“Good mission statements focus on a limited number of goals, stress the company’s major policies and values, and define the company’s major competitive scopes. These include:”

— Philip Kotler

Industry scope: The industry or range of industries in which a company will operate. For example, DuPont operates in the industrial market... and 3M will go into almost any industry where it can make money.
Products and applications scope: The range of products and applications that a company will supply. St. Jude Medical aims to “serve physicians worldwide with high-quality products for cardiovascular care.”
Competence scope: The range of technological and other core competencies that a company will master and leverage. Japan’s NEC has built its core competencies in computing, communications, and components to support production of laptop computers, televisions, and other electronics items.
Market-segment scope: The type of market or customers a company will serve. For example, Porsche makes only expensive cars for the upscale market and licenses its name for high-quality accessories.
Vertical scope : The number of channel levels from raw material to final product and distribution in which a company will participate... [or] may outsource design, manufacture, marketing, and physical distribution.
Geographical scope: The range of regions or countries in which a company will operate. At one extreme are companies that operate in a specific city or state...
A company must redefine its mission if that mission has lost credibility or no longer defines an optimal course for the company
Source: Marketing Management, Millenium Edition, 2001, p. 41 ; Chapter 3. Corporate and Division Strategic Planning

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Philip Kotler 13

American marketing author, consultant and professor 1931

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 28

“Value innovation is the cornerstone of blue ocean strategy. We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space.”

W. Chan Kim book Blue Ocean Strategy

Source: Blue Ocean Strategy, 2005, p. 13 (2016 extended edition)

“WFT-II was the only British software company that could be mentioned in the same sentence as such major U. S. companies as Microsoft or Lotus. The sentence would probably run along the lines of "WFT-II, unlike such major U. S. companies as Microsoft or Lotus …"”

Douglas Adams book Dirk Gently's Holistic Detective Agency

but it was a start.
Dirk Gently's Holistic Detective Agency (1987)

“Job creation as part of the corporate mission, particularly the creation of fll time, decently paid, stable jobs, appears to have taken a back seat in many major corporations, regardless of company profits”

Naomi Klein (1970) Canadian author and activist

Source: No Logo: Taking Aim at the Brand Bullies 1999, Chapter Eleven, "Breeding Disloyalty"

“The job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors that define the job context. Poor working conditions, bad company policies and administration, and bad supervision will lead to job dissatisfaction. Good company policies, good administration, good supervision, and good working conditions will not lead to positive job attitudes.”

Frederick Herzberg (1923–2000) American psychologist

Source: The motivation to work, 1959, p. 82

“The value of an invention, company or technology increases exponentially as the number of systems in participates with increases linearly.”

Kevin Kelly (1952) American author and editor

Out of Control: The New Biology of Machines, Social Systems and the Economic World (1995), New Rules for the New Economy: 10 Radical Strategies for a Connected World (1999)

“Most large industrial concerns are limited by policy to special directions of expansion within the well-established field of the company.”

Edwin H. Land (1909–1991) American scientist and inventor

Congressional testimony (1945)
Context: Most large industrial concerns are limited by policy to special directions of expansion within the well-established field of the company. On the other hand, most small companies do not have the resources or the facilities to support "scientific prospecting." Thus the young man leaving the university with a proposal for a new kind of activity is frequently not able to find a matrix for the development of his ideas in any established industrial organization.

“The whole perspectives in which companies are viewed needs to shift from short to the long-term, and as I would say, to a focus on shapes, not just numbers.”

Indra Nooyi (1955) Indian-born, naturalized American, business executive

CEOs need to change: Indra Nooyi

“A company's ability to innovate, improve, and learn ties directly to the company's value.”

David P. Norton (1941) American business theorist, business executive and management consultant

David P. Norton (1992), cited in: ASQC ... Annual Quality Congress Proceedings, 1994, p. 343

“One of the biggest lies in capitalism is that companies like competition. They don't. Nobody likes competition.”

Eliot Spitzer (1959) 54th Governor of New York

[William D. Cohan, http://www.bloomberg.com/news/2012-07-01/how-wall-street-scams-counties-into-bankruptcy.html, How Wall Street Scams Counties into Bankruptcy, Bloomberg L.P., July 1, 2012, 2012-10-15]

“Good mission statements focus on a limited number of goals, stress the company’s major policies and values, and define the company’s major competitive scopes. These include:”

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