The document discusses strategic planning concepts like vision, mission, objectives, and goals. It provides definitions and examples of each concept. A vision is a long-term future outlook for an organization, while a mission outlines its current purpose and operations. Objectives and goals are shorter-term aims that support the vision and mission, with objectives being more specific and measurable. Good strategic planning cascades these concepts down through an organization to guide decision-making.

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Aijaz Ahmed Rather
I.K Gujral P.T.University

2.  It's not the situation ... It's your reaction to the situation -Robert Conklin
 To map out a course of action and follow it to an end requires some of the same
courage that a soldier needs. -Ralph Waldo Emerson
 By failing to prepare, you are preparing to fail. -Benjamin Franklin
 To hell with circumstances; I create opportunities. -Bruce Lee
 Vision without action is a dream. Action without vision is simply passing the
time. Action with Vision is making a positive difference.
 Cherish your visions and your dreams as they are the children of your soul; the
blueprints of your ultimate achievements. Napoleon Hill
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3. Strategic intent refers to the purpose the
organisation strives for.
These could be in the form of vision &
mission statement for the organisation as a
corporate whole.
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4.  It is what ultimately the firm or a person would like to
become.
 According to Kotter, vision is a, “description of something (an
organisation, a corporate culture, a business, a technology, an
activity) in the future.”
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5. Good visions are inspiring and exciting
Good visions help in the creation of a common
identity and a shared sense of purpose
Good visions are competitive, original and unique
Good visions foster risk taking and
experimentation
Good visions foster long- term thinking
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6.  Charts a company’s future strategic
course
 Defines the business makeup for 5
years (or more)
 Specifies future technology-product-
customer focus
 Indicates capabilities to be developed
 Requires managers to exercise
foresight
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Core values
Core purpose
Long term audacious goal
Vivid description of achievement
Core ideology Envisioned future
Well- conceived vision

8.  A well- conceived vision consists of two major components:
• Core ideology: the enduring character of an organisation that
remains unchangeable at all times. It rests upon:
 Core values: the essential and enduring tenets of an
organisation
 Core purpose: an organization's reason for being
• Envisioned future:
 10- 30 years audacious goal
 Vivid description of what it will be like to achieve that goal
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9.  Our vision serves as the framework for our Roadmap and guides every aspect of
our business by describing what we need to accomplish in order to continue
achieving sustainable, quality growth.
• People: Be a great place to work where people are inspired to be the best they
can be.
• Portfolio: Bring to the world a portfolio of quality beverage brands that
anticipate and satisfy people's desires and needs.
• Partners: Nurture a winning network of customers and suppliers, together we
create mutual, enduring value.
• Planet: Be a responsible citizen that makes a difference by helping build and
support sustainable communities.
• Profit: Maximize long-term return to shareowners while being mindful of our
overall responsibilities.
• Productivity: Be a highly effective, lean and fast-moving organization.
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10. McDonald Vision Statement“
McDonald's vision is to be the world's
best quick service restaurant experience.
Being the best means providing
outstanding quality, service, cleanliness,
and value, so that we make every
customer in every restaurant smile."
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11. Written Statement
Scope of Operation
Management’s Vision
Guidance for Market and Product Evaluation
Inspire and Challenge Employees
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12. Broad purposes of the organization
General criteria for assessing the long-term
organizational effectiveness
Driven by heritage & environment
Mission statements are increasingly being developed
at the SBU* level as well
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*A set of products or product lines with clear independence from
other products or product lines for which a business or marketing
strategy should be designed

13. According to Thompson, a mission is an “ essential
purpose of the organisation, concerning particularly
why it is in existence, the nature of the business(es) it
is in and the customers it seeks to serve and satisfy.”
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14.  Mission Statement - is a statement of an organization’s
purpose, (what it wants to accomplish in the larger
environment.) It helps employees understand the values of
the firm and acts as a guide to instill ethical
organizational as well as marketing behavior.
In developing a mission statement, management
must take into account three key elements
 The organization’s history
 The organization’s distinctive
competitiveness
 The organization’s
environment
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Mission statement should be
•Achievable
•Motivational
•Specific

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Distinguishes you from competing organizations
Gives corporate identity & a clear direction for strategic planning
Mission Statement Benefits
Create a focus for employees
Give a sense of pride in working for the company
Reassure on future intentions and stability
Send signals of strength to the competition

16. Unilever's mission is to add Vitality to
life. We meet everyday needs for
nutrition, hygiene, and personal care
with brands that help people feel
good, look good and get more out of
life.
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Doing well by doing good

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Our Roadmap starts with our mission, which
is enduring. It declares our purpose as a
company and serves as the standard against
which we weigh our actions and decisions.
•To refresh the world...
•To inspire moments of optimism and
happiness...
•To create value and make a difference.
•

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19.  A mission statement
focuses on current
business activities --
“who we are and what
we do”
• Current product and
service offerings
• Customer needs being
served
• Technological and business
capabilities
 A strategic vision concerns
a firm’s future business
path -- “where we are
going”
• Markets to be pursued
• Future technology-product-
customer focus
• Kind of company that
management is
trying to create
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20.  What is our business?
 What will it be?
 What should it be?
 Vision and mission statements can use the ideas
to generated through the process of
understanding and defining business.
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21.  Customer groups- who is being satisfied
 Customer functions/ needs- what is being
satisfied
 Alternative technologies- how the need is being
satisfied
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22.  Corporate Level: business definition will
concern itself with the wider meaning of
customer groups, customer functions and
alternative technologies.
 SBU Level: a highly diversified company
organized on a divisional basis could benefit
by having business definition at SBU level.
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23. Denote what an organisation hopes to accomplish in a
future period of time.
A broad category of financial and non- financial
issues are addressed by the goals that the firm sets.
Converts Mission into Tangible Action
Problem Centered and Future Oriented
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• Cascade from the top of the Strategic Plan –
Mission, Vision, Guiding Principles.
• Look at your strategic analysis – SWOT,
Environmental Scan, Past Performance, Gaps . .
• Limit to a critical few – such as five to eight goals.
• Broad participation in the development of goals

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Reorganize the entire organization for better responsiveness to customers
We will partner with other businesses, industry leaders, and government agencies in order to better meet
the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single comprehensive process
that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our internal customers.
Establish a means by which our decision making process is market and customer focus.
Maintain and enhance the physical conditions of our public facilities.

26. Objectives are the ends that state
specifically how the goals shall be
achieved.
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27.  Relevant - directly supports the goal
 Compels the organization into action
 Specific enough so we can quantify and measure the
results
 Simple and easy to understand
 Realistic and attainable
 Conveys responsibility and ownership
 Acceptable to those who must execute
 May need several objectives to meet a goal
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28. GOALS OBJECTIVES
Very short statement, few words Longer statement, more descriptive
Broad in scope Narrow in scope
Directly relates to the Mission
Statement
Indirectly relates to the Mission
Statement
Covers long time period (such as
10 years)
Covers short time period (such 1 year
budget cycle)
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29. Objectives define the organization's
relationship with its environment
Objectives help an organisation pursue its
vision and mission
Objectives provide the basis of strategic
decision making
Objectives proved the standards for
performance appraisal
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30. Objectives are understandable
Objectives should be concrete & specific
Objectives should be related to a time
frame
Objectives should be measurable and
controllable
Challenging
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31.  The forces in the environment
 Realities of enterprise resources and internal power
relationships
 The value system of the top executive
 Awareness by the management
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Develop a customer intelligence database system to capture and analyze patterns in purchasing behavior
across our product line.
Launch at least three value stream pilot projects to kick-off our transformation to a leaner organization.
Centralize the procurement process for improvements in enterprise-wide purchasing power.
Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction survey across all
business functions.

33. Our Roadmap starts with our mission, which is
enduring. It declares our purpose as a company and
serves as the standard against which we weigh our
actions and decisions.
To refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference.
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Mission

34. Vision-
• The vision of the company is to lead beverage revolution in the world
and provide it’s consumer quality beverages at affordable price.
Initiatives
• The company has one single environmental system, eKO system,
implemented at all its operations across the world. The eKO system is
a tool that integrates environment management with business planning
cycle.
•Environment
•Occupational Safety and Health (OSH)
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• Vision &
Initiatives

35. Live Our Values
Our values serve as a compass for our actions and describe
how we behave in the world.
• Leadership: The courage to shape a better future
• Collaboration: Leverage collective genius
• Integrity: Be real
• Accountability: If it is to be, it's up to me
• Passion: Committed in heart and mind
• Diversity: As inclusive as our brands
• Quality: What we do, we do well
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Objectives

36.  Focus on the Market
•Focus on needs of our consumers, customers and franchise partners
•Get out into the market and listen, observe and learn
•Possess a world view
•Focus on execution in the marketplace every day
•Be insatiably curious
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Objectives

37. Work Smart
• Act with urgency
• Remain responsive to change
• Have the courage to change course when needed
• Remain constructively discontent
• Work efficiently
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Objectives

38. Act Like Owners
• Be accountable for our actions and inactions
• Steward system assets and focus on building value
• Reward our people for taking risks and finding better ways to solve
problems
• Learn from our outcomes -- what worked and what didn’t
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Objectives

39. Be the Brand
• Inspire creativity, passion, optimism and fun
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Objectives