صفحه 1:
“IF YOU DON’T KNOW WHERE
YOU ARE GOING, ANY ROAD
WILL TAKE YOU THERE.”
The Koran
“Management’s job is
not to see the company
as itis... but as it can
ibeseme:.”
صفحه 2:
STRATEGIC OBJECTIVES
Strategic objectives operationalize
the mission statement. They provide
guidance on how the organization
can fulfill or move toward the
organizational mission and vision
5 2
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STRATEGIC OBJECTIVES
Strategic objectives are an
organization’s performance targets-the
results and outcomes it wants to
achieve. They function as yardsticks for
tracking an or rformance
and progress
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BENEFITS OF STRATEGIC OBJECTIVES
They help to channel employees throughout
the organization toward common goals
Challenging objectives can help to motivate
and inspire employees throughout the
organization to higher levels of commitment
and effort
They resolve conflicts when they arise
Provide a yardstick for rewards and
incentives
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TYPES OF STRATEGIC OBJECTIVE
9
Objective
Strategic Strategic
Objectives etm 0 5ع /اأاعع زط
* ۳
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TYPES OF OBJECTIVES REQUIRED
Financial ObjectivegStrategic Objectives
Outcomes focused Outcomes focused
on improving on improving long-
financial term competitive
business position
=
performance
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EXAMPLES: FINANCIAL
OBJECTIVES
X % increase in annual revenues
X % increase annually in after-tax profits
X % increase annually in earnings per share
Annual dividend increases of X %
Profit margins of X %
X % return on capital employed (ROCE)
Increased shareholder value
Strong bond and credit ratings
Sufficient internal cash flows to fund 100% of new
Capital investment
Stable earnings during periods of recession
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EXAMPLES: STRATEGIC
OBJECTIVES x
Winning an X % market share
Achieving lower overall costs than rivals
Overtaking key competitors on product performance or
quality or customer service
Deriving X % of revenues from sale of new products
introduced in past 5 years
Achieving technological leadership
Having better product selection than rivals
Strengthening company’s brand name appeal
Having stronger national or global sales and distribution
capabilities than rivals
Consistently getting new or improved products to market
ahead of rivals
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SHORT-TERM VS, LONG-TERM OBJECTIVES
Short-term objectives
Targets to be achieved soon
Milestones or stair steps for reaching long-range
performance
Long-term objectives
Targets to be achieved within
3 to 5 years
Prompt actions now that will
permit reaching targeted
long-range performance later
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TO ACHIEVE LONG TERM PROSPERITY, STRATEGIC
PLANNERS COMMONLY ESTABLISH LONG-TERM
STRATEGIC OBJECTIVES IN SEVEN AREAS:
Profitability
Productivity
Competitive position
Employee development
Employee relations
Technological leadershi
Public responsibility
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FOR STRATEGIC OBJECTIVES TO BE MEANINGFUL
THEY MUST BE:
TF REG: there must be at least one indicator (or yardstick)
that measures progress against fulfilling the objective
«Measurable: this provides a clear message to what needs to
be accomplished
«Appropriate: it must be consistent with the vision and
mission of the organization.
*Realistic: it must be an achievable target given the
organization’s capabilities and opportunities in the
environment. In essence, it must be challenging but
doable.
*Timely: there needs to be a time frame for accomplishment
of the objective. After all, as the economist John Maynard
Keynes once said, “in the long run, we are all dead
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QUALITIES OF LONG-TERM STRATEGIC OBJECTIVES
*Acceptable
*Flexible
¢Measurable
¢Motivating
¢Suitable
¢Understandable
eAchievable
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امس
Crane
Operate
Orme
NETWORKING OF MISSIONS,
GOALS/OBJECTIVES, AND STRATEGIES
Level
وه بط
Gupervisors
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GENERAL MOTORS
Strategic Goal and
Objectives
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ا 4م
GM OBJECTIVE 2003
Global Objectives
In 2003, GM established a global energy use
reduction target of 10 percent and a global CO2
reduction target of 8 percent between 2000 and
2005 consistent with global goals for energy and
water usage over this time period. The global energy
use and CO2 targets have been met successfully.
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GENERAL MOT! GOAL
(2007)
“to take the lead in
development and production
of more fuel-efficient vehicles
and the conversion to
alternative power, such as Ge
electricity and hydrogen fuel
cells, to power vehicles”, = 77 ۳
Larry Burns, vice
president of research and
development and
strategic planning
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۰:/92) مورا" ,م۳۳ vet
GM'S GOAL
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GO مج مج Report
7 و Education
9 Geveratay Public Ioterest
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GM GREEN PRODUCTS
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BANK ONE CORPORATION
(NONFINANCIAL STRATEGIC OBJECTIVE)
To be one of the top three
banking companies in terms of
market share in all significant
markets we serve
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BANK=zONE.
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Senior Art Direction at Interbrand
‘New York City 2001 ~ 2002
Brand Visual Core idea: Colors of Life
Brand identity Creation,
Credit/Debit Card Direction,
۱ 0
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3M CORPORATION’S FINANCIAL
average
A return on stockholders’ equity
of 20-25%
A return on capital employed
of 27% or better
_ Have at least 30% of sales come from
r oducts ‘ts introduced i
a
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CONCEPT OF STRATEGIC INTENT
A company exhibits strategic intent when
it relentlessly pursues an ambitious
strategic objective and concentrates its
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NIKE’S STRATEGIC INTENT
Nike’s strategic intent during the 1960s
was to overtake Adidas (which
connected nicely with Nike’s core
purpose “to experience the emotion of
competition, winning, and crushing
competitors”).
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۱ (
5
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۲۱۵۱۷۲۸ 5 STRATEGIC INTENT
When Yamaha overtook Honda in the
motorcycle market, Honda responded
with a warlike strategic intent: Yamaha
wotsubusu “we will crush, squash,
slaughter Yamaha”
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