| Whereas the vision and mission provide the framework, the "goals define targets within the mission, which, when achieved, should move the organization toward the performance of that mission."Goals are broad primary outcomes whereas, objectives are measurable steps taken to achieve a goal or strategy. |
Yayinda mahanga da manufofin baidaya su suke samar da tsarin aiwatarwa. Su kuma manufofi na musanman sune suke bayyana gurika na musanman dake cikin manufar baidaya, wanda in an samu nasaran cinmasu, zasu dora kanfani bisa turban cimma wancan maufar ta baidaya. Su manufofi na musanman, faffadar sakamakone a matakin farko, su kuma gurika na musanman sune ayyanannun matakan kaiwa ga manufa ko tsari na musanman. |
| In strategic planning, it is important for managers to translate the overall strategy into goals and objectives. |
A tsare tsare na musanman, yanada matukar muhimmanci ga manajoji su bayyana gundarin tsarin daidai da ayyananannun manufofi. |
| Goals are designed to inspire action and focus attention on specific desired outcomes. |
Ana shirya manufofi musanmanne domin su samar da tsarin aiki, tare da mayar da hankali akan yadda zaa kai ga wasu sakamako na musanman wanda ake bukatar samarwa. |
| Objectives, on the other hand, are used to measure an organisation's performance on specific dimensions, thereby providing the organisation with feedback on how well it is achieving its goals and strategies. |
a wani bangaren kuma, ana anfani da manufofi na musanman domin auna nasaran kanfanin a wasu fannoni, domin samarwa kanfanin amsoshin sanin ko ta samu cinma manufarsa. |
| Managers typically establish objectives using the balanced scorecard approach. |
A ko da yaushe, su manajjoji suna samarda manufofine ta hanyan amfani jadawalin nasarori na tsakatsaki. |
| This means that objectives do not include desired financial outcomes exclusively, but also specify measures of performance for customers (e.g. satisfaction, loyalty, repeat patronage), internal processes (e.g., employee satisfaction, productivity) and innovation and improvement activities. |
Wannan tana nufin cewa manufofi basu takaitu ga ribanda ake sa ran samuba kawai, suna kuma fayyace matakan nasarorin masu siyan kayan kamfani(kostomomi) misali, gamsuwarsu, da dorewar huldarsu da kamfani. Suna kuma auna nasosrinda aka samu a aikace aikacen cikikin gida, kamar gamsuwar maikata da yanayin aiki, da ingancin abunda kafani ke fitarwa. Akazalika suna auna nasarori kirkire kirkire da ingantanta ayyuka. |
| After setting the goals marketing strategy or marketing plan should be developed. |
Bayan an samar da manufofi na musanman, sai kuma a samarda tsare tsren tallata ajar kanfani |
| The marketing strategy plan provides an outline of the specific actions to be taken over time to achieve the objectives. |
Tsarin tallace tallace suna samarda matakai na musanman wadanda zasu kai ga cimma manufar kanfani. |
| Plans can be extended to cover many years, with sub-plans for each year. |
Tsare tsare suna iya kunsan na shekaru da yawa, wanda a cikinta akwai kananan tsaruka na shkaru shekara bayan shekara. |
| Plans usually involve monitoring, to assess progress, and prepare for contingencies if problems arise. |
Tsaruka sukan kunshi sa ido domin auna cigaba da kuma samarda mafita a yayinda matsaloli suka taso. |
| Simulations such as customer lifetime value models can be used to help marketers conduct "what-if" analyses to forecast what potential scenarios arising from possible actions, and to gauge how specific actions might affect such variables as the revenue-per-customer and the churn rate. |
Ana iya anfani da mauane, kamar tsawon shekarun rayuwar kostoma masalan, domin samarda bayanan matakanda ya kamata a dauka idan wani abu ya faru nan gaba. kuma domin auna yadda matakanda aka dauka zasu shafi wasu abubuwan kamar gwargwadon riba akan kowani kostoma. Da kuma bayanan fitar da kaya fiyedda kima. |
