2. Chapter 2 Company Mission McGraw-Hill/Irwin
Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.

3. Learning Objectives Describe a company mission and explain its values
Explain why the mission statement should include the company’s basic product or service, its primary markets, and its principal technology
Explain which goal of a company is most important: survival, profitability, or growth
Discuss the importance of company philosophy, public image, and company self-concept to stockholders
Give examples of the newest trends in mission statement components: customer emphasis, quality, and company vision
Describe the role of a company’s board of directors
Explain agency theory and its value
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4. What is a Company Mission?
A broadly framed but enduring statement of a firm’s intent. It is the unique purpose that sets a company apart from others of its type and identifies the scope of its operations in product, market, and technology terms.
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5. The Need for an Explicit Mission
Why is this firm in business?
What are our economic goals?
What is our operating philosophy in terms of quality, company image, and self-concept?
What are our core competencies and competitive advantages?
What customers do and can we serve?
How do we view our responsibilities to stockholders, employees, communities, environment, social issues, and competitors?
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6. Formulating a Mission
The typical business begins with the beliefs, desires, and aspirations of a single entrepreneur
These beliefs are usually the basis for the company’s mission
As the business grows or is forced to alter its product, market, or technology, redefining the company mission may be necessary
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7. Mission Statement Components
Customer-market
Product-service
Geographic Domain
Technology
Concern for Survival
Philosophy
Self-concept
Concern for Public Image
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8. Three Essential Components:
Basic Product or Service
Primary Market
Principal Technology
If a firm uses a “silver bullet” mission for outsiders to read, it will include these three components.
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9. Missions vs. Strategic Visions
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
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

10. A computer on every desk and in
Vision Statement
A computer on every desk and in
every home.
Microsoft

11. Whirlpool Mission Statement
To shape and lead the major home appliance industry globally, becoming one of the world’s great companies while creating value for shareholders, employees, customers, suppliers, government leaders and communities.

12. Primary Company Goals:
Survival – A firm that is unable to survive will be incapable of satisfying the aims of any of its stakeholders.
Profitability – A firm’s profitability is the mainstay goal of a business.
Growth – A firm’s growth is tied inextricably to its survival and profitability. Growth in this sense must be broadly defined.
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13. Company Philosophy Company philosophy is often called company creed.
Usually accompanies or appears within the mission statement
Reflects the basic beliefs, values, aspirations, and philosophical priorities to which strategic decision makers are committed in managing the company
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14. Public Image
Both present and potential customers attribute certain qualities to particular businesses.
Firms seldom address the question of their public image in an intermittent fashion.
Firms should be concerned with their public image even when there is no public agitation.
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15. Company Self-Concept
A major determinant of a firm’s success is the extent to which the firm can relate functionally to its external environment.
The ability of firms to survive in a dynamic and highly competitive environment would be severely limited if they did not understand their impact on others or of others on them.
Ordinarily, descriptions of the company self-concept per se do not appear in mission statements.
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16. Newest Trends in Mission Components
The following are increasingly integral parts in the development of missions:
Customers as a priority
Quality as a priority
Inspirational vision statement
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17. Deming’s 14 Points: Create constancy of purpose.
Adopt the new philosophy.
Cease dependence on mass inspection to achieve quality.
End the practice of awarding business on price tag alone. Instead, minimize total cost, often accomplished by working with a single supplier.
Improve constantly the system of production and service.
Institute training on the job.
Institute leadership.
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18. Deming’s 14 Points (cont’d):
Drive out fear.
Break down barriers between departments.
Eliminate slogans, exhortations, and numerical targets.
Eliminate work standards (quotas) and management by objective.
Remove barriers that rob workers, engineers, and managers of their right to pride of workmanship.
Institute a vigorous program of education and self-improvement.
Put everyone in the company to work to accomplish the transformation.
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19. Boards of Directors
The board of directors is the group of stockholder representatives and strategic managers responsible for overseeing the creation and accomplishment of the company mission.
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20. Major Board Responsibilities:
Establish and update mission
Elect top officers & CEO
Establish compensation for top officers
Determine amount & timing of dividends
Set broad company policy
Set objectives and authorize managers to implement long-term strategy
Mandate company’s legal and ethics compliance
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21. Agency Theory
Agency theory is a set of ideas on organizational control based on the belief that the separation of the ownership from management creates the potential for the wishes of owners to be ignored.
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22. Agency Theory
The cost of agency problems plus the cost of actions taken to minimize agency problems are collectively termed agency costs.
Executives are often free to pursue their own interests because of the disproportionate access they have to company information. This is the moral hazard problem.
Adverse selection is an agency problem caused by the limited ability of stockholders to determine the competencies and priorities of executives at hire.
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23. Aligning Executive Interests with Owner Interests
Stock Option Plans
Bonus plans
Incentives for Long-Term Performance
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24. Problems Resulting from Agency
Executives pursue growth in company size rather than earnings
Executives attempt to diversify their corporate risk
Executives avoid healthy risk
Managers act to optimize their personal payoffs
Executives protect their status
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25. Solutions to Agency Problem
Owners pay executives a premium for their service to increase loyalty
Executives receive back-loaded compensation.
Creating teams of executives across different units of a corporation can help to focus performance measures on organizational rather than personal goals.
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