Sosa Juice Case Study

The Mission, Vision and Core Values of Sosa Juice Co.

Vision Statement

‘To be the local leader of healthy beverages with assurances for outstanding quality, innovativeness and customer service’.
A company’s strategic vision charts its path is a particular and builds commitment for future courses of action and gives employees sense of ownership and provides managers with a reference point in order to make strategic decisions. (Thompson et al 2014, p.21)

Mission Statement

‘To offer healthy energy in the form of fresh juices with an uncompromising commitment to making a difference through our values’.

Mission statements are a way of defining the present business and overriding purpose of an organisation. (Thompson et al 2014, p.24) The mission of Sosa Juice Co. highlights the formal commitment to the vision that incorporates the organisation’s strategy.

Core Values
Sosa Juice Co. has the philosophy that ‘fresh healthy juice makes thoughtful food choices that support our body’s overall health and its ability to perform at peak levels’. In the execution of its mission and to help realize the vision, the company is guided by the following values:

• Quality: Our fruit juices are the highest quality, most nutritious food products because we will accept nothing less.

• Innovative: Our products have always been in the forefront of the health and nutrition wave. Innovative products, state of the art manufacturing, packaging, quality assurance and industry expertise are the bases for our past and future successes.

• Integrity: Our customers depend on the quality of our juice products. Our commitment to the highest standard is the foundation of our customers’ trust in Sosa Juice Co. We stand behind our product, our service and ou...

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...tegy.
Managing the implementation and execution of strategy is an operations-oriented, make-things-happen activity aimed at shaping the performance of core business activities in a strategy-supportive manner. Management's handling of the strategy implementation process can be considered successful if things go smoothly enough that the company meets or beats its strategic and financial performance targets and shows good progress in achieving management's strategic vision.
Evaluating performance and initiating corrective adjustments in vision, long-term direction, objectives, strategy, or execution in light of actual experience, changing conditions, new ideas, and new opportunities. This phase of the strategy management process is the trigger point for deciding whether to continue or change the company's vision, objectives, strategy, and/or strategy execution methods.