missions of company

8/3/2019 Missions of Company

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Agban, Zandro Steve Prof. Rayan Dui

BSBA-MM2A November 18, 2011

BAM103R Assignment

1. Mission statements of different companies:

Dell¶s mission is to be the most successful Computer Company in the world at delivering the

best customer experience in markets we serve. In doing so, Dell will meet customer expectations

of:

Highest quality

Leading technology

Competitive pricing

Individual and company accountability

Best-in-class service and support

Flexible customization capability

Superior corporate citizenship

Financial stability



To achieve world-class standards, SM shall adhere to long-held corporate values of hard

work, focus, and integrity.

To meet the ever-changing needs of customers, SM shall take the lead in constantly

innovating its products and services.

To become an employer of choice, SM shall develop its employees into professionals who

are highly motivated to excel in their respective fields of service.

To generate sustainable growth and optimal returns, SM shall exercise prudence in resource

management based on its vision and principles of good corporate governance.

To assist and nurture the communities in which it operates, SM shall progressively build on

its role as a responsible corporate citizen through its various civic and environmental

programs.

Our mission is to exploit technical innovations for the benefit of AT&T and its customers by

implementing next-generation technologies and network advancements in AT&T's services and

operations.

³To serve great tasting food, bringing the joy of eating to everyone´.



2. Research on the Porter¶s five forces model.

Michael Porter provided a framework that models an industry as being influenced by five forces.

The strategic business manager seeking to develop an edge over rival firms can use this model to

better understand the industry context in which the firm operates.

Diagram of Porter¶s 5 Forces:



Porter explains that there are five forces that determine industry attractiveness and long-run

industry profitability. These five "competitive forces" are:

- The t hreat of entry of new competitors (new entrants):

Power is also affected by the ability of people to enter your market. If it costs little in time or money to enter your market and compete effectively, if there are few economies of scale in place, or if you have little protection for your key technologies, then new competitors can

quickly enter your market and weaken your position. If you have strong and durable barriers toentry, then you can preserve a favorable position and take fair advantage of it.

- The t hreat of substitutes:

This is affected by the ability of your customers to find a different way of doing what you do ±

for example, if you supply a unique software product that automates an important process,

people may substitute by doing the process manually or by outsourcing it. If substitution is easyand substitution is viable, then this weakens your power.

- The bargaining power of buyers:

Here you ask yourself how easy it is for buyers to drive prices down. Again, this is driven by thenumber of buyers, the importance of each individual buyer to your business, the cost to them of

switching from your products and services to those of someone else, and so on. If you deal withfew, powerful buyers, then they are often able to dictate terms to you.

- The bargaining power of suppliers:

Here you assess how easy it is for suppliers to drive up prices. This is driven by the number of suppliers of each key input, the uniqueness of their product or service, their strength and control

over you, the cost of switching from one to another, and so on. The fewer the supplier choicesyou have, and the more you need suppliers' help, the more powerful your suppliers are.

- The degree of rivalry between existing competitors:

What is important here is the number and capability of your competitors. If you have manycompetitors, and they offer equally attractive products and services, then you'll most likely havelittle power in the situation, because suppliers and buyers will go elsewhere if they don't get a

good deal from you. On the other hand, if no-one else can do what you do, then you can oftenhave tremendous strength.



Threat of New Entrants

New entrants to an industry can raise the level of competition, thereby reducing its attractiveness.

The threat of new entrants largely depends on the barriers to entry. High entry barriers exist in

some industries (e.g. shipbuilding) whereas other industries are very easy to enter (e.g. estateagency, restaurants). Key barriers to entry include

- Economies of scale- Capital / investment requirements

- Customer switching costs- Access to industry distribution channels

- The likelihood of retaliation from existing industry players.

Threat of Substitutes

The presence of substitute products can lower industry attractiveness and profitability becausethey limit price levels. The threat of substitute products depends on:

- Buyers' willingness to substitute- The relative price and performance of substitutes

- The costs of switching to substitutes

Bargaining Power of Suppliers

Suppliers are the businesses that supply materials & other products into the industry.

The cost of items bought from suppliers (e.g. raw materials, components) can have a significant

impact on a company's profitability. If suppliers have high bargaining power over a company,then in theory the company's industry is less attractive. The bargaining power of suppliers will be

high when:

- There are many buyers and few dominant suppliers- There are undifferentiated, highly valued products

- Suppliers threaten to integrate forward into the industry (e.g. brand manufacturers threatening

to set up their own retail outlets)- Buyers do not threaten to integrate backwards into supply- The industry is not a key customer group to the suppliers



Bargaining Power of Buyers

Buyers are the people/organizations who create demand in an industry

The bargaining power of buyers is greater when

- There are few dominant buyers and many sellers in the industry- Products are standardized

- Buyers threaten to integrate backward into the industry- Suppliers do not threaten to integrate forward into the buyer 's industry

- The industry is not a key supplying group for buyers

Intensity of Rivalry

The intensity of rivalry between competitors in an industry will depend on:

- The structure of competition - for example, rivalry is more intense where there are manysmall or equally sized competitors; rivalry is less when an industry has a clear market leader

- The structure of industry costs - for example, industries with high fixed costs encourage

competitors to fill unused capacity by price cutting

- Degree of differentiation - industries where products are commodities (e.g. steel, coal) havegreater rivalry; industries where competitors can differentiate their products have less rivalry

- Switching costs - rivalry is reduced where buyers have high switching costs - i.e. there is asignificant cost associated with the decision to buy a product from an alternative supplier

- Strategic objectives - when competitors are pursuing aggressive growth strategies, rivalry is

more intense. Where competitors are "milking" profits in a mature industry, the degree of rivalryis less

- Exit barriers - when barriers to leaving an industry are high (e.g. the cost of closing down

factories) - then competitors tend to exhibit greater rivalry.

Sources:

http://mrmojojo.blogspot.com/2011/05/top-companies-vision-mission-statement.html

http://tutor2u.net/business/strategy/porter_five_forces.htm

http://www.mindtools.com/pages/article/newTMC_08.htm



Psychology

- Psychology is the science that seeks to measure, explain, and sometimes change the

behaviour of humans and other animals.

- To use psychological and organizational theory and research to improve organizational

effectiveness and the work life of all individuals.

- psychologists concern themselves with studying and attempting to understand individual behaviour

- learning, perception, personality, emotions, training, leadership effectiveness, needs and

motivational forces, job satisfaction, decision-making process, performance appraisals,

attitude measurement, employee selection techniques, work design and job stress

Sociology

- Sociologists study the social system in which individuals fill their roles

- Sociology studies people in relation to their fellow human beings to improve

organizational performance.

- Study of group behaviour in organisations, group dynamics, design of work teams,

organisational culture, formal organisational theory and structure, organisational technology,

communications, power and conflict

Social psychology

- An area within psychology that blends concepts from psychology and sociology and that

focuses on the influence of people on one another.

- Major area: change ± how to implement it and how to reduce barriers to its acceptance - Study areas: measuring, understanding and changing attitudes, communication patters,

building trust, the ways in which group activities can satisfy individual needs, group

decision-making processes

Anthropology

- The study of societies to learn about human beings and their activities.

- Study on culture and environment has helped us understand differences in fundamental

values, attitudes, and behaviour between people in different countries and within different

organisations

Political science

- The study of the behaviour of individuals and groups within a political environment

- Study areas: structuring of conflicts, allocations of power, how people manipulate power

for individual self-interest

missions of company

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