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- 9 targets for one CEO!
9 targets for one CEO!
For this reason, setting a target and exerting efforts to achieve it are critically important in terms of showing how determined a company is about reaching its goal.
Today it is not enough for companies to mm have just one target. Under the umbrella of K II some main targets, at the managerial and r departmental level everyone is trying to realise their own targets.
For example, at Eti all of the operations are being conducted according to 136 business targets at managerial level. Akkök Holding CEO Ahmet Dördüncü says that the managers at the group companies in the holding are trying to achieve a total of 376 targets. This and productivity.
The famous economist and management researcher Peter Drucker says: “If you don’t know where you are going, it doesn’t matter where you end up.” He believes that it is impossible for a company to realize its vision if it sets out without targeting a specific destination.
For this reason, setting a target and exerting efforts to achieve it are critically important in terms of showing how determined a company is about reaching its goal. Today, when we look at companies that have come to the fore through their various successes in their sectors, we see that virtually all of them have set multiple targets at departmental level. The number of these targets, their nature and priority vary from company to company.
EIGHT TARGETS FOR EACH OF 45 EXECUTIVES
Akkök Holding CEO Ahmet Dördüncü says that the managers at the group companies in the holding are trying to achieve a total of 376 targets. “We can say that the 45 executives have an average of eight targets each,” he says. “When we look at the companies’ targets, a company has an average of six targets a year.”
The nature of the executives’ targets at Akkok varies considerably. The company’s targets include sales, profitability, investments, production, R&D and project management categories and, where necessary, the company also sets targets for individuals.
PRODUCTIVITY FIRST
Gold Technology Markets is trying to bring over 20,000 products to consumers through its nearly 1,000 personnel in 57 stores in 30 provinces. At Gold, the executive who heads each department has predetermined weekly, monthly and annual targets. These targets are headed by increasing customer satisfaction, service quality and store productivity.~
GoldTechnology Markets Marketing Manager Kılınç Orhan Erdemir says: “We have nine main targets in a year. This means that executives are trying to achieve a total of 216 targets. I can say that the one main target that does not change is securing 100 per cent customer satisfaction. All of the other targets are updated with detailed plans to ensure that this is achieved and enable the company to continue to be successful and are shaped by the market and conditions in the country, on the market and in the economy.”
THE CRITICAL FOCUS
Ode Yalıtım’s main targets include EBITDA, profitability, cash flow management, shareholder satisfaction and the main growth targets. Ode Yalıtım Board Chair Orhan Turan says that growth, market share and profitability form the axes of the main targets. He stresses that they are not just focused on financial business results. “At the same time we have targets such as workforce and customer satisfaction, new product development performance and brand perception surveys. We review our targets at six month intervals,” he says.
A BALANCED APPROACH
Pfizer Türkiye is focused on a total of five main targets, three of which are related to business, one to human development and one to ethical principles. Pfizer Türkiye Established Products Business Department Leader Berfu Yazıyurt says: “When we bear in mind that our targets of integrated humanity and honesty have not changed over the years, then it is possible to say that we generally have three basic business targets each year.”
Pfizer‘s business targets are to improve the existing business structures still further and to inspire the use of more creative new methods and applications. Yazıyurt explains that they usually set the targets all together as a management team at the beginning of the year. “We approach our targets as striking a balance between the experience that we have acquired over the previous year and our expectations for the year to come. Everything can change at any moment and what we describe as our targets are not fixed but shaped according to prevailing conditions,” she says.
For example, at Eti all of the operations are being conducted according to 136 business targets at managerial level. Akkök Holding CEO Ahmet Dördüncü says that the managers at the group companies in the holding are trying to achieve a total of 376 targets. This and productivity.
The famous economist and management researcher Peter Drucker says: “If you don’t know where you are going, it doesn’t matter where you end up.” He believes that it is impossible for a company to realize its vision if it sets out without targeting a specific destination.
For this reason, setting a target and exerting efforts to achieve it are critically important in terms of showing how determined a company is about reaching its goal. Today, when we look at companies that have come to the fore through their various successes in their sectors, we see that virtually all of them have set multiple targets at departmental level. The number of these targets, their nature and priority vary from company to company.
EIGHT TARGETS FOR EACH OF 45 EXECUTIVES
Akkök Holding CEO Ahmet Dördüncü says that the managers at the group companies in the holding are trying to achieve a total of 376 targets. “We can say that the 45 executives have an average of eight targets each,” he says. “When we look at the companies’ targets, a company has an average of six targets a year.”
The nature of the executives’ targets at Akkok varies considerably. The company’s targets include sales, profitability, investments, production, R&D and project management categories and, where necessary, the company also sets targets for individuals.
PRODUCTIVITY FIRST
Gold Technology Markets is trying to bring over 20,000 products to consumers through its nearly 1,000 personnel in 57 stores in 30 provinces. At Gold, the executive who heads each department has predetermined weekly, monthly and annual targets. These targets are headed by increasing customer satisfaction, service quality and store productivity.~
GoldTechnology Markets Marketing Manager Kılınç Orhan Erdemir says: “We have nine main targets in a year. This means that executives are trying to achieve a total of 216 targets. I can say that the one main target that does not change is securing 100 per cent customer satisfaction. All of the other targets are updated with detailed plans to ensure that this is achieved and enable the company to continue to be successful and are shaped by the market and conditions in the country, on the market and in the economy.”
THE CRITICAL FOCUS
Ode Yalıtım’s main targets include EBITDA, profitability, cash flow management, shareholder satisfaction and the main growth targets. Ode Yalıtım Board Chair Orhan Turan says that growth, market share and profitability form the axes of the main targets. He stresses that they are not just focused on financial business results. “At the same time we have targets such as workforce and customer satisfaction, new product development performance and brand perception surveys. We review our targets at six month intervals,” he says.
A BALANCED APPROACH
Pfizer Türkiye is focused on a total of five main targets, three of which are related to business, one to human development and one to ethical principles. Pfizer Türkiye Established Products Business Department Leader Berfu Yazıyurt says: “When we bear in mind that our targets of integrated humanity and honesty have not changed over the years, then it is possible to say that we generally have three basic business targets each year.”
Pfizer‘s business targets are to improve the existing business structures still further and to inspire the use of more creative new methods and applications. Yazıyurt explains that they usually set the targets all together as a management team at the beginning of the year. “We approach our targets as striking a balance between the experience that we have acquired over the previous year and our expectations for the year to come. Everything can change at any moment and what we describe as our targets are not fixed but shaped according to prevailing conditions,” she says.
