Company Vision and Value Statement


ABZ (a fictitious company) focuses on providing fast foods and restaurant services for both sit-ins and take away foods and drinks. The company has several branches located in major towns in the country. The enterprise aims at providing the urban population with fast foods, ready to eat or for quick delivery within the urban areas of the location. Its products include breakfast, snacks, lunch, dinner meals, hot, soft, and cold drinks. The target customers mainly include people working in urban areas. The majority of the customers are young people who have a high appetite and minimal budget for food and luxurious products. Ideally, the majority have the willingness to buy fast foods with high expectations on quality and value for money.

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Vision Statement

“To be the leading and highly reliable fast food restaurant in the city by focusing on quality, reliability, hygiene, and creating value for customers’ money”.  The company vision sets the overall interest of the entity in the food and beverage industry by focusing on making its customers happy by providing them with quality foods and drinks (Cote, 2017). It also mentions its intentions to make the products and services available to its customers with an emphasis on reliability and value for money. Importantly, the vision statement touches the aspirations and as such sets the direction towards its expectations in interacting with its stakeholders. 

Communication Statement

The company vision clearly speaks to its customers on what to expect from the restaurant and as such outlines its commitment towards enhancing customer centricity (Cote, 2017). Key expectations communicated include quality foods and services, reliability, and value for money.  From the restaurant point of view, the vision clearly states what is required of the staff and respective stakeholders. Such elements include a strong emphasis on food and drinks hygiene. Cleanliness as such takes a lead in the entity (Jensen, Moynihan & Salomonsen, 2018). Moreover, the vision communicates a high degree on the reliability of products and services provided. It as well communicates strong dedication on value for money and as such emphasizes on efficiency among its staff and resources in the restaurant. Vision communication could be integrated among existing staff in their work through training, re-training, and performance appraisals. Additionally, visual communication could be effected for new recruits, which ensure they have an in-depth understanding of the company expectations (Jensen, Moynihan, & Salomonsen, 2018).

Principle Values

For the restaurant to actualize its vision, the entity needs to outline its values as a strategic approach to support the business aspiration (Cote, 2017). Important values include high-quality foods and drinks. The value ensures adherence to communicated expectations to its customers. Moreover, the quality of goods and services provided need support from reliability through continued quality control. It as well needs to invest in ordering and delivery infrastructure, which additionally ensures enhanced reliability. In the hospitality industry, hygiene is important and as such critical for the firm to create a culture and strong foundation for cleanliness values (Pillai, 2015). Moreover, the firm needs to establish strong reliable efficiency values. Since the vision promises value for money, high efficiency in processes, and optimum utilization of resources, it also ensures value for money and the same is transferred to the customers. The overall values approach to ensure the firm optimizes customer centricity in its provision of products and services.


Cote, R. (2017). Vision of Effective Leadership. International Journal of Business Administration, 8(6), 1. doi:10.5430/ijba.v8n6p1

Jensen, U. T., Moynihan, D. P., & Salomonsen, H. H. (2018). Communicating the Vision: How Face-to-Face Dialogue Facilitates Transformational Leadership. Public Administration Review, 78(3), 350-361. doi:10.1111/puar.12922

Pillai, R. S. (2015). INL Vision and Strategy 2015. doi:10.2172/1236796

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