Indeed, those reasons are valid and do play their part. Prices are coming down, thanks to our links with Wal-Mart's buying teams, and our ranges are widening daily.
Yes, we're investing in building and refurbishing our stores. But the HR man in me says that's only half the picture  you've got to look at what motivates our people, too.
One of the well-thumbed management books on my desk is James Collins' and Jerry Porras' Built to Last, documenting the attributes of visionary enterprises that are destined to stay the course  not those shooting stars that burn brightly while they're around, but which are ultimately destined to fail.
The secret of success
What Porras and Collins discover is that visionary companies aren't necessarily guided by charismatic men and women, but by a strong set of principles.
They conclude that visionary companies exist to do great things, not just generate huge profits.
The authors point out that these companies' core values are preserved like precious DNA, but they simultaneously stimulate forward progress.
They live to achieve BHAGs  Big Hairy Audacious Goals.
They enjoy a culture that, to outsiders, can seem hard to penetrate, but try a lot of things to see what works and are never satisfied with what they accomplish.
That's the kind of vision we have for Asda, and why we've spent 12 months investing in a programme called Asda-ness.
It aims to refine our goals and values by building on our past and opening our eyes to what we can achieve for our customers now we're part of the Wal-Mart family. Asda-ness isn't about just giving a lick of paint to our logo and then crossing our fingers, hoping that it will be enough to keep improving the business.
It's about harnessing two contrasting elements  change and continuity.
Our new mission is to be Britain's best-value retailer, exceeding customer needs and for always. This vision is based firmly on the old, but it must also reflect that we're no longer just a food and clothing store.
Profits aren't everything
We've got a new purpose  to make goods and services more affordable for everyone. This is the ethos seen in Asda's campaign for lower prices in areas such as medicines and books in the 1990s, and reflects Porras' words on striving for a greater goal than profits alone.
In fact, our new values incorporate all the things we've stood for for many years: respect for the individual, customer service, and the search for excellence.
Being named by The Sunday Times as Britain's best company to work for was a testimony to the 10 years spent rebuilding Asda from its low point in the early 1990s.
But, as my 120,000 colleagues know, we're a retailer striving not just to be good, but great. And we've got lots to do if we want to achieve this.
The vision's in place and it's playing a part in sharpening and focusing our business. But at Asda there's no room for complacency  that's why I know the best is yet to come.
nAsda resourcing manager Philip Horn will be speaking at the IGD's Race for Talent conference, sponsored by The Grocer, on September 10.
{{JOBS & CAREERS }}
Yes, we're investing in building and refurbishing our stores. But the HR man in me says that's only half the picture  you've got to look at what motivates our people, too.
One of the well-thumbed management books on my desk is James Collins' and Jerry Porras' Built to Last, documenting the attributes of visionary enterprises that are destined to stay the course  not those shooting stars that burn brightly while they're around, but which are ultimately destined to fail.
The secret of success
What Porras and Collins discover is that visionary companies aren't necessarily guided by charismatic men and women, but by a strong set of principles.
They conclude that visionary companies exist to do great things, not just generate huge profits.
The authors point out that these companies' core values are preserved like precious DNA, but they simultaneously stimulate forward progress.
They live to achieve BHAGs  Big Hairy Audacious Goals.
They enjoy a culture that, to outsiders, can seem hard to penetrate, but try a lot of things to see what works and are never satisfied with what they accomplish.
That's the kind of vision we have for Asda, and why we've spent 12 months investing in a programme called Asda-ness.
It aims to refine our goals and values by building on our past and opening our eyes to what we can achieve for our customers now we're part of the Wal-Mart family. Asda-ness isn't about just giving a lick of paint to our logo and then crossing our fingers, hoping that it will be enough to keep improving the business.
It's about harnessing two contrasting elements  change and continuity.
Our new mission is to be Britain's best-value retailer, exceeding customer needs and for always. This vision is based firmly on the old, but it must also reflect that we're no longer just a food and clothing store.
Profits aren't everything
We've got a new purpose  to make goods and services more affordable for everyone. This is the ethos seen in Asda's campaign for lower prices in areas such as medicines and books in the 1990s, and reflects Porras' words on striving for a greater goal than profits alone.
In fact, our new values incorporate all the things we've stood for for many years: respect for the individual, customer service, and the search for excellence.
Being named by The Sunday Times as Britain's best company to work for was a testimony to the 10 years spent rebuilding Asda from its low point in the early 1990s.
But, as my 120,000 colleagues know, we're a retailer striving not just to be good, but great. And we've got lots to do if we want to achieve this.
The vision's in place and it's playing a part in sharpening and focusing our business. But at Asda there's no room for complacency  that's why I know the best is yet to come.
nAsda resourcing manager Philip Horn will be speaking at the IGD's Race for Talent conference, sponsored by The Grocer, on September 10.
{{JOBS & CAREERS }}
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