USAA Mission and Vision Statement Analysis

USAA’s mission statement is “to provide excellent service for our members, we stand financially strong.” The statement reveals what the company holds as the heart of all its operations by emphasizing the excellence of its services. It also places its members as the first priority of consideration in everything the company does. From this mission statement, one can derive the following components:

  1. Improving communities
  2. Exceeding expectations

USAA is a company whose humble beginnings were motivated by the need to caution a financially neglected community, and this ambition has not changed since then. All that has manifested in the concept of this company is its maturity and diversification to spread its reach to other members of the community.  

In addition to serving this community, USAA respects its responsibility towards all local communities and the environment it operates in. For instance, the company has demonstrated its commitment to meet all its corporate responsibilities by improving the quality of their lives through varied projects.

It also advances this role through environmental commitment through greener business approaches. In relation to this, USAA is stanch to the second component of its mission statement as shown by the range of financial services gaps it has filled through its subsidiaries, each offering different products contributing to this component of its mission statement. While doing this, the company has surprised its clients not only with the quality of the services it offers but also with their adaptable nature.

Introduction

The mission and vision statement adopted by USAA is a striking reflection of the financial handles the company has had to overcome to stand as a reputable financial services enterprise. Having been established by a group of military officers branded as ‘high-risk group’ to offer them mutual self-insurance in 1922, the company has since diversified to include other financial service areas and re-launching itself as a group of companies, led by its mission and vision statements.

USAA’s vision statement clearly reflects what the company wants to embody in the near future – a financial institution for all including the military. It works closely with its mission statement crafted in consonance with the concept that such a statement is all about the strategies to take a company to its vision. USAA’s mission statement focus is on demonstrating what excellent financial services entail to all other players in the sector.

The core values of this company such as integrity and loyalty are also integral to its success because they have proven beyond doubt their ability to streamline the operations of USAA. By marrying all these aspects, USAA stands as one of the most promising groups of companies in the U.S.

Vision Statement

USAA’s vision statement is “To serve millions of military members and become one of the only fully integrated financial services organizations in America.” The statement underlines the desire to be the leader in the financial sector as the most holistic company of all. The discussed factors are directly linked to this vision statement:

  1. Serve millions of military members
  2. Become a fully integrated financial service entity

Considering that its rise was motivated by the absence of financial organizations recognizing the financial needs and related services for the military, USAA sets the first component of its vision statement as serving as many of them as possible and meeting their needs. It has done this successfully through targeted services such as insurance, future investments, and banking.

USAA shows that it longs to be more than that through its ambition as intellectualized in the second component of its mission. The company has diversified its scope of operation to include many other financially related services such as trip shopping and covering other customers.

Core Values

USAA’s core values include “Integrity, service, honesty, and loyalty.” They act as the pillars of the vision and mission of the company. They have the outlined features:

  1. Integrity
  2. Service
  3. Honesty
  4. Loyalty

Ever since its foundation, USAA has thrived due to its consistency and lack of compromise when it comes to service delivery. It values offering its customers what it was set up to – distinguished and specialized service and in a way that upholds its morality as demanded by its second and third values. Most importantly, it shows its loyalty by staying devoted to its primary mandate of being a servant to its clients.

References

  • Bennett, H., & Durkin, M. G. (2002). Developing relationship-led cultures–a case study in retail banking. International Journal of Bank Marketing20(5), 200-211.
  • Boyatzis, R. E., Smith, M. L., Van Oosten, E., & Woolford, L. (2013). Developing resonant leaders through emotional intelligence, vision, and coaching. Organizational Dynamics42(1), 17-24.
  • Cowton, C. J. (2002). Integrity, responsibility and affinity: three aspects of ethics in banking. Business Ethics: A European Review11(4), 393-400.
  • David, F. R., & David, F. R. (2003). It time to redraft your mission statement. Journal of Business Strategy24(1), 11-14.
  • Dawson, P., & Patrickson, M. (1991). Total quality management in the Australian banking industry. International Journal of Quality & Reliability Management8(5).
  • Gupta, S. C. (2003). Banking Industry Vision 2010. Risk Management23, 25.
  • Ireland, R. D., & Hitt, M. A. (1992). Mission statements: Importance, challenge, and recommendations for development. Business Horizons35(3), 34-43.
  • Kaynak, E. (1986). Globalisation of banks: an integrative statement. International Journal of Bank Marketing4(3), 3-8.
  • Nanus, B. (1992). Visionary leadership: how to re-vision the future. The Futurist26(5), 20.
  • Peyrefitte, J., & David, F. R. (2006). A content analysis of the mission statements of United States firms in four industries. International Journal of Management23(2), 296.
  • Pruzan, P. (2001). The question of organizational consciousness: can organizations have values, virtues and visions? Journal of Business Ethics29(3), 271-284.
  • USAA – Home.
  • Terglav, K., Ruzzier, M. K., & Kaše, R. (2016). Internal branding process: Exploring the role of mediators in top management leadership–commitment relationship. International Journal of Hospitality Management54, 1-11.
  • Wallace, E., de Chernatony, L., & Buil, I. (2011). How leadership and commitment influence bank employees’ adoption of their bank values. Journal of Business Ethics101(3), 397-414.

Add a Comment

Your email address will not be published. Required fields are marked *