The

Business
MISSION &
VISION
LESSON #02 – ELECTIVE
Strategic Management in Tourism and Hospitality
PROF. JEFFERSON S. MARCELO, MBA
Learning Objectives
1. Describe the role and nature of vision and
mission statements
2. Identify the components of mission
statements.
3. Discuss why the process of developing a
mission statement is important
4. Discuss how clear the vision and mission
statements can benefit other strategic
management activities.
5. Evaluate the mission statement of every
organization.
6. Formulate a good mission and vision
statements.
01
VISION
STATEMENT
The VISION STATEMENT

• A VISION is a shared image of what the people in an enterprise aspire

for the company to become. It conveys a desired future state.

• A VISION STATEMENT is a document that states the current

and future objectives of an organization. The vision statement is intended
as a guide to help the organization make decisions that align with its
philosophy and declared set of goals. It can be thought of as a roadmap
to where the company wants to be within a certain timeframe. A vision
statement is not only used in business, as nonprofits and governmental
offices also use them to set goals.
 Should answer the basic question
– “What do we want to become?”
●

●
Established at the beginning
Must be short, preferably one
VISION
sentence STATEMENT
● Vivid
● Aspirational yet realistically
possible
Examples of VISION STATEMENT
Best Practices for Writing
a VISION STATEMENT
There is no template to writing a vision statement, however a common
structure for successful ones includes these traits:

1. Be Concise: This is not the place to stuff a document with fluff

statements. It should be simple, easy to read and cut to the essentials,
so that it can be set to memory and be repeated accurately.

2. Be Clear: A good rule of thumb for clarity is to focus on one primary

goal, rather than trying to fill the document with a scattering of ideas.
One clear objective is also easier to focus on and achieve.
3. Have a Time Horizon: A time horizon is simply a fixed point in
the future when you will achieve and evaluate your vision
statement. Define that time.
4. Make it Future-Oriented: Again, the vision statement is not
what the company is presently engaged in but rather a future
objective where the company plans to be.
5. Be Stable: The vision statement is a long-term goal that should,
ideally, not be affected by the market or technological changes.
6. Be Challenging: That said, you don’t want to be timid in setting
your goals. Your objective shouldn’t be too easy to achieve, but
also it shouldn’t be so unrealistic as to be discarded.
7. Be Abstract: The vision statement should be
general enough to capture the organization’s
interests and strategic direction.

8. Be Inspiring: Live up to the title of the

document, and create something that will
rally the troops and be desirable as a goal for
all those involved in the organization.
02
MISSION
STATEMENT
The MISSION STATEMENT
• A MISSION states an enterprise’s fundamental reason for being and
its primary commitments to its stakeholders. It guides an organization in
terms of how it must do business.
• A Mission Statement is a brief description of an entity's
fundamental purpose. It answers the question, "Why does our business
(or nonprofit or government agency) exist?" The mission statement
articulates the company's purpose both for those in the organization and
for the public.
• A Mission Statement is a sentence or short paragraph that
defines the existence of a business, nonprofit, government organization,
or any other entity.
● Should answer the basic
question – “What is our
business?”
● States an enterprise’s: MISSION
○ Primary purpose STATEMENT
○ Commitments to its stakeholders

○ Basic philosophy

○ Core Values
MISSION STATEMENT COMPONENT
• Because a mission statement is often the most visible and
public part of the strategic-management process, it is
important that it includes the nine components below:
MISSION STATEMENT COMPONENT
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. 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?
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?
 DISNEY’S
MISSION EVALUATION
 DISNEY’S
MISSION EVALUATION
CHARACTERISTICS OF A
MISSION STATEMENT

1. It should be FEASIBLE. A mission should always

aim high but it should not be an impossible
statements. It should be realistic and achievable
and must find it credible.
2. It should be PRECISE
3. It should be CLEAR. A mission should be clear
enough to lead to action.
4. It should be MOTIVATING.
CHARACTERISTICS OF A
MISSION STATEMENT

1. It should be DISTINCTIVE. A mission

statement, which is indiscriminate, is likely
to have a little impact.
2. it should indicate major components of
STRATEGY.
3. It should indicate how OBJECTIVES are to
be ACCOMPLISHED.
03
BENEFITS
OF CLEAR
MISSION &
VISION
Ten Benefits of Having a
Clear Mission and Vision
1. Achieve clarity of purpose among all managers and
employees.

2. Provide a basis for all other strategic planning activities,

including the internal and external assessment, establishing
objectives, developing strategies, choosing among alternative
strategies, devising policies, establishing organizational
structure, allocating resources, and evaluating performance.

3. Provide direction.
4. Provide a focal point for all stakeholders of the firm.
5. Resolve divergent views among managers.
Ten Benefits of Having a
Clear Mission and Vision

6. Promote a sense of shared expectations

among all managers and employees.
7. Project a sense of worth and intent to all
stakeholders.
8. Project an organized, motivated
organization worthy of support.
9. Achieve higher organizational
performance.
10. Achieve synergy among all managers and
employees.
CONCLUSION
• 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. As the first step in
strategic management, the vision and mission statements provide direction for all planning
activities.

• Well-designed vision and mission statements are essential for formulating, implementing, and
evaluating strategy.
THANK YOU!
Prof. Jeff
Marcelo