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and science and work with our senior executive leadership team to ensure
that diversity and inclusive best practices are deeply embedded

throughout our work environment. We know that these goals provide a
solid foundation to creating a highly engaged workforce with a shared
purpose of achieving Microsoft’s mission.

www.microsoft.com/about/diversity/en/us/vision.aspx#Our Global
Diversity & Inclusion Vision Statement (accessed 1 July 2010)
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Taking this vision into consideration, it is easy to see why Microsoft is such

a success as it defines its business, focuses on customer needs,
recognises the importance of other stakeholders such as partners and the
importance of innovation, integrity and risk taking within this industry.

2.5 Mission statements

A strong vision is therefore essential, as it is also a basis for the mission
statement. Kotler et al (2003) state that companies should address Peter

Drucker’s basic questions when defining its mission statement:

• What is our business?

• Who is the customer?

• What is of value to the customer?

• What will our business be?

• What should our business be?

The previous discussion has highlighted that corporate strategy is

concerned with portfolio planning, allocation of resources as well as
mission statements based on a feasible vision as highlighted by the case

of Microsoft showing its position in the market place. Therefore, by defining
mission statements, setting objectives and deciding on strategic issues
such as portfolio planning to obtain a distinct competitive position,

corporate planners provide a framework within which business units
prepare their plans. How this is achieved varies from organisation to

organisation. Kotler et al (2003, p. 85) point out three different scenarios
in which this takes place: