Does Diageo Have A Mission Statement

The Mission Statement is a vital component in the strategic planning of a business organization. Creating a mission is one of the first actions an organization should take. This can be a building block for an overall strategy and development of more specific functional strategies (Abrahams, 1995). By defining a mission an organization is making a statement of organizational purpose.

Ideally, a good mission statement also provides information regarding the organization’s overall management philosophy, its business model, its technical and social competencies, and its values and beliefs (Aguinis, 2009; Azaddin, 2011; Bart & Hupfer, 2004; Covin, Slevin, & Schultz, 1994). Moreover, to make mission statements of large companies more individually relevant, Azaddin (2011) advocates flexible “guiding statements” that account for the “context, culture, structure, and needs of an organization” (p. 31). Thus, a mission statement must be meaningful and applicable to all stakeholders for strategic decision-making to be effective.

Our strategy is to have the best and necessary brands - Guinness Director. Vanguard, 2013. Vanguard News. [ONLINE] Available at: http://www.vanguardngr.com/2013/01/our-strategy-is-to-have-the-best-and-necessary-brands-guinness-director/

The understanding of the goal to be envisioned at Seagram moving forward is to become, remain, and develop an outside reputation as the top beverage company with 15% growth each year (Jick & Peiperl, 2011). The vision must effectively be passed to the 200 senior managers to make it a shared goal to be given and embraced company wide. The hope is that the top managed beverage company will be efficient and customer-centered, recognizing employees, while not micro-managing. The old model, based on decades old vision, needs to be replaced with a quasi-tried vision that has helped Seagram remain as one of the top, well-known companies. The new vision has seen success and is moving the company alongvtowards being the top managed beverage company. There are yet and still steps that will provide some right now actions that may help Seagram reach this goal of being the top managed company in the near future.

Most organization have develop an element called a mission statement. A mission statement describes and helps focus the attention of organizational members and external constituents on the organization's core purpose. This is use in the criminal justice and security agency use mission statement for the success of the organization and better serve the community or businesses that they have agree to serve and protect.

The mission statement is often publically stated and used by almost every organization today. It helps provide basic guidelines, essentially the core values of a company, and what they aim for. A mission statement gives customers

This defines what a company will do to achieve its vision. It may include the company’s functions, goals and philosophies

New Belgium has created a mission statement that is implemented in every facility and among every worker within the company. The company embraces the idea that they are a small company and promotes the sale of their products by creating a mission statement that is appealing to customers. A well thought of mission statement serves as a guide for the company and customers to understand the direction the company wants to progress in as well as develop a company purpose (Bartkus, Glassman, and McAfee, 2000). New Belgium’s mission statement is “to operate a profitable brewery which makes our love and talent manifest” (Ferrell and Hartline, 2005, p. 354). Therefore, the mission statement is one way for the company to express how whimsy and fun the

generated by the North American geography of the Diageo’s markets company had ca. 67% of the dollar-denominated debt. Coupled with the relatively large portion of the short-term debt within its capital structure this exposed Diageo to the risk of the strengthening US Dollar and correlated growth of interest rates. Overall, we can conclude that the capital structure policy (in terms of gearing and interest covering) was in line with the policies adopted by the Diageo’s reference group and helped to maintain the borrower’s Investment Grade status, but the composition of the debt maturities and currencies wasn't really prudent By divesting its non-core businesses Diageo could focus on its core activity deploying its assets in related industries (Alcohol and Beer) with the synergetic effect of using the same distribution channels. Amount of proceeds from the proposed divestitures

A company's vision is a "general statement of its intended direction that evokes emotional feelings in organization members." (Dessler, 2003). The mission statement determines the type of business it will be by setting the purpose for the company, and

Diageo was born as the result of merging Grand Metropolitan plc and Guinness plc. Since the beginning the newly formed company maintained conservative financial policies inherited from the two parent companies; and in general from the British financial management style. There are many indications that confirm that Diageo has managed its capital structure using a conservative approach. Firstly, it is worth mentioning that the company has maintained levels of debt way below its capacity to repay, maintaining the EBIT/interest ratio above optimum levels

The mission statement communicates to stakeholders the main activities that the company focuses on in order for it to achieve its vision. The mission statement communicates to employees’ information on how to conduct their day to day activities. The mission statements also describe the organizations, policies, culture as well as ethics (Alesia 2013).

Diageo’s code for business value creation does involve their tangible assets, however other organizations can easily buy them, so these are rarely the source of competitive advantage. The greatest tangible source that is not easily obtainable by other companies is their own resource to produce raw and unique materials to their own products. Diageo has competitors purchase materials from their owned and operated distilleries and land to make their own product. Intangible assets are difficult to measure and can’t be touched or seen. These assets drive innovation and contribute to Diageo’s success and competitive edge in the market place. Above, examining Diageo’s unique mix of resources explores how Diageo develops certain resources necessary to support corporate strategy. As we have reviewed, Diageo has a purpose, vision, mission and objective, and has strategically implemented internal assets and has the capability and resources to deliver their strategy.

Diageo is the world’s leading premium drinks company. It has more category leading brands than any other drinks company and market leadership in many of the major growth markets around the world. Diageo’s unique STP strategy has allowed it develop into a globally renowned brand with an operating profit of over £2 billion in 2005. With its headquarters in London, Diageo has experienced rapid expansion with over 80 offices worldwide employing around 20,000 workers. The firm’s recent success can be largely attributed to its efficient market segmentation and product diversification that have allowed it to meet the specific demands of its global consumer base.

Diageo plc is a British multinational firm that owns some of the most popular alcoholic drinks in the world. The firm boosts a reputation of not only being the largest spirits producer in the world, but also being the world 's leading premium drinks company. The company has an extensive portfolio and their most popular drinks include Smirnoff vodka, Baileys, Pimms, Blossom Hill and Guinness. The company owns 312,120 Breweries, 312,130 Wineries and 312,140 Distilleries in the world and trade in near 180 markets, and employs more than 200,000 people in about 80 countries; of which include Great Britain, Canada, United States, Ireland, Spain, Italy, Africa, Latin America,