CHAPTER 2

CHARTING A COMPANYS
DIRECTION: ITS VISION,
MISSION, OBJECTIVES,
AND STRATEGY

1. Grasp why it is critical for company managers to have a clear

strategic vision of where a company needs to head and why.
2. Understand the importance of setting both strategic and
financial objectives.
3. Understand why the strategic initiatives taken at various
organizational levels must be tightly coordinated to achieve
companywide performance targets.
4. Become aware of what a company must do to achieve
operating excellence and to execute its strategy proficiently.
5. Become aware of the role and responsibility of a companys
board of directors in overseeing the strategic management
process.

22

WHAT DOES THE STRATEGY-MAKING,

STRATEGY-EXECUTING PROCESS ENTAIL?
1. Developing a strategic vision, a mission statement,
and a set of core values.
2. Setting objectives for measuring the firm's
performance and tracking its progress.
3. Crafting a strategy to move the firm along its
strategic course and to achieve its objectives.
4. Executing the chosen strategy efficiently and
effectively.
5. Monitoring developments, evaluating performance,
and initiating corrective adjustments.
23

FIGURE 2.1

The Strategy-Making, Strategy-Executing Process

Strategic Plan

24

STRATEGIC MANAGEMENT PRINCIPLE

A companys strategic plan lays out its future
direction, performance targets, and strategy.

25

TASK 1: DEVELOPING A STRATEGIC VISION,

A MISSION STATEMENT, AND A SET OF
CORE VALUES
Developing a Strategic Vision:

Delineates managements future aspirations

for the firm to its stakeholders.

Provides directionwhere we are going.

Sets out the compelling rationale

(strategic soundness) for the firms direction.

Uses distinctive and specific language to set

the firm apart from its rivals.

26

CORE CONCEPT
A strategic vision describes managements
aspirations for the future and delineates the
companys strategic course and long-term
direction.

27

TABLE 2.1

Wording a Vision Statementthe Dos and Donts

The Dos

The Donts

Be graphic

Dont be vague or incomplete

Be forward-looking and directional

Dont dwell on the present

Keep it focused

Dont use overly broad language

Have some wiggle room

Dont state the vision in bland or

uninspiring terms

Be sure the journey is feasible

Dont be generic

Indicate why the directional path

makes good business sense

Dont rely on superlatives only

Make it memorable

Dont run on and on

28

ILLUSTRATION CAPSULE 2.1

Examples of Strategic Visions

How Well Do They Measure

Up?
Vision Statement for Coca-Cola
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 peoples 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.

Effective Elements

Shortcomings

Graphic
Focused

Long
Not forward-looking

Makes good business sense

Flexible

29

ILLUSTRATION CAPSULE 2.1 (contd)

Examples of Strategic Visions

How Well Do They Measure

Up?Statement for Proctor & Gamble
Vision
We will provide branded products and services of superior quality and
value that improve the lives of the worlds consumers, now and for
generations to come. As a result, consumers will reward us with
leadership sales, profit and value creation, allowing our people, our
shareholders and the communities in which we live and work to prosper.
Effective Elements

Shortcomings

Forward-looking
Flexible
Feasible
Makes good business sense

Not graphic
Not focused
Not memorable

210

ILLUSTRATION CAPSULE 2.1 (contd)

Examples of Strategic Visions

How Well Do They Measure

Up?Vision Statement for Heinz
We define a compelling, sustainable future
and create the path to achieve it.
Effective Elements

Shortcomings

Forward-looking
Flexible

Not graphic
Not focused
Confusing
Not memorable
Not necessarily feasible

211

ILLUSTRATION CAPSULE 2.1

Examples of Strategic Visions

How Well Do They Measure

Up?
For which of
these businesses is it the most

difficult to create a vision statement?

How does the scope of a business affect the
language of its vision statement?
How would you reword the Coca-Cola mission
statement to reduce it to less than 100 words?
(Coca-Cola currently = 121 words)

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COMMUNICATING
THE STRATEGIC VISION

Why Communicate the Vision:

Fosters employee commitment to the firms chosen

strategic direction.

Ensures understanding of its importance.

Motivates, informs, and inspires internal and external

stakeholders.

Demonstrates top management support for the firms

future strategic direction and competitive efforts.

213

STRATEGIC MANAGEMENT PRINCIPLE

An effectively communicated vision is a
valuable management tool for enlisting the
commitment of company personnel to engage
in actions that move the company forward in
the intended direction.

214

PUTTING THE STRATEGIC VISION

IN PLACE

Put the vision in writing and distribute it.

Hold meetings to personally explain the vision

and its rationale.

Create a memorable slogan that captures the

essence of the vision.

Emphasize the positive payoffs for making the

vision happen.

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WHY A SOUND, WELL-COMMUNICATED

STRATEGIC VISION MATTERS

It crystallizes senior executives own views about

the firms long-term direction.

It reduces the risk of rudderless decision making.

It is a tool for winning the support of organization

members to help make the vision a reality

It provides a beacon for lower-level managers in

setting departmental objectives and crafting
departmental strategies that are in sync with the
firms overall strategy.

It helps an organization prepare for the future.

216

DEVELOPING A COMPANY
MISSION STATEMENT

The Mission Statement:

Uses specific language to give the firm its own unique

identity.

Describes the firms current business and purpose

who we are, what we do, and why we are here.

Should focus on describing the firms business, not

on making a profitearning a profit is an objective
not a mission.

217

STRATEGIC MANAGEMENT PRINCIPLE

The distinction between a strategic vision
and a mission statement is fairly clear-cut:

A strategic vision portrays a firms aspirations

for its future (where we are going)

A firms mission describes its purpose and its

present business (who we are, what we do,
and why we are here).

218

THE IDEAL MISSION STATEMENT

Identifies the firms product or services.

Specifies the buyer needs it seeks to satisfy.

Identifies the customer groups or markets it is

endeavoring to serve.

Specifies its approach to pleasing customers.

Sets the firm apart from its rivals.

Clarifies the firms business to stakeholders.

219

LINKING THE VISION AND MISSION

WITH CORE VALUES

Core Values

Are the beliefs, traits, and behavioral norms that

employees are expected to display in conducting the
firms business and in pursuing its strategic vision
and mission.

Become an integral part of the firms culture and what

makes it tick when strongly espoused and supported
by top management.

Matched with the firms vision, mission, and strategy

contribute to the firms business success.

220

CORE CONCEPT
A firms core values are the beliefs, traits, and
behavioral norms that the firms personnel are
expected to display in conducting the firms
business and pursuing its strategic vision and
mission.

221

ILLUSTRATION CAPSULE 2.2

Core Values for Zappos

WOW Philosophy: 10 Core Values
Deliver WOW through Service
Embrace and Drive Change
Create Fun and a Little
Weirdness
Be Adventurous, Creative, and
Open Minded
Pursue Growth and Learning

Build Open and Honest

Relationships With
Communication
Build a Positive Team and
Family Spirit
Do More with Less
Be Passionate and Determined
Be Humble.

222

ILLUSTRATION CAPSULE 2.2

Core Values for Amazon

Core Values for Amazon
Customer
Obsession

We start with the customer and work backward.

Innovation

If you dont listen to your customers you will fail. But if you only
listen to your customers you will also fail.

Bias for
Action

We live in a time of unheralded revolution and instrumental

opportunityprovided we make every minute count.

Ownership

Ownership matters when youre building a great company. Owners

think long term, please passionately for their projects and ideas,
and are empowered to respectfully challenge decisions.

High-Hiring
Bar

When making a hiring decision we ask ourselves: Will I admire

this person? Will I learn from this person? Is this person a
superstar?

Frugality

We spend money on the things that really matter and believe that
frugality breeds resourcefulness, self-sufficiency and intention.

223

ILLUSTRATION CAPSULE 2.2

Comparing Core Values

How do the core values of Zappos reflect
the value it places on its human capital?
What effects do core values have
on the hiring practices of firms?
Where and by how much do Amazons core
values overlap the core values of Zappos?
Why did Amazon acquire Zappos in 2009?

224

TASK 2: SETTING OBJECTIVES

The Purposes of Setting Objectives:

To convert the vision and mission into specific,

measurable, timely performance targets.

To focus efforts and align actions throughout

the organization.

To serve as yardsticks for tracking a firms

performance and progress.

To provide motivation and inspire

employees to greater levels of effort.

225

CORE CONCEPT
Objectives are an organizations performance
targetsthe specific results management
wants to achieve.

226

CORE CONCEPT
A company exhibits strategic intent when it
relentlessly pursues an ambitious strategic
objective, concentrating the full force of its
resources and competitive actions on achieving
that objective.

227

CHARACTERISTICS OF
STRATEGIC INTENT

Indicates firms intent to making quantum gains in

competing against key rivals and to establishing itself as
a winner in the marketplace, often against long odds.

Involves establishing a grandiose performance target

out of proportion to immediate capabilities and market
position but then devoting the firms full resources and
energies to achieving the target over time.

Entails sustained, aggressive actions to take market

share away from rivals and achieve a much stronger
market position.

228

THE IMPERATIVE OF SETTING

STRETCH OBJECTIVES

Setting stretch objectives promotes better

overall performance because stretch targets:

Push a firm to be more inventive.

Increase the urgency for improving financial

performance and competitive position.

Cause the firm to be more intentional and

focused in its actions.

Act to prevent internal inertia and contentment with

modest to average gains in performance.

229

WHAT KINDS OF OBJECTIVES

TO SET

Financial Objectives

Communicate top
managements goals for
financial performance.
Are focused internally
on the firms operations
and activities.

Strategic Objectives

Are the firm's goals

related to marketing
standing and
competitive position.
Are focused externally
on competition vis-vis the firms rivals.

230

THE NEED FOR SHORT-TERM AND

LONG-TERM OBJECTIVES

Short-Term Objectives:

Focus attention on quarterly and annual performance

improvements to satisfy near-term shareholder
expectations.

Long-Term Objectives:

Force consideration of what to do now to achieve

optimal long-term performance.

Stand as a barrier to an undue focus on short-term

results.

231

CORE CONCEPTS
Financial objectives relate to the financial
performance targets management has
established for the organization to achieve.
Strategic objectives relate to target outcomes
that indicate a company is strengthening its
market standing, competitive position, and
future business prospects.

232

SETTING FINANCIAL
OBJECTIVES

Examples of Financial Objectives

An x percent increase in annual revenues
Annual increases in after-tax profits of x percent
Annual increases in earnings per share of x percent
Annual dividend increases of x percent
Profit margins of x percent
An x percent return on capital employed (ROCE) or return on
shareholders equity investment (ROE)
Increased shareholder valuein the form of an upward-trending
stock price
Bond and credit ratings of x
Internal cash flows of x dollars to fund new capital investment

233

SETTING STRATEGIC
OBJECTIVES
Examples of Strategic Objectives
Winning an x percent market share
Achieving lower overall costs than rivals
Overtaking key competitors on product performance or quality
or customer service
Deriving x percent of revenues from the sale of new products
introduced within the next five years
Having broader or deeper technological capabilities than rivals
Having a wider product line than rivals
Having a better-known or more powerful brand name than rivals
Having stronger national or global sales and distribution capabilities
than rivals
Consistently getting new or improved products and services
to market ahead of rivals

234

THE NEED FOR A BALANCED

APPROACH TO OBJECTIVE SETTING

A balanced scorecard measures

a firms optimal performance by:

Placing a balanced emphasis on achieving

both financial and strategic objectives.

Tracking both measures of financial performance

and measures of whether a firm is strengthening
its competitiveness and market position.

235

GOOD STRATEGIC PERFORMANCE IS THE KEY

TO BETTER FINANCIAL PERFORMANCE

Good financial performance is not enough:

Current financial results are lagging indicators of past

decisions and actions which does not translate into a
stronger competitive capability for delivering better
financial results in the future.

Setting and achieving stretch strategic objectives

signals a firms growth in both competitiveness and
strength in the marketplace.

Good strategic performance is a leading indicator of a

firms increasing capability to deliver improved future
financial performance.
236

CORE CONCEPT
The Balanced Scorecard is a widely used
method for combining the use of both strategic
and financial objectives, tracking their
achievement, and giving management a more
complete and balanced view of how well an
organization is performing.

237

SETTING OBJECTIVES FOR EVERY

ORGANIZATIONAL LEVEL

Breaks down performance targets for each

of the organizations separate units.

Fosters setting performance targets that

support achievement of firm-wide strategic
and financial objectives.

Extends the top-down objective-setting

process to all organizational levels.

238

ILLUSTRATION CAPSULE 2.3

Examples of Company Objectives

Which company included no strategic

objectives in its listing of objectives?
Which company has the shortest-term focus
based on it objectives? Which has the longestterm focus?
Which companys listing of objectives appears
to best fit the balanced scorecard concept?

239

TASK 3: CRAFTING A STRATEGY

Strategy Making:

Addresses a series of strategic hows.

Requires choosing among strategic alternatives.

Promotes actions to do things differently from

competitors rather than running with the herd.

Is a collaborative team effort that involves managers

in various positions at all organizational levels.

240

STRATEGY MAKING INVOLVES MANAGERS

AT ALL ORGANIZATIONAL LEVELS

Chief Executive Officer (CEO)

Senior Executives

Has ultimate responsibility for leading the strategy-making

process as strategic visionary and as chief architect of strategy.

Fashion the major strategy components involving their areas of

responsibility.

Managers of subsidiaries, divisions, geographic regions,

plants, and other operating units (and key employees
with specialized expertise)

Utilize on-the-scene familiarity with their business units to

orchestrate their specific pieces of the strategy.
241

STRATEGIC MANAGEMENT PRINCIPLE

In most companies, crafting and executing
strategy is a collaborative team effort in which
every manager has a role for the area he or
she heads; it is rarely something that only highlevel managers do.

242

WHY IS STRATEGY-MAKING OFTEN

A COLLABORATIVE PROCESS?

The many complex strategic issues involved and

multiple areas of expertise required can make the
strategy-making task too large for one person or a small
executive group.

When operations involve different products, industries

and geographic areas, strategy-making authority must
be delegated to functional and operating unit managers
such that all managers have a strategy-making role
ranging from major to minorfor the area they head!

243

A FIRMS STRATEGY-MAKING HIERARCHY

Corporate
Strategy

Multibusiness Strategyhow to gain synergies from managing a

portfolio of businesses together rather than as separate businesses
Two-Way Influence

Business
Strategy

How to strengthen market position and gain competitive advantage

Actions to build competitive capabilities of single businesses
Monitoring and aligning lower-level strategies
Two-Way Influence

Functional Area
Strategies

Add relevant detail to the hows of the business strategy

Provide a game plan for managing a particular activity in ways that
support the business strategy
Two-Way Influence

Operating
Strategies

Add detail and completeness to business and functional strategies

Provide a game plan for managing specific operating activities with
strategic significance
244

FIGURE 2.2
A Companys StrategyMaking Hierarchy

245

CORE CONCEPTS
Corporate strategy is strategy at the multibusiness level, concerning how to improve
company performance or gain competitive
advantage by managing a set of businesses
simultaneously.
Business strategy is strategy at the singlebusiness level, concerning how to improve the
performance or gain a competitive advantage
in a particular line of business.

246

UNITING THE STRATEGY-MAKING

HIERARCHY
Corporate-level

Business-level
Functional-level

Operational-level

247

STRATEGIC MANAGEMENT PRINCIPLE

A companys strategy is at full power only when
its many pieces are united. Anything less than
a unified collection of strategies weakens the
overall strategy and is likely to impair company
performance.

248

A STRATEGIC VISION + OBJECTIVES +

STRATEGY = A STRATEGIC PLAN
Elements of a Firms
Strategic Plan

Its strategic vision, business

mission, and core values

Its strategic and financial

objectives

Its chosen strategy

249

TASK 4: EXECUTING THE STRATEGY

Converting strategic plans into actions requires:

Directing organizational action.

Motivating people.

Building and strengthening the firms competencies

and competitive capabilities.

Creating and nurturing a strategy-supportive work

climate.

Meeting or beating performance targets.

250

MANAGING THE STRATEGY EXECUTION

PROCESS

Staffing the firm with the needed skills and expertise.

Building and strengthening strategy-supporting

resources and competitive capabilities.

Organizing work effort along the lines of best practice.

Allocating ample resources to the activities critical to

strategic success.

Ensuring that policies and procedures facilitate rather

than impede effective strategy execution.

251

MANAGING THE STRATEGY EXECUTION

PROCESS (CONTD)

Installing information and operating systems that enable

effective and efficient performance.

Motivating people and tying rewards and incentives

directly to the achievement of performance objectives.

Creating an internal culture and work climate conducive

to successful strategy execution.

Exerting the internal leadership needed to propel

implementation forward.

252

TASK 5: EVALUATING PERFORMANCE

AND INITIATING CORRECTIVE
Evaluating
AJUSTMENTS
Performance:

Deciding whether the enterprise is passing the three

tests of a winning strategygood fit, competitive
advantage, strong performance.

Initiating Corrective Adjustments:

Deciding whether to continue or change the firms

vision and mission, objectives, strategy, and/or
strategy execution methods.

Based on organizational learning.

253

STRATEGIC MANAGEMENT PRINCIPLE

A companys vision and mission, as well as its
objectives, strategy, and approach to strategy
execution are never final; managing strategy is
an ongoing process.

254

THE ROLE OF THE BOARD OF DIRECTORS

IN CORPORATE GOVERNANCE

Obligations of the Board of Directors:

Critically appraise the firms direction, strategy, and

business approaches.

Evaluate the caliber of senior executives strategic

leadership skills.

Institute a compensation plan that rewards top

executives for actions and results that serve
stakeholder interestsespecially shareholders.

Oversee the firms financial accounting and reporting

practices compliance with the Sarbanes-Oxley Act.
255

ACHIEVING EFFECTIVE
CORPORATE GOVERNANCE

A strong, independent board of directors:

Is well informed about the firms performance.

Guides and judges the CEO and other executives.

Can curb management actions the board believes are

inappropriate or unduly risky.

Can certify to shareholders that the CEO is doing

what the board expects.

Provides insight and advice to top management.

Is actively involved in debating the pros and cons of

key strategic decisions and actions.
256

STRATEGIC MANAGEMENT PRINCIPLE

Effective corporate governance requires the
board of directors to oversee the companys
strategic direction, evaluate its senior
executives, handle executive compensation,
and oversee financial reporting practices.

257

ILLUSTRATION CAPSULE 2.4

Corporate Governance Failures

at Fannie Mae and Freddie Mac

Why were the audit and compensation

committees at Fannie Maes ineffective?
Was the conduct of the committees legal?
Was it ethical?
What did linking executive compensation to
financial objectives do to promote misconduct
in both organizations?
Could setting stretch objectives have
discouraged misconduct by top management?
258