Company Mission.

The mission of a business is the fundamental, unique purpose that sets it apart from other firms
of its type and that identifies the scope of its operations in product and market terms. The
mission is a general, enduring statement of company intent. It embodies the strategic decision
makers' business philosophy; it implies the image the company seeks to project; it reflects the
firm's self-concept; and it indicates the principal product or service areas and the primary
customer needs which the company will attempt to satisfy. Further, it suggests the prioritized
goals of the firm in terms of survival, growth, and profitability. In short, the mission describes
the product, market, and technological areas of emphasis for the business in a way that reflects
the values and priorities of the strategic decision makers.
*John A. Pearce II, An Executive-Level Perspective on the Strategic Management Process,
VOL. XXIV / NO. 1 California Management Review (FALL / 1981)

Vision
A vision statement is sometimes called a picture of your company in the future but its so much
more than that. Your vision statement is your inspiration, the framework for all your strategic
planning. All of your operational and strategic planning should be focused on achieving your
visionary objectives.
What you are doing when creating a vision statement is articulating your dreams and hopes for
your business. It reminds you of what you are trying to build.
A vision statement may apply to an entire company or to a single division of that company.
Whether for all or part of an organization, the vision statement answers the question, "Where do
we want to go?"
*Scott Regan, Founder and CEO of Achievelt/Achievelt blog post (October 12, 2012)
Organization Charts
Organization Charts, or Org Charts for short, are used to show people the intended structure of
the organization. This "formal" organization is supposed to reflect the power structure of the
company. Often, it omly reflects the responsibility structure. The real power in the organization
often follows lines of communications instead of lines in the Org Chart. Sometimes the Org
Charts only serve to confuse people as to what the structure really is. This is usually not
intentional, but rather REFLECTS the confusion of the people involved. If you are unsure of the
group's functional relationships, or if they frequently change, it is virtually impossible to
accurately diagram them.
* F. John Reh Organization Charts as a Management Tool
Strategic Purposes and Targets

Corporate Identity
Image, identity and culture are concepts occupying the minds of companies and organizations of
our time, because things must be connected in a world where every institutions or persons role
and place are renegotiated almost everyday.
The concept of Corporate Identity should draw the companys attention to the way it perceives
itself. And as mentioned it can be misleading to stick to limits that are too rigid between
management, employees, shareholders and suppliers. The issue, when it comes to corporate
identity, is to define how the company intends to present itself. Therefore, it is more a matter of
an ideal, but because this is dealt with consciously, an assessment of ones own behavior should
be aimed at. To be able to perceive oneself better - ones limits and potentials - the concept of
corporate culture could be useful.
With this distinction it is important to notice that image, identity and culture cannot be regarded
as things that can be objectively described from the outside.
Factual identity is an assessment of ones own behavior.
The claim of own ideal image is called value identity.
Ascribed identity refers to the confrontation that takes place with the others expectations.

* Dominique Bouchet, What is Corporate Image and Corporate Identity and why do
people talk so much about it?