this is for reporting and handout materials only. contents of this are the content of a business plan business goals: vision, mission , objectives and performance target. and also the business proponents

1. TLE 5
ENTREPRENEURSHIP
SIR JUNREN LEDESMA
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2. LESSON OBJECTIVES:
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AT THE END OF THE DISCUSSION
THE STUDENTS ARE BE ABLE TO:
 DEFINE THE GOALS, VISSION,
MISSION, OBJECTIVE AND
PERFOR-MANCE TARGET OF THE
BUSINESS PLAN
 VALUE THE IMPORTANCE OF A
BUSINESS GOALS, VISION,
MISSION AND OBJECTIVES
 CITE THE PROPONENTS OF THE
BUSINESS
 CONSTRUCT THE VISION,
MISSION AND OBJECTIVES OF A
BUSINESS PLAN

3. CONTENT
S OF A
BUSINESS
PLAN
• THE BUSINESS
GOALS:
VISION,
MISSION,
OBJECTIVES
AND
PERFORMANC
E TARGETS
• THE BUSINESS
PROPONENTS
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4. THE
BUSINESS
GOALS:
VISION,
MISSION,
OBJECTIVES
AND
PERFORMANC
E TARGETS

5. WHAT ARE BUSINESS
GOALS?
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Business goals are the outcomes
an organization aims to
achieve. They can be broad and
long term or specific and short
term. Business leaders set
goals in order to motivate
teams, measure progress, and
improve performance. 5

6. GOAL-SETTING FRAMEWORKS
SMART
• Specific – The goal or objective should
be clear, concise, and well-defined.
• Measurable – The goal or objective
should be quantifiable or verifiable.
• Achievable – The goal or objective
should be realistic and attainable.
• Relevant – The goal or objective should
be aligned with the company’s vision,
mission, and values.
• Time-bound – The goal or objective
should have a deadline or timeframe
EXAMPLE:
• Specific – Increase revenue with new
products and services from £5 to £5.50.
• Measurable – Track customer revenue
monthly with sales reports.
• Achievable – Research the market,
develop new products and services, and
train staff to upsell and cross-sell.
• Relevant – Improve customer satisfaction
and loyalty, profitability and cash flow,
and market competitiveness.
• Time-bound – Achieve this objective in six
months, from January 1st to June 30th.
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7. GOAL-SETTING FRAMEWORKS
OKR FRAMEWORK
• OKR stands
for Objectives
and Key Results. An
OKR is a goal-setting
technique that links
the company’s
objectives with
measurable outcomes.
EXAMPLE:
• Example Objective: We
aim to increase the sales
revenue of our online
store.
• Example Key Result:
Make $200,000 in sales
revenue from the online
store in June.
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8. GOAL-SETTING FRAMEWORKS
MBO FRAMEWORK
• MBO, or
management by
objectives, is a
collaborative goal-
setting framework
and management
technique.
EXAMPLE:
• Example MBO: This
quarter, we aim to
decrease patient
waiting times by 30
percent.
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9. GOAL-SETTING FRAMEWORKS
BHAG FRAMEWORK
 A BHAG, or a big hairy
audacious goal, is an
ambitious, possibly
unattainable goal. A
BHAG can energize
the team by giving
everyone a shared
purpose.
EXAMPLE:
• Example BHAG: We
want to be the leading
digital music service
provider globally by
2030.
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10. GOAL-SETTING FRAMEWORKS
KRA FRAMEWORK
 KRAs, or key
result areas, refer
to a short list of
goals that an
individual,
department, or
organization can
EXAMPLE:
•Example KRA:
Increase high-
quality sales leads
per sales
representative.
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11. TYPES OF BUSINESS GOALS
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12. WHY YOU NEED BUSINESS GOALS?
Every business needs to set clear goals in order to
succeed. Business goals provide direction, encourage
focus, improve morale, and spur growth.
• More Clarity:
• Increased Focus:
• Faster Growth:
• Improved Morale:
• More Accountability:
• Better Decision-Making: 12

13. WHAT ARE BUSINESS
VISION?
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A business vision is your
goal for what your
business will be in the
future. It will align with
your business goals and
aspirations.
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14. BUSINESS VISION
STATEMENTS
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The purpose of a business vision statement
is to:
• define what the business does and why it
is important
• inspire and create a sense of optimism
about the business for the future.
Consider the following when creating your
business vision statement:
1.The business why
2.The business what
The business vision should be the starting
point for business planning. 14

15. EXAMPLES OF BUSINESS
VISION STATEMENTS
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• 'To accelerate the world's transition to
sustainable energy' (Tesla)
• 'There will be a personal computer on
every desk running Microsoft software.'
(Microsoft's original vision statement)
• 'To build a community of coffee lovers in
Rockhampton, by serving the best coffee
at the best possible prices.' (Local café)
• 'Our salon will change the way you
think about a haircut, and leave you
glowing both inside and out.' (Local
hairdresser)
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16. WHAT ARE
BUSINESS
MISSION?
• A Business Mission is the
main idea, the purpose and
the drivers behind a company,
which sends the company, it's
executives and employees
along its way in a particular
direction.
• A company's mission is the
plan for how it will achieve it's
vision. Mission is a call to
action
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17. MISSION STATEMENT
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What does your company do for its customers?
What does your company do for its employees?
What do you want from your business?

18. MISSION STATEMENT
MATTERS
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Consider the following five points to make
your business's mission statement powerful,
meaningful, and effective:
1. Mission statements must be 'lived.’
2. Employees must understand it.
3. Mission statements should be displayed for
employees.
4. You want your customers see it
5. Include your mission statement in
marketing materials.
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19. MISSION STATEMENT
EXAMPLES
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• Nike (NKE): "To bring inspiration and
innovation to every athlete* in the
world."
• Walmart (WMT): "We save people
money so they can live better."
• Starbucks (SBUX): "With every cup,
with every conversation, with every
community - We nurture the limitless
possibilities of human connection."
• Tesla (TSLA): "To accelerate the world's
transition to sustainable energy."
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20. WHAT ARE BUSINESS
OBJECTIVES?
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• Business objectives are a
written explanation of your
goals as a business. Business
objectives usually have to do
with the most important
operating factors of a company's
success, such as revenue,
operations, productivity and
growth. Business objective
needs to be specific, measurable,
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Business objectives are sometimes
sorted into two categories:
Strategic objectives - they are
often referring to long-term goals
that relate directly to the
company's mission statement and
drive large-scale organizational
change.
Operational objectives - they are
probably referring to shorter-
term goals that might support a
company's strategic objectives. 21

22. WHY ARE
BUSINESS
OBJECTIVES
IMPORTANT?
 Increase revenue
 Recruit and retain high-
quality employees
 Enhance customer satisfaction
 Improve company culture
 Maximize workplace safety
 Develop leadership
 Expand productivity
 Increase product quality
 Encourage innovation
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23. HOW TO WRITE A BUSINESS
OBJECTIVE
You can maximize the value
of business objectives by
thinking strategically about
the following steps:
1. Brainstorm
2. Crowdsource
3. Organize
4. Choose your wording
5. Reflect
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24. EXAMPLE BUSINESS OBJECTIVES
Example 1
• Our company will prioritize employee
training to minimize errors and
maximize productivity. We will assess
employee performance using standard
metrics at monthly, yearly and five-year
intervals.
Example 2
• Our business will implement a new
communication system by the end of
the year, using a proprietary messaging
system developed by our engineering
team. We will know this communication
system is successful if we can increase
our customer interactions by 25%.
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25. PERFORMANCE
TARGETS
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Performance targets, commonly known
as key performance indicators or KPIs, are
an essential element of any business plan.
KPIs are measures of the key drivers in
your business and should link to those
business levers that can be pulled to deliver
an impact on business performance.
It is important that these targets are
formulated in a way that is understood and
will resonate with your team to provide the
motivation to deliver the desired outcomes.
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26. THE
BUSINESS
PROPONENTS

27. THE BUSINESS
PROPONENTS
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• The third section of the business
plan contains information about
the business proponents or
stakeholders.
• Proponents: a person who puts
forward a proposition or proposal
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28. FOUR TYPES OF
STAKEHOLDERS
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1.Resource mobilizers and
financial backers
2.Technology providers and
applicators
3.Governance and top
management
4.Operating and support team
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29. FOUR TYPES OF STAKEHOLDERS
1. RESOURCE MOBILIZERS
AND FINANCIAL BACKERS
• If the business plan
readers are the resource
providers, then they will
want to know who else are
on the board to share the
burden of raising money to
see the whole thing
through.
2. TECHNOLOGY
PROVIDERS AND
APPLICATORS
• If the business plan
readers are the
technology providers,
they will want to know if
there will be sufficient
funds to pay for the
technology. 29

30. FOUR TYPES OF STAKEHOLDERS
3. GOVERNANCE AND
TOP MANAGEMENT
• If the business plan
readers are the governance
and top management team,
ten they will want to know
what to know what
strategies and performance
indicators are being
proposed.
4. OPERATING AND
SUPPORT TEAM
• If the business plan
readers are the
implementing, operating,
and support teams, they
will want to know what
programs, activities, tasks,
and resources would be in
place. 30

31. THANK
YOU
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Presenter Name: KAREN
A. CASTOR
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