Vision and Mission Analysis

Vision
and Mission
Analysis
Chapter Five
5-1
Copyright © Pearson Education Limited 2015
1. Describe the nature and role of vision and mission
statements in strategic management.
2. Discuss why the process of developing a mission
statement is as important as the resulting document.
3. Identify the components of mission statements.
4. Discuss how clear vision and mission statements can
benefit other strategic-management activities.
5. Evaluate mission statements of different organizations.
6. Write good vision and mission statements.
5-2
►A vision statement should answer the basic
question, “What do we want to become?”
5-3
► Thevision statement should be short,
preferably one sentence, and as many
managers as possible should have input into
developing the statement.
5-4
5-5
► Mission statement
►a declaration of an organization’s “reason for
being.”
► answers the pivotal question “What is our
business?”
► essential for effectively establishing objectives
and formulating strategies
5-6
► Mission statement
► reveals what an organization wants to be and
whom it wants to serve
► Also called a creed statement, a statement of
purpose, a statement of philosophy, a statement
of beliefs, and a statement of business principles
5-7
5-8
► Shared vision creates a commonality of
interests that can lift workers out of the
monotony of daily work and put them into a
new world of opportunity and challenge.
5-9
► Select several articles about these
statements and ask all managers to read
these as background information.
► Ask managers themselves to prepare a
vision and mission statement for the
organization.
5-10
Copyright © Pearson Education
. Limited 2015
► Merge these statements into a single
document and distribute the draft statements
to all managers
► Process should create an “emotional bond”
and “sense of mission” between the
organization and its employees
5-11
1. To ensure unanimity of purpose within the
organization
2. To provide a basis, or standard, for

allocating organizational resources
3. To establish a general tone or organizational

climate
5-12
. Limited 2015
4. To serve as a focal point for individuals to
identify with the organization’s purpose and
direction
5. To facilitate the translation of objectives into

a work structure
6. To specify organizational purposes
5-13
5-14
. Limited 2015
► First,a good mission statement allows for
the generation and consideration of a range
of feasible alternative objectives and
strategies without unduly stifling
management creativity.
5-15
► Second, a mission statement needs to be
broad to reconcile differences effectively
among, and appeal to, an organization’s
diverse stakeholders
5-16
► Stakeholders
► include employees, managers, stockholders,
boards of directors, customers, suppliers,
distributors, creditors, governments (local, state,
federal, and foreign), unions, competitors,
environmental groups, and the general public.
5-17
5-18
. Limited 2015
A mission statement should:
►define what the organization is and what the
organization aspires to be
►be limited enough to exclude some ventures
and broad enough to allow for creative growth
►distinguish a given organization from all
others
5-19
A mission statement should also:
►serve as a framework for evaluating both
current and prospective activities
►be stated in terms sufficiently clear to be
widely understood throughout the organization
5-20
. Limited 2015
►A good mission statement reflects the
anticipations of customers.
► The operating philosophy of organizations
should be to identify customers’ needs and
then provide a product or service to fulfill
those needs.
5-21
1. Customers—Who are the firm’s customers?
2. Products or services—What are the firm’s
major products or services?
3. Markets—Geographically, where does the
firm compete?
4. Technology—Is the firm technologically
current?
5-22
5. Concern for survival, growth, and
profitability—Is the firm committed to
growth and financial soundness?
6. Philosophy—What are the basic beliefs,
values, aspirations, and ethical priorities of
the firm?
7. Self-concept—What is the firm’s distinctive
competence or major competitive
advantage?
5-23
. Limited 2015
8. Concern for public image—Is the firm
responsive to social, community, and
environmental concerns?
9. Concern for employees—Are employees a
valuable asset of the firm?
5-24
Copyright © PearsonCEducation Limited 2015
► Fleetwood Enterprises will lead the recreational vehicle and
manufactured housing industries (2, 7) in providing quality
products, with a passion for customer-driven innovation (1).
We will emphasize training, embrace diversity and provide
growth opportunities for our associates and our dealers (9).
We will lead our industries in the application of appropriate
technologies (4). We will operate at the highest levels of
ethics and compliance with a focus on exemplary corporate
governance (6). We will deliver value to our shareholders,
positive operating results and industry-leading earnings (5).
5-25
► We aspire to make PepsiCo the world’s (3) premier
consumer products company, focused on
convenient foods and beverages (2). We seek to
produce healthy financial rewards for investors (5)
as we provide opportunities for growth and
enrichment to our employees (9), our business
partners and the communities (8) in which we
operate. And in everything we do, we strive to act
with honesty, openness, fairness and integrity (6).
5-26
► We are loyal to Royal Caribbean and Celebrity and strive for
continuous improvement in everything we
do. We always provide service with a friendly greeting and a
smile (7). We anticipate the needs of our
customers and make all efforts to exceed our customers’
expectations (1). We take ownership of any
problem that is brought to our attention. We engage in
conduct that enhances our corporate reputation
and employee morale (9). We are committed to act in the
highest ethical manner and respect the rights
and dignity of others. (6).
5-27
x. Limited 2015
► Dell’s mission is to be the most successful computer
company (2) in the world (3) at delivering the best
customer experience in markets we serve (1). In
doing so, Dell will meet customer expectations of
highest quality; leading technology (4); competitive
pricing; individual and company accountability (6);
best-in-class service and support (7); flexible
customization capability (7); superior corporate
citizenship (8); financial stability (5).
x 5-28
► Procter & Gamble will provide branded products
and services of superior quality and value (7) that
improve the lives of the world’s (3) consumers. As a
result, consumers (1) will reward us with industry
leadership in sales, profit (5), and value creation,
allowing our people (9), our shareholders, and the
communities (8) in which we live and work to
prosper.
5-29
. Limited 2015
► AtL’Oreal, we believe that lasting business
success is built upon ethical (6) standards which
guide growth and on a genuine sense of
responsibility to our employees (9), our
consumers, our environment and to the
communities in which we operate (8).
5-30
. Limited 2015

Vision and Mission Analysis

Uploaded by

Copyright:

Available Formats

Vision and Mission Analysis

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Vision and Mission Analysis

Uploaded by

Copyright:

Available Formats

Vision

2. To provide a basis, or standard, for

3. To establish a general tone or organizational

5. To facilitate the translation of objectives into

6. To specify organizational purposes

You might also like