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CHAPTER 5 • STRATEGIES IN ACTION  133


                includes such models such as Passat (trade wind), Jetta  technology. This will be the first automotive partner for
                (jet stream), Rabbit, and Fox. VW also owns several  BYD, which is one of the world’s largest suppliers of cell
                luxury carmakers, including AUDI, Lamborghini, Bentley,  phone batteries.
                and Bugatti. Other VW makes include SEAT (family cars,  VW is building a new assembly plant in Indonesia
                Spain) and SKODA (family cars, the Czech Republic).  for $47 million about 1 hour east of Jakarta, the capital.
                VW operates plants in Africa, the Americas, Asia/Pacific,  This plant will assemble the Touran and employ about
                and Europe. VW holds 68 percent of the voting rights in  3,000 persons. Toyota already has a manufacturing
                Swedish truck maker Scania and about 30 percent of  plant in Indonesia and dominates that market. Currently
                MAN AG. VW also offers consumer financing.       many VW vehicles are imported into Indonesia, thus
                   VW is acquiring Porsche Automobil Holding SE and  being subject to a 200 percent tariff.
                merging their auto brands into VW. Based in Stuttgart,  VW reported 2nd quarter 2009 earnings of $397
                Germany, Porsche already owns 51 percent of VW but  million; the Audi division was the biggest contributor to
                has weakened in 2009 after taking on $12 billion in  the gains.
                new debt.
                   VW is in talks with China’s BYD Co. to build hybrid  Source: Based on Christoph Rauwald, “VW Earnings Buck Auto-
                                                                 Industry Trend,”  Wall Street Journal (October 31, 2008): B3;
                and electric vehicles powered by lithium batteries.
                                                                 Christoph Rauwald, “Volkswagen to Raise Output by 2018,” Wall
                Based in Shenzhen, BYD will supply VW with the battery  Street Journal (April 28, 2009): B3.




              Long-Term Objectives

              Long-term objectives represent the results expected from pursuing certain strategies.
              Strategies represent the actions to be taken to accomplish long-term objectives.
              The time frame for objectives and strategies should be consistent, usually from two to
              five years.


              The Nature of Long-Term Objectives
              Objectives should be quantitative, measurable, realistic, understandable, challenging, hier-
              archical, obtainable, and congruent among organizational units. Each objective should also
              be associated with a timeline. Objectives are commonly stated in terms such as growth in
              assets, growth in sales, profitability, market share, degree and nature of diversification,
              degree and nature of vertical integration, earnings per share, and social responsibility.
              Clearly established objectives offer many benefits. They provide direction, allow synergy,
              aid in evaluation, establish priorities, reduce uncertainty, minimize conflicts, stimulate
              exertion, and aid in both the allocation of resources and the design of jobs. Objectives pro-
              vide a basis for consistent decision making by managers whose values and attitudes differ.
              Objectives serve as standards by which individuals, groups, departments, divisions, and
              entire organizations can be evaluated.
                 Long-term objectives are needed at the corporate, divisional, and functional levels of
              an organization. They are an important measure of managerial performance. Many practi-
              tioners and academicians attribute a significant part of U.S. industry’s competitive decline
              to the short-term, rather than long-term, strategy orientation of managers in the United
              States. Arthur D. Little argues that bonuses or merit pay for managers today must be based
              to a greater extent on long-term objectives and strategies. A general framework for relating
              objectives to performance evaluation is provided in Table 5-1. A particular organization
              could tailor these guidelines to meet its own needs, but incentives should be attached to
              both long-term and annual objectives.
                 Without long-term objectives, an organization would drift aimlessly toward
              some unknown end. It is hard to imagine an organization or individual being successful
              without clear objectives (see Tables 5-2 and 5-3). Success only rarely occurs by
              accident; rather, it is the result of hard work directed toward achieving certain
              objectives.
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