MACC:

Strategic Planning

Michael J. Stahl
October 1999

Table of Contents

The Strategic Plan

The Mission Statement
Intel Mission Statement
MCI Mission Statement
Schwab Mission Statement
Rapid City Regional Hospital Mission Statement
The Vision Statement
Microsoft Vision Statement
Delta Vision Statement
Fallon Healthcare System Vision Statement
Values
Intel Value Statement
Cleveland Clinic Foundations Statement of Values
Objectives - What the Organization Plans to Accomplish
Examples of Objectives
Intel Objectives
Strategies

M.J. Stahl, MACC: Strategic Planning, October, 1999

The Strategic Plan

Vision

Hope of the
organization

Mission

Business
Business
of the
organization
organization

Objectives
What
What kinds
kinds
of
of results
results

Strategies

How the
organization
achieves goals

Values

Principles
Principles
of
of the
the
organization
Source: Adapted from Ginter, P.M., Swayne, L.M. and Duncan, W. J. Strategic Management of Health Care Organizations. Malden, MA: Blackwell (1998), p. 141.

M.J. Stahl, MACC: Strategic Planning, October, 1999

Mission Statement
Business of the Organization Including:
1. Target Customers and Markets
2. Principal Products and Services
3. Geographical Domain
4. Key Activities and Functions

M.J. Stahl, MACC: Strategic Planning, October, 1999

Intel Mission Statement

Do a great job for our customers, employees
and stockholders by being the preeminent
building block supplier to the computing
industry worldwide.

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

MCI Mission Statement

MCI provides the full range of basic and advanced
telecommunications services domestically and internationally. We are
the second largest long distance carrier in the U.S. and the fifth largest
carrier of international traffic in the world.
Our key mission through network MCI, our strategic vision, is to
continue to grow domestic market share profitability, expand our
global capabilities, and take full advantage of emerging technologies
to become a leader and meet our customers needs in the coming world
of multimedia.
MCIs strengths in the marketplace are its people, its
responsiveness to customers needs, the development of innovative
products based on MCIs flexible, intelligent network platform
integrating the most advanced technologies from the worlds leading
supplier.
Source: MCI Mission Statement. 1995

M.J. Stahl, MACC: Strategic Planning, October, 1999

Schwab Mission Statement

Our mission as a company is to serve the needs of investors. We have all
kinds of customers: individuals, professional money managers,
companies and their employees. We know our customers have many
different needs in meeting their own financial goals. We will focus our
resources on the financial services that best meet our customers needs,
whether they are transactional, informational, custodial services, or
something new. We will strive to deliver to our customers:
High quality, reliable, ethical products and services at the fair
price.
Superior service from the best team of trained, motivated and
ethical employees, supported by the best technology.
A strong company, financially viable under any circumstance.

Source: Schwab Mission Statement. 1995

M.J. Stahl, MACC: Strategic Planning, October, 1999

Rapid City Regional Hospital

Mission Statement
Rapid City Regional Hospitals mission is to provide
leadership in maintaining and improving the
health care of all the people in the region. The
hospital demonstrates its commitment to this
endeavor by providing quality services through
innovative programs, comfortable and convenient
facilities, and a staff of caring physicians,
employees, and volunteers.

Source: Circle of Life; Report to the Community (Rapid City, South Dakota: Rapid City Regional Hospital, 1994), back cover.

M.J. Stahl, MACC: Strategic Planning, October, 1999

Vision Statement

Hope of the Organization Including:

1. Hope for the Future
2. Challenging
3. Inspirational
4. Empowers Employees and Customers
5. Memorable and Provides Guidance

M.J. Stahl, MACC: Strategic Planning, October, 1999

Microsoft Vision Statement

A computer on every desk in every home.

Source: Microsoft Vision Statement. 1995

M.J. Stahl, MACC: Strategic Planning, October, 1999

10

Delta Vision Statement

Our Vision is for Delta to be the Worldwide Airline Of Choice.
Worldwide.We provide our customers access to the world, and we will be an innovative,
aggressive, ethical and successful competitor committed to profitability and superior
customer service. Looking ahead, we will consider opportunities to expand through new
routes and alliances.
Airline.We will stay in the business we know best and where we are leadersair
transportation and related services. We believe air transportation will grow worldwide,
and we will focus our time, attention and investment in building on our leadership
position.
Of Choice.We will be the airline of choice for customers, investors and Delta people. For
experienced business and leisure travelers, we will provide value and a superior travel
experience from the time a reservation is made to when baggage is claimed. For air
shippers, we will provide service and value. For our stockholders, we will earn a
consistent, superior or financial return. For Delta people, we will offer challenging,
rewarding, results-oriented work in an environment that respects and values their
contributions.
Source: Delta Vision Statement. 1995

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Fallon Healthcare System

Vision Statement
The Fallon Healthcare System, committed to creating
healthier lives in our communities:

will relentlessly pursue unparalleled quality, value, and patient,

customer, and staff satisfaction;
will create the national model for integrated health care delivery and
financing;
will continuously rethink, reshape, and refine solutions to health care
challenges;
will create healthier communities by creatively challenging individuals
to be more responsible for their personal health status; and
will be cherished as the best place to come for care and the best place
to work.

Source: From Fallon Healthcare System vision statement.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Values
The PRINCIPLES guiding the organization that
make it unique.
Value often relate to ethical behavior and socially
responsible decision making.
Examples include integrity, quality, equality,
inclusion and teamwork.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Value Statement

Discipline
The complexity of our work and tough business environment
demands a high degree of self discipline.
We strive to:

Conduct business with uncompromising integrity and professionalism.

Clearly communicate intentions and expectations.
Make and meet commitments.
Properly plan, fund and staff projects.
Pay attention to detail.
1 of 6

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Value Statement

Results Orientation
We are results oriented.
We strive to:

Set challenging goals.

Execute flawlessly.
Focus on output.
Assume responsibility.
Confront and solve problems.
2 of 6

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Value Statement

Risk Taking
To succeed we must maintain our innovative environment.
We strive to:

Embrace change.
Challenge the status quo.
Listen to all ideas and viewpoints.
Encourage and reward informed risk taking.
Learn from our successes and mistakes.
3 of 6

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Value Statement

Great Place to Work
A productive and challenging work environment is key to our success.
We strive to:
Be open and direct.
Work as a team with respect and trust for each other.
Manage performance fairly and firmly.
Recognize and reward accomplishments.
Maintain a safe and neat workplace.
Be an asset to the community.
Have fun.
4 of 6

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Value Statement

Customer Orientation
Partnerships with our customers and other business partners
are essential for our mutual success.
We strive to:

Listen to our partners well.

Communicate mutual intentions and expectations.
Deliver innovative and competitive products and services.
Make it easy to work with us.
5 of 6

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Value Statement

Quality
Our business requires continuous improvement of our
performance to our Mission and Values.
We strive to:

Set challenging and competitive goals.

Do the right things right.
Excel at Intel basics.
Continuously learn, develop and improve.
Take pride in our work.
6 of 6

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Cleveland Clinic Foundations Statement of Values

The Cleveland Clinic Foundation was established by visionary leaders who believed in
simple, guiding principles. Five fundamental values from the foundation of the Cleveland
Clinic culture.
Collaboration

Quality

Integrity

Compassion

Commitment

The phrase to act as a unit forms the basis of the Cleveland Clinics group
practice. This value, established as a guiding principle when the Cleveland Clinic
was founded, ensures that all patients will benefit from the collective wisdom of
a team of health care professionals.
A commitment to quality has created the Cleveland Clinics legacy of
achievement and innovation resulting in excellent and cost-effective patient care.
Nationally, the Cleveland Clinic has taken a leadership role in establishing
standards for measuring and reporting guidelines for health care.
An adherence to scientific and professional integrity are the ethical cornerstones
that underlie our delivery of patient care, basic and clinical research
investigations, education of residents and allied health professionals, as well as
the fiscal and administrative management of the Cleveland Clinic.
A commitment to compassionate care includes a respect for our patients and
their families needs for emotional support during their illness. The Clinic
believes in providing the highest level of services to its patients and families.
As an institution, the Cleveland Clinic recognizes its responsibilities to the
community in which it resides, and to the trustees who oversee the management
of its resources.

Source: The Cleveland Clinic Foundation, Division of Health Affairs, Cleveland, Ohio, 1994.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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OBJECTIVES
What the Organization Plans to
Accomplish

Specific - pertaining to a certain task or program

Measurable - quantifiable by date, outcomes, responsibility
Attainable - able to be completed within the time indicated and with
existing constraints

Results-oriented - focused on short-term activities to gain longer term

goals

Time-determinate - the time frame for accomplishment is established

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Examples of Objectives
Objective

Measure

Customer satisfaction
Market share
Growth
$ Sales
Profitability
Stockholder value
Employee stability

Percent satisfied
Percent
10
8 million
ROA (percent)
EPS ($)
1.40
Turnover (percent)

Short Term
(6 months)

Long Term
(5 years)

60
95
15
12 million
12
16
1.90
40 15

Note: ROA is return on assets. EPS is earnings per share.

Source: Stahl, M.J. and Grigsby, D. W. Strategic Management: Total Quality and Global Competition. Oxford, UK: Blackwell (1997) p. 36.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Objectives
1.

Strengthen the #1 position of Intel microprocessors in the new computing industry .

Make high performance Intel Architecture processors the preferred choice for desktop,
server, and mobile market segments.
Make the Intel Architecture PC the platform of choice for authoring and visualization of
digital content.
Provide strategic leadership/guidance to the industry to assure an adequate supply of PC
components.
Rapidly grow Pentium processor PC shipments and increase Intels influence in Asia,
Latin America and Eastern Europe.
Help our segment-leading, market-making, and regional brand customers to be successful
through fastest time to market.
Make the Pentium Pro processor the CPU of choice for the 32-bit corporate desktop,
workstation and server market segments.
1 of 4

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Objectives
2.

Make the high performance PC IT and establish Intel as the

leading PC communications company.

Have the high-performance PC recognized as the indispensable tool for

work, learning and play on the net and off the net.

Develop technologies and common industry specifications to enable the

PC to support real-time multimedia communications (RMC) applications:
-- Accelerate the deployment of RMC applications into the
home, business
and mobile market segments.
-- Extend the availability of RMC to on-line services and the
Internet.

Engage the new media industry and assure the timely availability of RMC
digital content for the Intel Architecture PC.

Build successful businesses in selected networking and communication

market segments.
2 of 4

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Objectives
3.

Harness the Internet energy as a source of applications for

high performance PCs.

Help develop an Intel Architecture based Internet Dream Machine

and provide a well integrated, cost effective access/presence server
to small and medium businesses.
Make the Intel Architecture PC the port of choice for all Internet
systems and application software; encourage and aid the Internet
ISV industry to enrich their applications with RMC capabilities.
Be a leading user of Internet technologies inside of Intel including
providing an awesome Intel corporate web site.
Market and evangelize the high performance Intel Architecture PC
as a superior device for on-the net and off-the-net applications.
3 of 4

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Intel Objectives
4.

Excel at Intel basics.

Be the no excuses supplier of choice to our customers.

Continuously improve our performance to Intel values.
Build and fill the industrys best factories with leading edge
products and processes.
Make our Information Technology systems a competitive
advantage.
Align our semiconductor business and capacity to support growth
in the PC and cellular phone markets.

4 of 4

Source: Stanford Graduate School of Business. Intels Strategic Position In The Family Room, 1998.

M.J. Stahl, MACC: Strategic Planning, October, 1999

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Strategies
HOW the organization achieves goals
MEASURES
Public statements
Pattern in a stream of decisions

M.J. Stahl, MACC: Strategic Planning, October, 1999

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