INTRODUCTIONRobin Hood lived near Nottingham Palace. He was a very renowned personality among the people. He was a very good swordsman. He is known for his motto "he who stole from the rich gave to the poor". In the case of Robin Hood we can apply the principles of a business organization. Robin was the CEO of this organization. He strategized all major decisions, and some lieutenants held authorized positions such as intelligence gathering, discipline, finance, and supply. These lieutenants fill the organization's senior management roles. This is complicit with the Fayolism theory developed by Henri Fayol which proposed that managers perform particular functions for the growth and success of the organization. Robin as CEO holds the decision-making roles that involve important decision-making and choices. VISION: The vision statement is based on your rationale, model and method for your strategic planning. A clear vision would provide the foundation for developing a comprehensive mission statement. Many organizations have both a vision and a mission statement, but the vision statement should be established first. The vision statement should be short, preferably one sentence, and as many managers as possible should contribute to the development of the statement (David, 2013). According to Shakespeare, Henry's vision is about predicting the future or having an idea of ​​what you want to achieve in the near future. In every organization, vision plays a fundamental role. Every job should start with a vision, it means you need to know first what you want to achieve or what you are working for. In an organization the inability to see can also negatively influence the other component… middle of the paper… the choice of a broad competitive measure within an industry. The focalizer selects a division or group of divisions in the industry and its strategy for serving them to the exclusion of others. The focus strategy has two alterations. (a) In cost focus a firm seeks a cost advantage in its target division. (b) Differentiation focuses a firm seeking differentiation in its target division. Both changes in focus strategy are based on differences between the focuser's target division and other industry segments. The target division must have buyers with common needs, or the production and delivery system that best serves the target division must be different from that of other divisions in the industry. Cost focus uses differences in cost behavior in some divisions, while differentiation focuses on using the special needs of buyers in some divisions. (coulter, 2005)