The second of the three important things associated with the right long-term business is the Mission.

In essence, a mission is a statement of the tasks, goals, purpose and benefits of your business for you, for the market and for end customers.

Mission is the answer to the question why your business exists at all, to whom and what it gives, and what is the use of it.

Why is a mission statement needed?

First, it helps you understand what you are doing and why.

In order to do this in principle. To make it clear to your employees. To make it clear to your customers. And many more around your company who are somehow interested in it now or will be interested in the future.

This is a simple and quick answer to the question: What do you do?

How does this help those who understand your mission?

This helps you stay on track and focus on the important things. On the main. This helps you explain to the client what you mean to him, even before you start talking about your products and services.

This helps your employees to adhere to the right priorities, operate within clear and understandable rules and objectives. This allows you to properly plan and assign tasks to employees. Based on the mission, marketing activities, plans, campaigns and important communications with the market are built. Product managers' plans and production plans are formulated on the basis of the mission, because it is so clear what to do and what it should be.

This helps your customers quickly, in a matter of seconds, get the right impression and understanding about you, about your company, about your products and your benefits for them.

Why is this needed? This is necessary not only for positioning the company, for distinguishing itself from competitors, not only for presentations to the client, not only for communication with the market - this is important first of all for building, planning and managing your company.

What questions help formulate the mission and how is it created in general?

On the Internet and in various books there are a lot of examples and templates for writing a mission. But we will offer you the simplest and most workable option.

Please answer the questions:

How does my (our) business help the market?

Who is our client and what does he need?

What is the benefit to the client from it (business)?

With our products and services, what customer problems do we help to solve?

How are we (business) different from others?

What is the interest of our shareholders and how is it satisfied?

How to formulate all this in one, two or three sentences?

Please note that the mission can take several forms: for internal use, for shareholders, for investors, for the market (potential customers) and for customers who have already become or will soon become such.

It is possible that you will need to write

several wordings. This is not scary - it is right, and it will help you better and more comprehensively determine the purpose and value of the business.

But we would suggest that you start with one, short statement. As our experience shows, the simplest and at the same time effective mission format looks like this:

We (our company) help our clients to be great in this way.

(in the English original, the most advantageous format looks like this: We help $TYPE_OF_PERSON be awesome at $THING (borrowed from Joel Spolsky), that is, literally, "We help "here to describe the type of client" to be remarkable in "such and such a form of them activities" (and I would also add "in this way"), where

"here describe the type of client" or "such and such our clients" is

a description of who exactly your client is, why he is special, who he is, what he does, what specific qualities he has, and so on.

"a certain type of their activity" is a description of what part of the business (or non-business, if it is not B2B) of your customers you are changing, making it more efficient, better, faster, better, etc.

"in this way" or "in this way" is a description of what exactly you do, what exactly you offer. This is not only and not so much the exact name or description of a product or service, but in simple, human language, their essence and benefits.

yes, and the words "be awesome" and "be awesome" of course can be changed to suit your audience's terminology.

Well, is it clear? Then go ahead! We are writing a mission!

One of the main tasks of management is to set goals for the achievement of which the organization is formed, functions and develops as an integral system. The objective function begins with the formation of a strategic vision and the establishment of the mission of the enterprise, expressing the philosophy and meaning of its existence. It details the status of the enterprise, declares the principles of its work, statements and the actual intentions of the management, defines the most important characteristics of the organization. Next comes the process of setting long-term goals. This part of strategic management ends with the process of setting short-term goals. Defining the mission and goals of the company leads to the fact that it becomes clear why the company operates and what it strives for. Knowing this, you can more accurately choose a strategy of behavior.

Management's vision of what the organization should strive for and what its long-term course should be forms its strategic vision for the future. A strategic vision is essentially a big picture of “who we are today, what we are doing and where we are going”. A strategic vision is a vision of the future direction of an organization and its business course; an important concept that defines what an organization seeks to do and become. It leaves no doubt about the long-term direction of the business and the position that management believes the company should be striving for. A well-thought-out strategic vision prepares the company for the future, helps set long-term directions, and indicates the company's intention to position itself in the business. Companies that do not have a strategic vision do not know what market position they should strive to win for themselves.

Although both terms are used interchangeably, a distinction must be made between strategic vision and business mission, or mission statement. The concept of mission has more to do with the present. The mission statement details the activities of the organization and its composition. The mission statement defines the nature of the company's business and creates a clear vision of what the company intends to do for its customers. The mission and strategic vision of the organization create a “sense of purpose” among employees and convincingly justify the direction of its development in the future. A well-defined mission generates enthusiasm for the future course outlined by management. The motivational goal of disseminating the content of the mission is to involve all employees of the organization in its implementation.

The strategic vision and mission statement are always highly personalized. General statements applicable to any company or sector of the economy have no managerial value. A strategic vision or mission statement distinguishes a company from others in a given sector of the economy, becomes its hallmarks, character and individual development path. Management science has not developed any universal rules that apply when formulating a mission. Therefore, there are many different approaches to the definition of the mission and its content, reflecting the assessment of the role and importance of the organization, primarily on the part of decision-makers. The central point of the mission is the answer to the question: what is the main goal of the organization? In the first place should be the interests, expectations and values ​​of consumers, not only now, but also in the future.

Sometimes companies mistakenly formulate their mission in terms of profit. However, it would be more correct to define profit as the goal or result of what the company does. The desire to make a profit does not say anything about the field in which this profit should be found. A profit-driven mission fails to separate one type of profit-seeking company from another type of profit-seeking company.

There are three main aspects to consider when developing a strategic vision and expressing it in the form of a mission statement:

a clear understanding of what area of ​​business the company operates in,

expressing your vision and mission in a clear, inspiring and stimulating way,

A company's business is determined by what requests it seeks to satisfy, which consumer groups it is aimed at, with the help of what technologies and the performance of what functions it serves its target market.

The mission should be developed taking into account the following five factors:

the history of the company, during which the philosophy of the company was developed, its profile and style of activity, its place in the market, etc. were formed;

the existing style of behavior and the way of action of the owners and management personnel;

the state of the organization's environment;

the resources it can bring to bear to achieve its goals;

distinctive features of the organization.

The transcript accompanying the mission should reflect the following characteristics of the organization:

targets of the organization;

scope of the organization;

organization philosophy;

opportunities and ways of carrying out the activities of the organization.

The mission should not carry specific instructions on what, how and in what time frame the organization should do. It sets the main directions of movement of the organization, the location of the organization to the processes and phenomena occurring inside and outside it.

It is very important that the mission is formulated as clearly as possible so that it is easily understood by all actors interacting with the organization's strategy, in particular by all members of the organization. At the same time, the mission should be formulated in such a way that it excludes the possibility of different interpretations, but at the same time leaves room for creative and flexible development of the organization.

The mission forms the foundation for setting the goals of the organization as a whole, its divisions and functional subsystems (marketing, innovation, production, personnel, finance, management), each of which sets and implements its own goals, logically arising from the overall goal of the enterprise.

No organization can successfully survive in a competitive environment if it does not have clearly defined guidelines, directions that set what it aspires to, what it wants to achieve with its activities. The old wisdom that there is no favorable wind for a ship whose crew does not know where it is sailing figuratively illustrates this situation. But the goal principle in the activities of the organization arises not only because it needs to have guidelines so as not to perish in a changing environment.

The concept of "mission" came from the English language. "Mission" in translation e means "goal". In domestic management theory and practice, in a certain context, it is the term “mission” that is used, and not the goal. The fact is that in English there are four designations for the concept of "goal":

1. Aim - goal, intention;

2. Goal-goal, task, destination;

3. Target - goal, task, target, plan;

4. Mission - purpose, purpose, vocation, assignment.

All these words have the same general meaning - “goal”, however, they have slight semantic differences, and the practice of using these words differs.

With the most generalized and at the same time with the most profound understanding, the role of the mission of the organization is that it, as it were, establishes a bundle, orients in a single direction the interests and expectations of those people who perceive the organization from the inside, and those who perceive the organization from the outside. Moreover, the mission allows orienting or even subordinating the interests of “internal” people in relation to the organization to the interests of “external” people. By defining what the organization was created and exists for, the mission gives meaningfulness and purposefulness to the actions of people, allowing them to better see and realize not only what they should do, but also why they carry out their actions. There is a broad and a narrow understanding of mission.

In a broad sense, the mission is the philosophy and purpose, the meaning of the existence of the organization.

The philosophy of an organization defines the values, beliefs and principles in accordance with which the organization intends to conduct its activities. A mission defines the activities an organization intends to do and what type of organization it intends to be. The philosophy of the organization rarely changes. As for the second part of the mission, it may vary depending on the depth of possible changes in the organization and in the environment of its functioning.

In a narrow sense, a mission is a stated statement about why or for what reason an organization exists, i.e. The mission is understood as a statement that reveals the meaning of the existence of the organization, in which the difference between this organization and similar ones is manifested.

The mission in strategic management is a clearly expressed overall goal of the organization, which answers the following basic questions:

Why does the organization exist (the reason for its existence), what products does it produce and what need does the organization satisfy;

Who are the main consumers and what is the attitude of the organization towards them;

What is the main philosophy of the organization, how does it relate to society, partners and competitors, to its employees, what are the main values ​​shared by employees;

What are the basic principles of the organization.

The mission defines the essence of the organization's activities, its basic goals

and principles of activity, helps to unite efforts in one direction, contains the main guidelines that help to distribute responsibility and resources, provides the basis and context for developing a strategy, serves as the basis for building and correcting the goals of the organization.

The main question that the mission answers is the question of what human need the organization satisfies. For example, a car factory satisfies people's need for mobility; the university is in education; the mayor's office - in creating conditions for a decent life for citizens. The correct answer to the question about the needs that the organization satisfies, in itself, can bring a lot of new things to the activities of this organization. Let's say an automobile factory starts developing a network of consumer service enterprises (repair shops, authorized dealers, sales leasing schemes), a university expands the scope of activities (short-term courses, sports services, library services), and the mayor's office subsidizes Internet services for city schoolchildren.

The mission establishes a connection and orients the interests and expectations of people who view the organization both from the outside and from the inside. In the broad sense of the word, the mission is both the philosophy and the purpose of the organization, and the meaning of its existence.

Mission is a business concept that reflects the purpose of the business, its main goal. In contrast to the vision, the mission characterizes only the present of the organization: the type, scope of activities, differences from competitors, ignoring the prospects for business development. The mission details the status of the enterprise and provides guidance for the development of goals and strategies at various organizational levels.

The main components of the mission:

1. Products or services that an enterprise produces, i.e. range of needs met. What are the products or services produced by the enterprise? Companies often achieve market advantage by integrating product benefits with additional competitiveness opportunities, such as greater market share, distribution networks, or a positive image.

2. Categories of target groups of consumers. Who are the target customers of the company? The activities of the enterprise may be targeted at government agencies, industrial consumers, a small segment of the population with high incomes, or the general population.

3. Applied management technologies and functions, i.е. way to meet consumer needs. Does the company focus on the use of the latest or traditional technologies?

4. Competitive advantages. What are the distinctive features and strategic advantages of the enterprise in comparison with competitors? Such advantages may lie in a unique product, technology, reputation among consumers or geographic location.

5. Philosophy of business. What are the most important values, aspirations and ethical principles of the enterprise? The philosophy of an enterprise can be manifested, for example, in whether it puts the interests of its employees or customers in the foreground, etc.

Business mission Konosuke Matsushita

(No ratings yet)

Title: Business Mission

About the book Business Mission by Konosuke Matsushita

How are you developing your business? How do you help it flourish? How do you earn, and most importantly, how do you treat employees? Do you consider them just employees who need to be paid, or are you trying to develop hidden abilities in them? Are you creating a comfortable place to work or just giving you the opportunity to work in a cool room with the provision of electronics? There are many questions, in fact, as well as answers, but which answers are correct? What will bring success to business and its prosperity? You can find out about this if you start reading the book "Business Mission".

Konosuke Matsushita is a great entrepreneur of the 20th century, the founder of Matsushita Electric. Many call him a god in management because of his ability to treat employees humanistically and at the same time combine the desire for profit. According to the author, the mission of business is to serve people, understand their views and develop talents. Konosuke Matsushita believes that poverty is the lot of the weak and must be eradicated by raising the standard of living of every person. How to achieve this? Quite simply, for this it is worth providing everyone with a job and giving him the opportunity to realize himself.

What does all this mean? And the fact that, when hiring a person, there is no need to set specific goals for him, it is enough to tell the direction of his work and provide an opportunity to show his creativity and tell the stage of his vision. Each recommendation of the author is confirmed by the success of his company, its rapid growth and development.

The Mission of Business book does not show real examples and rules of how to act during management. Konosuke Matsushita conveyed precisely the psychological stages and philosophical reasoning of how to act while managing a company and one's own business. According to the author, only through employees is it possible to achieve success, only thanks to their good work is it possible to make the company progress.

What does it take to keep employees happy? Everything is correct, it is necessary to provide them with adequate work and a loyal attitude. If you do not encourage your subordinates, they will not have a desire to work, there will be no desire to develop and create new ideas, and this is precisely what is important in development - the desire for something new, modern.

Reading the book is recommended for those who are just starting their own business and do not yet know how to properly develop it to achieve stunning success. After reading this work, you will have the opportunity to understand exactly how the author achieved success in his company, what he did in order to get excellent development, and how he further combined a loyal attitude towards employees with their potential and desire to develop.

On our site about books lifeinbooks.net you can download for free without registration or read online the book "Business Mission" by Konosuke Matsushita in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and a real pleasure to read. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, learn the biography of your favorite authors. For novice writers, there is a separate section with useful tips and tricks, interesting articles, thanks to which you can try your hand at writing.

Business mission

Preface to the Russian edition

Why are Japanese companies resolutely

beat competitors?

How do the Japanese manage to release

super quality product?

Why Japanese companies after each

Crisis become even stronger?

Who is the greatest entrepreneur

throughout the history of modern business?

Like a country that has nothing: no oil,

no gas, no metal, no forest, created

second economy in the world after the US?

All these questions are answered by this beautiful, cult, wise, useful book.

For me personally, Matsushita, without exaggeration, is not just an entrepreneur, but also the greatest philosopher of our time.

His wisdom changed my life. His guidance and experience allowed me to create more than one multi-million dollar company, and I can safely equate his life example with a feat.

If you think that you have no start-up capital, no connections, no education to start your own business, then you need to read this book twice. The life path of Konosuke Matsushita will not only be a powerful motivation for you, but also an endless source of optimism, energy and faith.

Matsushita didn't even graduate from elementary school. When he was 9 years old, his family went bankrupt and was forced to send him to work in another city. Matsushita began to take his first steps in life without any support. The sickly nine-year-old boy worked from morning to night, taking care of the master's children and polishing metal products with his childish hands so that they were covered with bloody calluses.

As an adult, Matsushita tried to run an evening school, but this attempt failed because there were not enough textbooks in Japan at that time, and students had to write down all the material in class. Matsushita wrote slowly and poorly, did not manage to take notes necessary for further studies, and was forced to leave elementary school without receiving any formal education.

In order to start his first business, Matsushita laid down not only his wife's jewelry, but also clothes. He went through the hardest, hardest way of life. But despite all the trials that fell to his lot, he became one of the richest people not only in Japan, but in the entire planet. Even during his lifetime, the workers put up three monuments to Konosuke Matsushita with their own money.

When this great sage, thinker, philosopher and strategist left our world, all the presidents of the leading countries of the world expressed their condolences to his wife, and George W. Bush Sr. called the widow personally.

Why reinvent the wheel?

Why step on the same rake?

Why get into the same troubles

if there is a smart book that I wrote

wisest of the wisest, the man who created

one of the greatest companies on earth?

It is a great honor for me to write this foreword. It's a pity that I can't find the words that the whole world would hear.

If my foreword will help you make the right decision to purchase this priceless book, this treasure trove of wisdom, then I am sure that you, like me, will become one of the passionate fans of the priceless, ns outdated experience of a real multi-billionaire.

Health and happiness to you and your loved ones!

Vladimir Dovgan,

Konosuke Matsushita was born in 1894 to a peasant family, the youngest of eight children. Despite a chronic illness and lack of funds, he started his own company in a small rented room. Subsequently, he was able to create one of the largest and most respected electrical companies in the world.

This book, containing his observations and reflections over many years, tells how Mr. Matsushita's practical experience has allowed him to become one of the best managers not only in Japan, but throughout the world. As he himself says: “It has been eighty years since I left my hometown at the age of nine and began working as an apprentice. I have watched for a long time how fast and how much the world is changing, and this has allowed me to accumulate significant business experience. Life has convinced me that no matter how intimidating or chaotic everything around may seem, everyone can improve their management methods and succeed in business.”

His business philosophy is idealistic and based on an almost religious sense of mission. The author's philosophy centers around people and is based on a down to earth, realistic understanding of human nature.

The Mission of Business book allows serious business people to learn a series of ideas (some of which are based on common sense and an unusual way of looking at things) on how to conduct themselves and direct a company towards prosperity, as well as how to maintain balance and integrity in the process. management.

Thanks

This book would not have been completed without the help of the people who devoted their valuable time and skill to its preparation. The first translation was done by Eisaku Onishi, the former Deputy Director of International Operations of Matsushita Electric, who was my official translator for many years. The translation editor was Erica Young. Verification and control of the final stages of the translation were carried out! Tsutomu Kano, director of the Center for the Humanities. The final editing of this book was done by renowned editorial professional Patricia Murray of the Center for the Humanities. She made an invaluable contribution to the improvement of the translation and turned it into an easy to read and beautiful text. I am deeply grateful to these four people, as well as to CSSC staff members Kiyoko Kizaki, Lynn Riggs, and Ma-nabu Takechi, for their contributions to this book. I would also like to thank Katsuhiko Eguchi, with whom I have worked closely over the years, for the introduction.

Introduction

It has been a full eighty years since I left my hometown at the age of nine and started working as an apprentice. During all these years, business has always been at the center of my life. I have watched for a long time how fast and how much the world is changing, and this has allowed me to accumulate significant business experience. Life has convinced me that no matter how intimidating or chaotic things may seem, everyone can improve their management methods and succeed in business. The current time is often referred to as the "time of upheavals" or "transitional period." Leaders and companies face serious challenges, but I believe there are an unlimited number of ways to solve these problems. In order to determine the right method and know how and when to start solving a particular problem, each of us must clearly understand the basics of business and understand the secrets of successful management. In addition, we must devote our whole heart to the work. If a person is sincere and conscious, he will be able to overcome the crisis or any other problem that confronts him and lay the foundation for new growth.