Mission Statement: How to Develop a Mission Statement and Vision (Part 3)

Enda Larkin, author of How to Run a Great Hotel, reveals how to develop a vision and mission statement for your hotel as he continues his Five-Part journey into strategic planning for hoteliers.

Demystifying Strategic Planning
(Part 3)

Having discussed how to assess the current position in Part Two of this series, the next stage in building your strategic map involves answering the question: Where do we want to be?

This begins with some “big picture” thinking, or through the development of Vision and Mission statements:

  • Vision is what you ultimately want to achieve in your hotel
  • Mission describes what type of hotel you will operate as you work towards that vision

Vision broadly refers to the destination, whereas mission relates more to the journey and describes the type of hotel you want to operate – with regard to your primary stakeholders – as you move towards your vision.

Developing a Vision For Your Hotel

To serve as a vehicle for explaining how to build your strategic map in practice, a fictitious example of the vision for a medium sized, independent 4* hotel situated in London could be:

Vision
To become the leading independent 4* hotel in London providing excellent products and services at reasonable prices to every customer, every time

Defining your Mission

The Mission might read something like this:

Mission
Our customers are our priority and we will provide them with a quality experience which is second to none. We recognise the importance of our employees in achieving this and we will create a positive working environment which encourages their loyalty, commitment and hard work. We strive to be excellent leaders and will undertake all our business activities in an honest and ethical manner to provide a fair return on our investment

Living your Vision and Mission

These are attractive statements of intent; but to add any real value, the Mission must be translated into measurable goals, such as:

These sample goals now provide focus and direction for the business; they are something to aim for and, if achieved, will ensure that the Mission is lived in reality and that the hotel is moving towards its Vision.

NEXT: Read Part 4 Now … How strategies and plans can be developed to realise business goals.
INDEX: view all articles in this Five Part series

About Enda Larkin: Enda Larkin has over 25 years experience in the hotel industry having held a number of senior management positions in Ireland, UK and the US. In 1994 he founded HTC Consulting, a Geneva based firm, which specialises in working with enterprises in hospitality and tourism. Since that time, he has led numerous consulting projects for public and private sector clients throughout Europe and the Middle East.
He is author of Ready to Lead (Pearson/Prentice Hall 2007), How to Run a Great Hotel (How to Books 2009) which expands on the themes highlighted in this article, Quick Win Leadership (Oak Tree Press 2010) and The Impostor Leaders which is due to be published in 2011. He may be contacted via www.htc-consult.com or at info@htc-consult.com
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