There’s no other store like…How David Jones forgot what made it great.

My mother talks about going to David Jones as a child. Her mother would dress her in gloves and a nice dress to visit the store. It was a special occasion, something to look forward to and dress up for.

By my childhood, some of that charm had faded, but I still remember the stores feeling beautiful. Going to David Jones was an entirely different experience from going to any other store. It really was true that “there is no other store like David Jones”.

That was its Zone of Unique Value, and it lived it out wholeheartedly through every aspect of the customer experience. The friendly, well-dressed staff. The beautifully designed cosmetic counters. The cookies carefully laid out by shape and flavour. It was an experience to look forward to.

But somewhere along the way, that uniqueness began to slip away. Not through one moment or one decision, but gradually, as one decision after another moved the business further from what made it special. Perhaps in an attempt to stay relevant, or more likely to cut costs, it lost the very things people loved about it.

The beautiful experience gave way to simply stocking lots of brands. Carefully designed stores became crowded with overflowing shelves. Friendly, attentive staff became few and far between.

And eventually, David Jones was left competing on the same things as everyone else, particularly online retailers, who could offer the same products, often at better prices. It no longer offered an experience people looked forward to or felt proud to be part of.

I remember when my grandmother gave me a set of towels for my bridal shower. She made a point of telling me they were from David Jones. To her, the brand added value to the gift. There was a certain prestige in knowing they came from David Jones. They felt more special because of where they were bought.

By my generation, that brand value had largely disappeared.

The challenge facing the David Jones Board and leadership now is whether they can recreate something special and unique.

My fear is that it may be too late. The business has strayed so far from what made it great that finding its way back will be incredibly difficult. Not impossible, but it would take a clear strategy, strong leadership and significant investment.

And this is why being clear on your Zone of Unique Value — and being committed to owning it — is so vital to the ongoing success of any organisation.

It takes everyone, from the Board and leadership team to frontline staff, understanding what makes the organisation unique and committing to bringing it to life.

Use your Zone of Unique Value as the guardrails that keep everything on track. Measure every significant decision against it.

It doesn’t matter how good, logical or innovative an idea might seem. If it doesn’t align with and strengthen your Zone of Unique Value, it probably isn’t the right idea for you.

That discipline keeps you focused. More importantly, it helps you recognise when you’re starting to drift before you find yourself in David Jones’ shoes.

So, ask yourself two questions:

1. Do we have a clearly defined Zone of Unique Value?
2. Is everyone, from the Board and leadership team to frontline staff, clear on what it is and committed to owning it?

Because knowing what makes you unique is the start. Having the discipline to stay true to it is what makes all the difference.