1.1. What is a vision statement?

The vision statement for Redefining the AXA Brand is its strategic plan for the future – it defines what and where Redefining the AXA Brand Company wants to be in the future. The vision statement for Redefining the AXA Brand is a document identifying the goals of Redefining the AXA Brand to facilitate its strategic, managerial, as well as general decision making processes.

1.2. Components of the vision statement

1.2.1. Concise

The vision statement of Redefining the AXA Brand is brief and to the point. This means that the company has not used long dialects and dialogues to delivers its opinion ad stance to the public and relevant stakeholders. The vision statement should be brief and comprehensive – it should communicate the essence of the business, and its future plans to help the stakeholders understand its business philosophy and business strategy.

1.2.2. Encompassing description

The vision statement of Redefining the AXA Brand should be brief but should be holistic in nature. This means that the visions statement should be complete in its description and information of what the company desires, and how it plans to achieve its long term goals strategically. The vision statement should be a comprehensive statement identifying the company’s core strengths, which would enable it to achieve its futuristic goals.

1.3. How to develop a vision statement

The company should identify the following t be able to guide its business decisions towards future success and progress to be able to develop a successful vision statement:

1.3.1. Look at the organizational history

• When did Redefining the AXA Brand start the business?
• How many employees did the company have during the beginning?
• The significant milestones that Redefining the AXA Brand has achieved since being started, and when were these milestones achieved?
• Include all positive and negative milestones that Redefining the AXA Brand has faced, and how it overcame them?
• What does Redefining the AXA Brand enjoy the most about its business and why?

These questions will help the management and key decision makers at Redefining the AXA Brand to critically assess the history and the various decisions that were made for Redefining the AXA Brand and the business. These will be critically reviewed for the positive o the negative consequences they brought, and how that influenced the general business direction or Redefining the AXA Brand to have it stand in its present position.

1.3.2. Look at the present

• What is the business landscape for Redefining the AXA Brand currently?
• How many employees does the business have currently?
• What is the unique value proposition offered by Redefining the AXA Brand
• What are the strengths, weaknesses, opportunities and threats being faced by Redefining the AXA Brand in the present?
• What is the financial strength of the company in the present?

These questions will help strategic managers and decision-makers identify the need of the business to progress, as well as identify the resources needed for advancement. In addition, these questions will also help Redefining the AXA Brand in deciding the future direction it wants to take on, and how to achieve and realize that direction. Lastly, assessment of present standing for Redefining the AXA Brand will help the business identify how it can improve the business with potential changes.

1.3.3. Look at the future of the organization

• What are the long term goals for Redefining the AXA Brand?
• What are the short term goals for Redefining the AXA Brand?
• How can the company improve its offerings?
• Which processes and ideas can be implemented to help the business gain higher effectivity and efficiency?
• What is the potential for growth for Redefining the AXA Brand?
• What are the secondary goals of the business?

These questions will allow managers and decision makers for Redefining the AXA Brand to clearly think about where they want the business to be in the future, and how this future and its goals can be achieved and realized.

1.3.4. Identify loopholes

The process of critically assessing the past, present and future of Redefining the AXA Brand is important for vision building because:

• It allows identification of gaps and loopholes between the present an the future
• It directs Redefining the AXA Brand towards filling those loopholes through correct resource allocation
• It helps idea generation for enhancing business performance
• It allows strategic decision making for fueling business growth

1.4. How to implement a vision statement

1.4.1. Gathering for a meeting and idea generation

• Redefining the AXA Brand should gather all employees from different managerial levels in groups
• These groups should work towards generating ideas based on what the organization stands for, and what it offers
• The idea generation should be based on the employee's perception
• The ideas should also involve where the progression of the company should be focused on
• In addition, the employees should also focus their ideas on foreseeing a potential future for Redefining the AXA Brand

1.4.2. Grouping similar ideas and developing drafts

• Similar ideas should be grouped
• Senior level employees should develop and compare descriptions for grouped ideas
• The grouped ideas should be categorized according to themes
• The thematic groupings should be prioritized with the organizational offerings and values
• Draft vision statements should be created based on high priority groups of ideas and descriptions

1.4.3. Evaluating the vision statement

• Visions statements should be evaluated on their criteria of matching with the organizational offering and potential
• The vision stamen should also reflect the work environment and business potential of Redefining the AXA Brand
• The vision statement should be in line with the values of Redefining the AXA Brand

1.4.4. Communication of vision statement

• The visions statement should be communicated to all relevant stakeholders of Redefining the AXA Brand
• The visions statement should be incorporated in the annual statement
• The visions statement for Redefining the AXA Brand should also be updated, and transparently be drafted within the organization
• The visions statement should be sued to guide the drafting of the mission statement

2. The mission statement of Redefining the AXA Brand

2.1. What is a mission statement?

The mission statement for Redefining the AXA Brand is a public document that details the values and strategic aims of Redefining the AXA Brand. The mission statement of Redefining the AXA Brand also identifies the purpose of the organization existence, highlighting the services and the products it offers. Further, the mission statement also identifies the organization’s operational goals for Redefining the AXA Brand, the processes the company uses to achieve those, the target customer groups, and the region where the company operates.

2.2. Components of a mission statement

2.2.1. Customer satisfaction

The mission statement of Redefining the AXA Brand focuses on addressing issues of customer satisfaction. The mission statement of Redefining the AXA Brand has identified its target customer groups, and also identified their needs and demands. The mission statement reflects on how its products and services work towards increasing customer satisfaction for its target customers.

2.2.2. Based on core competencies

The mission statement of Redefining the AXA Brand is based on its integral strengths and competencies. This is important for Redefining the AXA Brand as the mission statement will highlight the different systems and processes as well as strategic tactics that the company uses to achieve its organizational and strategic goals. The achievement of the goals will depend on how well Redefining the AXA Brand makes use of its core competencies.

2.2.3. Realistic and clear

The mission statement for Redefining the AXA Brand is also realistic and clear. This means that Redefining the AXA Brand has used simple, string, and easily understood words and phrases in the drafting of its mission statement. Clarity is important so that the mission statement is understood by all relevant stakeholders of Redefining the AXA Brand Company. Redefining the AXA Brand’s mission statement is also realistic, which makes it able to achieve various set goals and targets.

2.2.4. Motivational and inspirational

The mission statement of Redefining the AXA Brand is motivational in that it works towards inspiring the employees and the workforce towards giving their optimal best performance towards the goal achievement of Redefining the AXA Brand. The mission statement of Redefining the AXA Brand is also inspirational in that it develops the need for growth and progress in individuals – for the betterment of not only the company but also for their own selves.

2.2.5. Specific and sharp

The mission statement of Redefining the AXA Brand is precise and to the point. It is easy to understand and delivers what the audience must know about Redefining the AXA Brand’s offerings and operations. It is important to keep the missions statement short, sharp and precise to be able to successfully communicate the company’s standing to stakeholders, instead of dragging it on into long pages with repetition and non-important aspects.

2.2.6. Reflects the company’s offerings

The mission statement of a company should be based on what the company has to offer in terms of products and services. This means that the mission statement for Redefining the AXA Brand highlights its offerings, but ensures that this offering is in line with the values that the company stands for. The mission statement for Redefining the AXA Brand, therefore, identifies the ethical grounds through which the company systematically works to deliver its offering.

2.3. How to develop a mission statement

It is important to follow the following steps and answer the following questions to be able to develop successful mission statements:

2.3.1. What does Redefining the AXA Brand do?

• Define the purpose of Redefining the AXA Brand
• Define its brief history
• Define the need for existence for Redefining the AXA Brand

2.3.2. How does Redefining the AXA Brand manage to achieve its promised offering?

• Explain the systems and operations employed at Redefining the AXA Brand
• Identify relevant ethical policies in place at Redefining the AXA Brand
• Highlight the use of transparency at Redefining the AXA Brand in all matters
• Define the processes that Redefining the AXA Brand uses to deliver its promised offering to target customer groups

2.3.3. For whom does Redefining the AXA Brand produce offerings?

• Define target market customers for Redefining the AXA Brand
• Target market customers from different regions can also be defined
• Redefining the AXA Brand can also explore secondary target market groups, and define them in the mission statement

2.3.4. What value is Redefining the AXA Brand adding on?

• Define the value additions being brought forward by Redefining the AXA Brand in the customer’s life
• Define the purpose of the offerings being delivered by Redefining the AXA Brand
• Highlight the importance of Redefining the AXA Brand in the lives of its customers

2.4. How to implement the mission statement

2.4.1. Communication

• Redefining the AXA Brand should communicate the mission statement to all stakeholders – employees, customers, shareholders, public, government etc.
• Redefining the AXA Brand should also keep the mission statement transparent and accessible at all times

2.4.2. Training

• Redefining the AXA Brand should encourage its employee force to undergo training if need be to meet the requirements of the mission statement
• Redefining the AXA Brand should regularly hold workshops to refine the values being defined in the mission statement and build them in its employee force

2.4.3. Goal setting

• Redefining the AXA Brand should develop SMART goals to meet the strategic targets identified in the mission statement
• Redefining the AXA Brand should also develop ethical grounds to remain in line with the mission statement
• Redefining the AXA Brand should keep goals flexible, but the means to achieve the goals should be stringent and should reflect the values drafted in the mission statement

3. Goals of Redefining the AXA Brand

3.1. What are organizational goals

Organizational goals are those business and strategic objectives that define the purpose of Redefining the AXA Brand. Organizational goals are strategic targets that Redefining the AXA Brand wants to achieve over a period of time. This time period is generally long term. The goals of Redefining the AXA Brand help direct its employee behaviour, as well as help in directing the operations of the business in the short term.

3.2. Components of goal

3.2.1. Achievable

The goals set by Redefining the AXA Brand should be achievable. This means that Redefining the AXA Brand should have the resources and the finances necessary for being able to realize the organizational goals over the long haul. Redefining the AXA Brand should also have the strategic leadership to be able to achieve these organizational goals.

3.2.2. Time-frame defined

All goals set by Redefining the AXA Brand- even for the long term – have an attached time frame. This is important to ensure that the organization is effective and efficient in realizing its goals.an attached time frame for the goals set for the long term future also helps in establishing a related time frame for the more short term organizational objectives.

3.2.3. Easy to understand

The goals should be fairly simple and should be easily understood by all employees of Redefining the AXA Brand. This is important as only when employees are clear about what the goals are, their importance, and the urgency of achieving them will they be able to relate with them and work towards achieving them.

3.2.4. Easy to communicate

The goals set by Redefining the AXA Brand should also be easy to communicate. This means that the jargon used for goal setting and goal communication should be clear and precise. These goals should be communicated with all managerial levels, and all employees to allow them a directive path to help the organization achieve these goals.

3.2.5. Pragmatic

The goals set by Redefining the AXA Brand should also be realistic in nature. This means that all strategic goals defined by Redefining the AXA Brand should take into consideration not only its internal financial position and resources but also the skill set of its employees and the larger macro environment. This will enable the company to set goals that will sue the core competencies of Redefining the AXA Brand to help it achieve the strategic goals easily, and realistically.

3.2.6. Relation with job tasks

All goals should be relatable with the employees of Redefining the AXA Brand. This means that all goals should directly or indirectly be tied to the job tasks and job nature of employees. This is to ensure that employees don’t feel redundant and use their skills to help the organization progress.

3.3. How to develop goals

3.3.1. Strategic evaluation

• Assess and review the vision statement
• Based on the vision statement and company values, decide where Redefining the AXA Brand should be in the next five years

3.3.2. Brainstorming

• Brainstorm goals that will help Redefining the AXA Brand achieve its long term direction
• Group goals according to themes
• Cluster the goals, and briefly describe each group and cluster
• Set long term goals for the company according to different clusters and groups

3.3.3. Prioritization

• Prioritize different clusters and groups
• Set and define long term goals based on prioritization
• Prioritization should be based on how soon the different defined goal groups and clusters will help Redefining the AXA Brand progress and achieve its desired position in the next five years or so to develop a successful vision statement

3.4. How to implement goals

3.4.1. Communication

• Communicate the goals to all managerial levels
• Goals should also be communicated to all relevant stakeholders – including distributors, shareholders, third-party contractors etc.
• Goals may also be communicated to customers
• Communication of goals will help Redefining the AXA Brand achieve goals by defining roles and milestones needed for achievement

3.4.2. Periodic strategic evaluation

• Evaluate the progress of goal attainment periodically
• This evaluation is done at a strategic level and operational level
• Different goals should be set for different departments of Redefining the AXA Brand to help it achieve the broader long term goals
• These departmental goals help in directing operations towards the larger strategic goal attainment

3.4.3. Training

• Employee training to develop skills needed and necessary for goal attainment
• Training can be in-house or out-house for employees
• Training for Redefining the AXA Brand should be continual and should be consistent with the goals set

4. Objectives of Redefining the AXA Brand

4.1. What are organizational objectives

Organizational objectives for Redefining the AXA Brand are the short to medium term targets and goals that the organization sets to achieve the bigger strategic goals set for the long term. The organizational objectives are important in shaping resource allocation within Redefining the AXA Brand as well as in determining the policies, schedules and processes that are implemented in Redefining the AXA Brand.

4.2. Components of objectives

4.2.1. Specific

All objectives set by Redefining the AXA Brand are specific and clear. This helps employees, as well as managers, manage and maintain focus on the targets and the end results that need to be achieved. At the same time, specific objectives help managers determine skill development and training needs within their departments as well.

4.2.2. Measurable

Objectives at Redefining the AXA Brand are also measurable. This means that all objectives can be tracked for progress. This is important for Redefining the AXA Brand as it helps in meeting deadlines. The element of measurability is added in objectives by adding quantifiable criteria for determining progress and objective achievement.

4.2.3. Attainable

The goal should be attainable that even in stretching the abilities of the employees and challenging them, it should remain possible to achieve. The objectives at Redefining the AXA Brand are attainable in that they push the employees out of their comfort zones but remain possible to achieve.

4.2.4. Realistic

Objectives at Redefining the AXA Brand are also attainable in that they are realistic. This means that Redefining the AXA Brand sets objectives keeping in view the organizational resources and constraints to be able to achieve objectives effectively and within time.

4.2.5. Timely

Objectives at Redefining the AXA Brand are also time-bound in that they have a specified start and finish date. The timeliness of the objective helps Redefining the AXA Brand maintain a sense of urgency in employees, and keep them motivated towards achieving the objective.

4.3. How to develop objectives

4.3.1. Focus on overall strategy

• Objectives should focus on the broader organizational strategy
• This will facilitate the organization in keeping in view the broader purpose and at the same time work towards achieving quantifiable goals and objectives
• By keeping in view strategic focus, Redefining the AXA Brand also maintains proximity with the vision of the organization and works towards enhancing the performance of the organization

4.3.2. Focus on goal

• Objectives at Redefining the AXA Brand should be set keeping in view the set organizational goals
• Objectives at Redefining the AXA Brand should flow from the organizational goals, and work towards helping the company and its departments and operations achieving the set goals
• This is important as it keeps objectives strategically relevant to the organizational processes and systems

4.3.3. Focus on the time frame and skill sets available

• Objectives at Redefining the AXA Brand should focus on the time constraints present in terms of resource present, as well as the urgency of the organization and the industry
• Objectives at Redefining the AXA Brand should also focus on the skillset of employee and organizational resources available
• Focus on resources and skills is important to ensure that all objectives are attainable
• Focus and relevance with resources and skills will also help Redefining the AXA Brand identify gaps that it needs to fill through training

4.4. How to implement objectives

4.4.1. Communication

• Objectives at Redefining the AXA Brand should be discussed with employees mutually
• Purpose of the set objectives should be clearly discussed, and communicated with the employees
• This discussion should entail not only the objective, but also the time period within which it is expected to be completed, and the processes and means to achieve it
• Objectives should also include aspects of personal and individual growth and development of employees to make sure that employees remain motivated throughout

4.4.2. Performance appraisal

• The performance appraisal at Redefining the AXA Brand helps managers and supervisors keep track of objective achievement and employee performance
• The performance appraisal also helps keep the objectives time bound through regular reviews and discussions
• The performance appraisal also helps identify skills development aspects that employees need and helps the managers develop suitable and needful strategic training programs for skill development and skill improvement