vision and mission presentation and discussion

this presentation about vision and mission , what are the meaning , components with example

1. Vision and Mission Analysis Course: Strategic Management Instructor : Prof. Najat Jumaan Course Code: MIB600 Prepared and Presented by: Afnan Fadel Date: sept20,2025

2. LEARNING OBJECTIVES Describe the nature and role of vision statements in strategic management. Describe the nature and role of mission statements in strategic management. Discuss the process of developing a vision and mission statement. Discuss how clear vision and mission statements can benefit other strategic-management activities. Describe the characteristics of a good mission statement. Identify the components of mission statements. Evaluate mission statements of different organizations and write effective vision and mission statements.

3. Vision statement A one-sentence statement that answers the question, “What do we want to become?” It is future-oriented, short, and focused on the organization’s long-term aspirations. Developing a vision statement is often the first step in strategic planning , because it provides the foundation for mission, objectives, and strategies.

4. Vision Statement Analysis “ Vision Statement Analysis ” in strategic management usually means evaluating whether a company’s vision is effective or not using certain criteria. Role : Guides strategic direction Inspires employees Aligns stakeholders At a minimum, a vision statement should reveal the type of business the firm engages.

5. Criteria for Analyzing a Vision Statement Clear & Concise – ideally 1–2 sentences. Future-Oriented – focuses on what the organization wants to become , not what it is now. Inspiring – motivates employees and stakeholders. Memorable & Easy to Communicate – simple enough that everyone in the organization can recall it. Challenging but Achievable – ambitious yet realistic. Broad, not Narrow – allows flexibility for growth but not so vague that it loses meaning. Unique to the Organization – reflects distinctive identity or purpose, not generic.

6. Mission Statement An enduring statement of purpose that distinguish one business from other similar firms; a statement that identifies the scope of a firm’s operations in product and market terms and addresses the question “ What is our business ?” A mission statement reveals what an organization wants to be and whom it wants to serve. A declaration of an organization’s “reason for being.” Role: Defines current business scope Provides operational guidance Establishes corporate identity

7. The Process of Developing Vision and Mission Statements 1. Importance of Early Development: Vision & mission statements must be created before strategy formulation . Provide direction, purpose, and alignment for all strategic activities. 2. Managerial Involvement All managers should participate to build commitment. Engagement ensures support for strategy formulation, implementation, and evaluation .

8. The Process of Developing Vision and Mission Statements 3. Initial Drafting Managers review articles or readings about vision & mission statements. Each manager prepares individual vision and mission drafts . 4. Consolidation A facilitator or top-management committee merges individual drafts into a single document . 5. Review & Revision Draft is distributed to all managers for feedback. Conduct a revision meeting to finalize statements.

9. The Process of Developing Vision and Mission Statements 6. Optional Approaches Discussion groups of managers to refine statements. External consultant/facilitator may manage the process for objectivity and clarity . 7. Communication of Final Statements Decide how to communicate to managers, employees, and stakeholders . Methods: presentations, documents, or video explanations .

10. The Process of Developing Vision and Mission Statements

11. The Importance (benefits) of Vision and Mission Statements Achieve clarity of purpose among all managers and employees. Provide a basis for all other strategic planning activities, including internal and external assessment, establishing objectives, developing strategies, choosing among alternative strategies, devising policies, establishing organizational structure, allocating resources, and evaluating performance. Provide direction. Provide a focal point for all stakeholders of the firm. Resolve divergent views among managers.

12. The Importance (benefits) of Vision and Mission Statements Promote a sense of shared expectations among all managers and employees. Project a sense of worth and intent to all stakeholders. Project an organized, motivated organization worthy of support. Achieve higher organizational performance. Achieve synergy among all managers and employees.

13. Characteristics of a Mission Statement Broad in scope; does not include monetary amounts, numbers, percentages, ratios, or objectives Fewer than 150 words in length Inspiring Identifies the utility of a firm’s products Reveals that the firm is socially responsible Reveals that the firm is environmentally responsible Includes nine components: customers, products or services, markets, technology, concern for survival/growth/profits, philosophy, self-concept, concern for public image, concern for employees Reconciliatory Enduring

14. Components of a Mission Statement Customers—Who are the firm’s customers? Products or services—What are the firm’s major products or services? Markets—Geographically, where does the firm compete? Technology—Is the firm technologically current? Survival, growth, and profitability—Is the firm committed to growth and financial soundness?

15. Components of a Mission Statement Philosophy—What are the basic beliefs, values, aspirations, and ethical priorities of the firm? Self-concept (distinctive competence)—What is the firm’s major competitive advantage? Public image—Is the firm responsive to social, community, and environmental concerns? Employees—Are employees a valuable asset of the firm?

16. Samples of Vision and Mission Statements Organization Vision Statement Amazon “To be Earth’s most customer‑centric company; to build a place where people can come to find and discover anything they might want to buy online.” IKEA “To create a better everyday life for many people.” LinkedIn “Create economic opportunity for every member of the global workforce.” Nike “Bring inspiration and innovation to every athlete* in the world. (*If you have a body, you are an athlete.)” Examples of strong vision statements Here are real ones to draw inspiration from:

17. Samples of Vision and Mission Statements Organization Mission Statement Why It Works Well Starbucks “To inspire and nurture the human spirit — one person, one cup, and one neighborhood at a time.” It’s personal, warm. Shows impact not just on the customer but the community. Microsoft “To empower every person and every organization on the planet to achieve more.” Broad, ambitious, inclusive. Shows both who (people + organizations) and what (achieve more) clearly. Tesla “To accelerate the world’s transition to sustainable energy.” Very focused on a single, big‑problem (sustainable energy). Clear, strong purpose. Examples of good mission statements Here are real examples from companies/nonprofits, with notes:

18. Chapter Summary Every organization has a unique purpose and reason for being. This uniqueness should be reflected in vision and mission statements. The nature of a business vision and mission can represent either a competitive advantage or disadvantage for the firm. An organization achieves a heightened sense of purpose when strategists, managers, and employees develop and communicate a clear business vision and mission. A good mission statement reveals an organization’s customers; products or services; markets; technology; concern for survival, growth, and profitability; philosophy; self-concept; concern for public image; and concern for employees. These nine basic components serve as a practical framework for evaluating and writing mission statements.

19. Chapter Summary Well-designed vision and mission statements are essential for formulating, implementing, and evaluating strategy. Developing and communicating a clear business vision and mission are the most commonly overlooked tasks in strategic management. Without clear statements of vision and mission, a firm’s short-term actions can be counterproductive to long-term interests. Vision and mission statements always should be subject to revision, but, if carefully prepared, they will require infrequent major changes.

20. Thank You