Company Objectives

After to do the analysis of the company power, strenghts, weaknesses, opportunities and threats also known as among the SWOT Analysis Components, to formulate a company objectives. The Company objectives explain the goals of the specific amount and time.
Objectives usually consist of long-term and short-term or annual objective. The long-term objectives are statements of the result a company seeks to achieve over a specified period. The long-term objective of time frame, usually 5 to 10 years. Thus, the long-term objectives facilitate the planning, implementation and control. Strategic planners establish long-term objectives in seven areas : profitability, competitive position, productivity, technological leadership, employee development, employees realtions and public responsibility (Pearce and Robinson, 2007).
Quality of long-term objectives are seven criteria : acceptable, flexible, measurable, over time, motivating, suitable, understanable and achievable.

Think Like a CEO - Sell to Any Company in Any Industry...Better and Faster than a Harvard MBA by Mark Kuta

Think Like a CEO outlines a Business Strategy focused on driving top line revenue. Everyone in the business who touches, or sells needs to think like the CEO of the business they are calling on. The tools and templates of the Wall Street Selling Methodology TM are unique and unlike any other sales method. This is not a book filled with fluff or feel goods that promise results. It is not a repackaging of personality definitions, and it doesn t walk you through ten or fifteen or twenty yes/no questions to tell you that your deal is qualified. This methodology will transform the way you approach your sales tasks, and allow you to compete and excel in this environment. Here are just a few sample questions that will take you less than 2 minutes to discover before you make that next call. 1. How is your prospect performing relative to its competitors? 2. How is your prospects productivity relative to its competitors? 3. What are the industry issues your prospect is dealing with? 4. What is your prospects Cash2Cash Cycle and how will you impact it? 5. What are the Profit Strategies you prospect is pursuing, and how do you align to them? These are just several examples of how you will be differentiating yourself from your competition, and be developing a message that will resonate with your C-Level client, as well as throughout his organization.
How many times have you heard that to sell to the CEO you have to become a trusted advisor? Think Like a CEO gives you the roadmap to become that trusted advisor. --Justin Doster, Business Development Executive, IBM

Imagine that, a sales book which actually addresses our issues and challenges us to change our sales behavior! I am completely impressed! I will bet I have read as many sales books as anyone. Further, I wasted at least $50 bucks on my last two which I threw away. NAME DELETED and NAME DELETED. Loved the title, hated the book. What turns me off on so many sales books is the focus on technique and trick bag. This is substance! This should be a text book for any student of professional sales. --Rich McGhee, VP Sales, Servigistics

The book helps businesspeople get inside the head of their C-level prospects by becoming fluent in the language of business, including learning how to read and understand a balance sheet; that they position their sales appeals towards their prospects profit strategies; and that they develop a compelling case as to how their products or services will impact those strategies. Thinking like a CEO requires that we look at things from the perspective of our customers, prospects and clients and align with their needs. It s an attitude that employees at every level can adopt. We may not all be CEO s but all of us can think like one using this book. So whether you are manufacturing bowling balls or selling to a pro sports team, read this book and Think Like a CEO. --Rocky Mountain News
Mark Kuta has sold over $88 million in technology solutions to C-Level executives. A significant number of these sales were at greater than list price an unheard of feat in the software industry. Mark has closed deals in a variety of different industries, as demonstrated by his client list which includes General Motors, TRW, General Electric, Honeywell, NACCO, Juniper Networks, Delphi, Steelcase, Ingersoll Rand, Emerson Electric, Harris Industries, Grupo Industrial de Saltillo, Cisco Systems, Qualcomm, Agilent and Vitro, SA. Since formalizing the Wall Street Selling Methodology TM in the Award Winning book Think Like a CEO, he has become a highly sought-after speaker for national conferences, as well as an advisor to senior executives from companies throughout the world. Mark holds a Master of Business Administration degree from the Leeds School of Business at the University of Colorado and a Bachelor of Science degree from the University of Arizona. He is fluent in Spanish and Portuguese and has served on numerous boards. Always looking for adventure, he has scaled Colorado 14ers, hiked the Grand Canyon, backpacked around the world, and raised children. When he s not helping companies increase their top line sales and profitability, Mark is spending time with his wife of 18 years, their two children and German Shepherd Dog. You might also find Mark snowboarding, competing in triathlons, and playing the electric guitar. Learn more Think Like a CEO - Sell to Any Company in Any Industry...Better and Faster than a Harvard MBA (2008 Axiom GOLD Medal Winner - Sales) (2008 Independent Publisher Award GOLD Medal Winner - Business)

Industry Environment

In any industry, whether in the industrial countries or international, whether produced goods or services, competition rules included in the competition five factors, namely the influx of new immigrants, the threat of product substitution, the bargaining power of buyers, the bargaining power of suppliers and competition among the competitors there (Porter, 1985).
Entry includes obstacle-economic scale, product differentiation, brand identity, switching costs suppliers, capital needs, access to distribution networks, absolute cost advantages, government policies and resistance from the company. The power supplier differentiation is determined by the entries, the cost to switch suppliers from suppliers and companies in the industry, the input substitution, the concentration of suppliers, the importance of the volume of sales for suppliers, the cost relative to the total purchase in the industry, the impact of input cost or differentiation and integration threat to the future relative against the threat of integration to the back by the company in the industry. Determinants of the threat of product substitution of price and performance product substitution, the cost to switch suppliers and buyers to the trend of substitute products. Determinants of the strength of buyers includes purchaser concentration compared with the concentration of the company, the volume of purchase, the cost to switch suppliers from the buyers relative to the cost to switch suppliers from the company, information, buyers, and the ability to perform reverse integration, product substitution, the purchase price, product differentiation, brand identity, the impact of quality, the profit incentive buyers and decision makers. While the determinants of competition among companies that there is a growth industry, fixed costs, excess capacity, product differentiation, brand identity, switching costs suppliers, concentration and balance, motley competitors, betting corporation and exit barriers.
If the five factors determine the strength and they merely a function only of the characteristics instrinsik industry, competitive strategy will be dependent on the selection of appropriate indistri and understanding of the fifth factor is better than its competitors. Thus, the benefits can not compete understood if we do not see a company as a whole. Excellence comes from a competitive range of activities undertaken in the company to design, create, distribute, promote and market the products. In each of these activities can affect the relative cost position of the company and create the basis for differentiation. Strategy costs and benefits of differentiation strategies seek competitive advantages in a wide variety of industries, while pursuing strategies focus on the benefits of cost (the cost of focus) or differentiation (focus on differentiation) in a narrow segment.