 2017. Determining mission statement effectiveness from a fit
perspective. Studies in Business and Economics, 12(2), pp.220-240.

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Appendices
Appendix 1
Figure 4: Sale of Wines in 2016
(Source: Kopaneva and Sias 2015)
Appendix 2
Figure 5: Purchasing Power of Californian Individuals
(Source: Kopaneva and Sias 2015)

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Appendix 3
Figure 6: California Wine Industry
(Source: Kopaneva and Sias 2015)