The Mission Statement

As introduced in our internal and external factors paper last workshop, Wellness, Inc. is “a hypothetical resort spa offering massage, body treatments, skin care services, hand and foot treatments and other luxury individualized and personal services and products. ” (Team A, 2003) This simple sentence says little about the long-term plans of this newly created corporation. While initially, the business will begin it’s road to success as a single location offering the services and products mentioned above, its founders have many objectives and goals they would like to see met.

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The Mission Statement A mission statement was the first step in understanding not only the business in which Wellness, Inc. would enter, but also the culture that would drive the operations of this business. What was created can be broken down into three areas – vision, mission, and values. “Our mission is to create a unique wellness institute that has a global presence and reputation that surpasses any competitor in order to achieve both horizontal and vertical growth. Our vision starts and stops with the treatment of our most valuable asset – our clients.

Our values will permeate any organization created under the Wellness, Inc. name by providing world class service to our clients and stakeholders through ethical, harmonious and healthy actions and reactions. ” (Wellness, Inc. Mission Statement) “Drucker says today’s organizations – staffed as they are by professionals and other employees who largely control their own behavior – require ‘clear, simple, common objectives that translate into particular actions. ‘ In other words, they need a clear vision of where the firm is heading.

Even without a lot of supervisors to guide them, employees can then be steered by the company’s vision and values. ” (Dessler, 2003) Strategic Goals Our strategic goals begin in terms of three years and fall into three categories: establishment, maintenance and growth. Key to approaching a growth concept is establishing the first spa location and seeing immediate success. Once we have successfully penetrated a niche market with our concept, growth plans will continue and follow seasonal trends in vacation destinations. The initial goal is to open the first five locations within the first three years of operation.

While we cannot expand our market without horizontal growth, we will also need to keep a keen awareness for maintenance within any existing location to sustain the excellent reputation we expect to have at all times. Strategy to Goal Achievement The site for our first location will be a seasonal, resort-like vacation destination. This will allow us market penetration into an upscale niche market that will also provide national publicity as they return home from a vacation at this site. By capturing an audience when they are focused on relaxation and renewal, they will have time to savor the treatment they receive at our facility.

Let’s imagine that this first site is at the base of a popular ski resort. Once we have spent a successful season with our first set of patrons (and planning of this next step will begin simultaneously with this first season), we will move on to our next location just in time for a long summer and expansion of our audience. Trending vacation destinations from season to season will help to guide our growth location selection process. In order to maintain the desired reputation we will earn in each location, we must hire the right people to not only manage, but also provide services in each of our facilities.

People who will motivate each other in light of the common goals of the company are the only people we can hire. The maintenance of a “best in class” reputation lies solely in our people and especially local management at each site. “Managers can foster employee self-control by providing better training, encouraging participative leadership, and developing commitment and loyalty. ” (Dessler, 2003) Each and every member of our team must feel empowered to own his or her part of the business at all times. “Empowered workers, service jobs, and the need to get workers thinking like owners puts a premium on the people side of managing.

Understanding how to work with and through people and how to use behavioral science concepts and techniques at work will be more important than ever before. ” (Dessler, 2003) This “maintenance” part of the objectives set can also be looked at as strategic control. A very accomplished research and development team will be put together for the sole purpose of laying out the groundwork for achievement of growth goals. As mentioned above, the first five locations will need to be strategically placed according to high net worth vacation trends to allow clients to visit three to four locations in any given year.

This will provide them with a piece of home in vacation cities that will help us to work our way into mainstream business in the long run. Implementation of Strategy Successful implementation of the strategies outlined above depends upon thorough planning, communication of the company mission statement and subsequent buy-in, and commitment at all levels of the organization. Strategy implementation “draws on all management functions: planning, organizing, leading, and controlling. ” (Dessler, 2003) “A brilliant strategy that can’t be implemented creates no real value.

Effective implementation begins during strategy formulation when questions of ‘how to do it? ‘ should be considered in parallel with ‘what to do? ‘ Effective implementation results when organization, resources and actions are tied to strategic priorities, and when key success factors are identified and performance measures and reporting are aligned. ” “Getting the entire organization onboard with a new strategy may require development of a business case for each key initiative, design of new business processes and identification of champions for key programs. ” (Deloitte, 2003)