However, we must point that strategies must be created and conducted to create a management process that gives direction to the company. making them the same can come to optimize relation to the environment, which is inserted and shall establish objectives and suggest strategies for Seize and must identify the most promising business opportunities for the company, outlining how to enter, win and hold market positions. Westwood (1992) suggests the following steps in preparing a strategic plan: Development of corporate objectives, internal and external analysis of the company; Development of assumptions, development of strategies and action plans; Budgeting, Preparation of the plan in writing; Communication plan; Using a control system, revisions and updates. In the view of Culebra (1991), the corporate mission can be understood as the responsibility and commitment of people within the organization in the quest for survival and perpetuation through the long-term development, being. Then, it is something broader than mere compliance with the obligations I functions day to day each of its members, must be a kind of fuel to move the entire organization, from the laborer to the president. The mission, according to Kotler (1991), incorporates the identification and understanding of the demands of shareholders, workers, customers, suppliers, government and society. Note the opinion of Oliveira (2001), stating that at this stage to identify what are the expectations and the whims of shareholders, directors and senior management elements of the company, with a view to these issues will come to provide large outline of strategic planning to be developed and implemented.
Therefore, the mission involves the identification of generic needs of consumers or customers to be satisfied, products or services to be offered, markets, technologies that provide competitive advantage of the benefits relation to competition, distribution channels and operational skills. In line, Ansoff (1983) identifies three components necessary for the establishment of the mission, products or services of the company, its core market to be reached and the main technology to be used in the production I distribution of the product or service. The diagnosis of the culture of an organization, as Culebra apud Aaker (1991, p.140), involves three elements: “Scale of dominant values and beliefs that define the priorities of an organization, establishment of standards of behavior of people in the organization; The definition of symbolic activities and symbols used for northern scales of values and norms. ” As quoted by Gaillard (1992), successful businesses take a few beliefs and values, i.e. belief in the importance of people as individuals, belief in the superiority of the quality of their products and services and belief that achievement is important for economic growth.