Mission and Vision Statement Paper

Some of the principles of classical management have been reflected in what has happened at Creamy Creations. One of those principles is that management is making all of the decisions. Based off of the case study, Burger Barns executives have made all of the decisions without any input from the staff. The other principle which reflects on Creamy Creations is the division of labor.

The organizational structure of the Cheesecake Factory demonstrates how organizational function, and organizational design can lead to having a successful franchise. “The company operates 150 upscale casual dining restaurants under the “Cheesecake Factory “brand“ (Datamonitor, 2011). The company utilizes point of sale cash register system to maintain financial and accounting controls in restaurants (Datamonitor, 2011). The company is known for the variety of flavors in cheesecakes, and also offers a wide selection of food to choose from in their daily menu’s.

Upon review of the information provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees. His vision offered a baseline for all employees to follow which in turn offers a one company initiative. Offering this baseline for the corporation leaves no chance for deviation from the cause. This company with deep roots in diversity and was losing ground due to changes in the new ideas of sobriety, increases in taxes on liquor, the 1990s recession, increased government regulation and social criticism (Jick & Peiperl, 2011). To define this project is to give direction and purpose to Bronfman’s word by backing them with actual progress towards his vision. This vision for Seagram’s is to not be confused with the need of the newly acquired MCA Corporation. This company should have its own visions and values.

The organizational structure of the Cheesecake Factory demonstrates how organizational function, and organizational design can lead to having a successful franchise. “The company operates 150 upscale casual dining restaurants under the “Cheesecake Factory “brand“ (Datamonitor, 2011). The company utilizes point of sale cash register system to maintain financial and accounting controls in restaurants (Datamonitor, 2011). The company is known for the variety of flavors in cheesecakes, and also offers a wide selection of food to choose from in their daily menu’s.

A strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow in preparing for the future, and molds organizational identity. A clearly articulated strategic vision communicates management’s aspirations to stakeholders and helps steer the energies of company personnel in a common direction. For instance, Henry Ford’s vision of a car in every garage had power because it captured the imagination of others, aided internal efforts to mobilize the Ford Motor Company’s resources, and served as a reference point for gauging the merits of the company’s strategic actions.

Strategic management is the process where leaders establish an organization’s long-term direction, set the specific performance objectives, develop strategies to achieve these objectives in the light of all external and internal changes, and undertake effective strategies to manage these changes and execute action plans.

Making the decision to leave the atmosphere of the café as is and focusing on up grading business operations from relaying on memory and notepads to run the business. Now, I must develop a strategy for a full turn around for the business to become successful. In doing so, I can use Porter’s Three Generic Strategies (Baltzan & Phillips, CIS 500 Business Driven Information Systems, 2009). The strategies consist of broad cost leadership, broad differentiation, and focused strategy.

“To give our customers the best food and beverage values that they can find anywhere and to provide them with the information required for informed buying decisions. We provide these with a dedication to the highest quality of customer satisfaction delivered with a sense of warmth, friendliness, fun, individual pride, and company spirit” (Crafting and Executing Strategy: Concepts and Readings, 2016, p. 24).

The cream-colored ice cream begins to run out of the nozzle into a paper cup; blenders move at high speeds, and the sound of metal slams down on a hard surface. Ice cream fan or not, several people have encountered the Fan Food restaurant, Dairy Queen. Some people might think, “Ice cream is ice cream. What is so special about Dairy Queen?” There are a variety of differences between Dairy Queen and its arch rival Whities. While both businesses specialize in ice cream, Dairy Queen will come out on top against Whiteys. Differences between the two stores are the style, the customer service, and variety in the menu.

Every organization should have a strategic plan to achieve its goals in a limited time period, the strategic plan has many variable models. The strategic planning process that we studied needs a collaboration between the organization’s staff, board members, and strategic plan committee. This strategic planning process has ten guide steps.

Strategic Planning is the process of developing and maintaining a strategic fit between the organizations goals and capabilities as well as emerging market conditions and opportunities. This process begins with a clear company mission statement. However, this is only a small piece of a dynamic and perpetual process. Other activities involved with strategic planning also include setting supporting organizational objectives, designing a sound product mix as well as coordinating functional strategies. Strategic planning works to set the groundwork for the rest of the subsidiary planning functions in the company.

The strategic management process is sometimes improperly perceived as a unidirectional flow of objectives, strategies and decision parameters from management to the employees. In fact, the process should be highly interactive since it is designed to stimulate input from creative, skilled and knowledgeable people working at every level of the business.

This report focuses on the United States-based ice cream producer, Dreyer’s, Inc., which used to be the largest ice cream company in America. In order to consolidate the ice cream industry, Rogers and Cronk, CEO of Dreyer’s, carried out some advancing operation philosophies including the launch of a strategic plan named the “Grand Plan” in the year 1994. The report gives a description of the expectations of the “Grand Plan” and their

Strategic planning clearly defines organisations’ objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track (Bradford et al, 2008). According to Robbins and Coulter (2005), the strategic management process model is given below:

A successful strategic management process will be the one which devises a strategy by which an organisation can fulfil its mission by coming up with achievable short term and long term goals incorporating its organisational competency (Pinnington, 2010).