Performance Objectives

Abstract

There is an ever-present trap encountered in the process of planning: the pitfall of laying down generalised, vague and largely unmeasurable targets as the end-benefit of the planning process. The unwary product manager may show great skill in establishing problem-areas in the marketing of his product, display considerable ingenuity and flair in the provision of a creative solution which is likely to resolve the problems he has uncovered, and then complete the process with a statement of intention such as ‘This plan is intended to strengthen the product’s distribution among independent grocers’ or The new advertising strategy will increase consumer awareness of the product’s major performance benefits.’ These objectives are worthy, well-intentioned and have a ring to them calculated to bring confidence and hope to the organisation for whom the plans are being written. However, their vagueness is likely to raise unachievable hopes and, thus, possible disappointment. If the product manager then succeeds in increasing the distribution of his product among independent grocers, it will cause it to move from one level to a higher level.