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± end money

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± rovide energy
± rovide a service²Entertainment, Transportation,
Healthcare
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±mhere are strengths and weaknesses in the

Company¶s Resources, and opportunities and
threats in the company¶s external environment.

± orporations as mighty as General Motors,

Sears and IBM brought to their knees by
ignoring change.
  

±These are like waves. You can let them crash

into you or build a surfboard and
ride them. Companies must
identify major forces
of change. ± Companies
know that there will
be a road to restructuring,
but they have no plans to be the
perpetrators rather than the victims of what
they all saw coming.
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-  erox saw the future in copying ± IBM and Kodak

didn¶t.
- àears dismissed discounting ± Target, Kmart, and
especially Wal-Mart didn¶t.
-
trend has longevity, is observable across many market
areas and consumer activities.
- mransistors hurt the vacuum tube business;
Xerox hurt the carbon-paper business;
autos hurt railroads; television hurt
the newspaper business.
- mime lag between discovery and
market introduction is decreasing.
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-
new marketing plan will be more successful if it is in

line with strong trends, rather than opposed to them.
- ompanies must monitor demographic, economic,
natural, technological, political/legal and
social/cultural forces.
- S consumers will pay more for ³green´ products.
- mhe opening of international markets.
- aby boomers turning 50 and 60.
- ncreasing alliances and partnerships.
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- ajor technological advances.

- ise of the Pacific Rim
- àtore brands more important.
- ising e-commerce.
- ncreased consumption of ³fast´, prepared foods.
- en and women are living longer.
- hanging of work, retirement and play schedules.
- ower and rate of technology. Exponentially.
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= edical and health issues are changing

- ower of computers and microprocessors
increasing exponentially.
- randing becoming more important.
- ncreased use of credit cards and increasing
consumer debt.
- lobal growth of e-commerce/Internet users
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mhe purpose of Motorola is to

honorably serve the needs of the
community by providing products,
services of superior quality at a fair
price to our customers; to do this so
as to earn an adequate profit which is
required for total enterprise to grow;
and by so doing provide the
opportunity for our employees and
shareholders to achieve their
reasonable personal objectives.

    

    
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5. The company¶s specific mission or purpose is
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6. Successful companies raise these questions
constantly. The answers are shaped by:
±þistory of company¶s aims, policies, achievements
± urrent preferences of management
±arket environment
± esources
±"istinctive competencies ± Honda with its core competency of
making engines motorcycle, auto, lawnmowers, snowmobiles, power
tillers, outboard motors.
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well-worked out mission statement gives direction, shared
purpose and opportunities to employees, stockholders, suppliers,
distributors, and other groups.
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 ,
, the world¶s largest
maker of mice:
- ission Statement for their New Ventures Group:
³To provide Logitech with profitable growth and
related new business areas.´

- ith input from Scott Adams creator of Dilbert,

as mission expert, Ray Mebert.

- þis credentials included work with Procter &

Gamble on new ³Taste Bright Project´. P&G¶s
supposedly secret effort to boost soap category
sales by improving the taste of soap:
± ³mo scout profitable growth opportunities in
relationships, both internally and externally, in
emerging, mission inclusive markets, and explore
new paradigms and then filter and communicate
and evangelize the findings.´
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