Introduction
Vision Statement: Occulari Optique wants to bring a new and innovative standard of customer service and organizational culture of a never before seen quality to consumers and employees in the American eyewear market.
Mission Statement: The mission of Occulari Optique is to provide the people of America with unique frames, lenses, and related accessories of exceptional quality and be an example for other companies in the eyewear market.
Vision Statement, Discussion
Regarding the Occulari Optique’s newly-developed vision statement, it was stated and emphasized that it wants to bring a new, innovative type of customer service and organizational culture. The reason for including and exaggerating these two critical elements of the company is the need for their further verbal radicalization. According to Bowen (2018), vision statements should look future-oriented and sound radical. Chosen wording adds an idealistic property to the developed vision statement.
Left-out information about Occulari Optique includes both details and one crucial fact. The rationale for not mentioning the cities where the business entity operates, its main competitors, and the initial public offering is that they are distracting. Slåtten et al. (2018) argue that the vision must function as a “lodestar” (p. 1). The same can be applied to a vision statement which is a written manifestation, and that is why this data has been omitted.
The most challenging step in formulating the vision statement for Occulari Optique was the right choice and prioritization of the central components of the future message in the available information. Kulkarni et al. (2020) believe that vision and mission are fundamental to any business organization’s strategic management and, consequently, its future. Therefore, every decision about a particular semantic segment is fateful and must be carefully considered.
Mission Statement, Discussion
The mission statement delivers the message that Occulari Optique creates and sells eyewear of exceptional quality and works to be a role model in its industry and market. The key strengths and objectives of the business entity have been included in this sentence. One of the reasons for incorporating these elements of the company is that they are the most valued and prioritized by the top management. Moreover, the word ‘exceptional’ performs a specific function by subliminally insinuating to Occulari Optique’s stakeholders and customers that the organization aims for the great. In his book, Collins (2001) hints to the audience that companies should follow this philosophy. An additional message was placed in an already meaningful sentence.
Again, non-essential geographic, market, and financial facts about the Occulari Optique have been omitted. Such a decision is due to their insignificance and the fact that their inclusion would bring an unnecessary thematic element of locality into the mission statement. As Jonyo and Ouma (2018) state, the mission must ensure the unanimity of the purpose of organizational stakeholders. Claiming a company’s influence as more global with wording provides that effect. The difficulty arose only once in the process of summarizing the products that Occulari Optique provides.
Conclusion
Developing vision and mission statements is a complex process, even though the task is to create two sentences with an average word count. One of the lessons learned during this activity is that one of the functions that these semantic constructs are supposed to perform is to encapsulate critical facts. Another is that these should maintain a balance of perceptual generality and uniqueness regarding word choice.
References
Bowen, S. A. (2018). Mission and vision. In R. L. Heath & W. Johansen (Eds.), The international encyclopedia of strategic communication (pp. 1-9). John Wiley & Sons.
Collins, J. (2001). Why some companies make the leap… and others don’t: Good to great. HarperCollins.
Jonyo, B., & Ouma, C. (2018). The effect of mission and vision on organizational performance within private universities in Kenya. European Journal of Educational Sciences, 5(2), 15-33.
Kulkarni, P., Mutkekar, R., & Ingalagi, S. (2020). Role of strategic management for employee engagement and skill development for start-ups. Vilakshan – XIMB Journal of Management, 17(1/2), 79-95.
Slåtten, T., Mutonyi, B. R., & Lien, G. (2021). Does organizational vision really matter? An empirical examination of factors related to organizational vision integration among hospital employees. BMC Health Services Research, 21(1), 1-17. Web.