The Parsvnath Group is a buoyant conglomeration of companies endowed with impeccable foresight, enviable expertise and innate acumen

providing cost effective and holistic solutions to the Real Estate & Construction World. The business philosophy of the group derives its strength in its commitment to create architectural marvel by using state-of-the-art technology, consulting global architects and by motivating human potential to scale new heights. With more than two decades of experience in its repertoire, the group has already stamped its presence already in seventeen states and going Pan - India. Parsvnath City is receiving tremendous response due to its ideally located properties and magnificent real estate construction projects across the nation. Parsvnath Builders aims to provide their customers with the best of housing societies with all basic amenities at a reasonable cost. Real Estate Builders like Parsvnath Group have been transforming the lifestyles of the people with their marvelous projects. Besides improving the standard of living of the people Parsvnath India Developers also desires to provide its customers with extra benefits and thus they ventured into the project of Parsvnath City. This project is being undertaken in various cities of India like Dharuhera, Jodhpur, Sonepat, Jaipur, Lucknow, Cochi, Kundli, Mysore, Karnal, Dehradun, Gurgaon, Indore, Rohtak, Ujjain, Kurukshetra, Saharanpur, Malerkotla, Derabassi, Rajpura and Rajiv Gandhi Chandigarh Technology Park. Parsvnath Gurgaon witnessed over-the-top success for its beautiful real estate construction projects and ideally located commercial properties. The non-stop growth of Gurgaon due to its close proximity to the capital city of India, Delhi led to the establishment of Parsvnath Arcadia by Parsvnath Developers in the prime location of M-G Road near the posh area of South Delhi. This corporate complex developed by Parsvnath Properties accommodates some of the very important offices of executives of Multi National Companies and has been aesthetically designed with international standards. The pollution free and convenient location makes it all the more enviable. Parsvnath Noida with its construction project of Parsvnath Plaza, situated in the prime location near the Atta Market, Sector-18, has been a major factor in the progress and transformation of East Delhi which was earlier considered to be the poor cousin of the lively and swanky South Delhi. Parsvnath Plaza boasts of an exquisite infrastructure designed by the experts of various fields hired by Parsvnath Developers with retail outlets of all national and international brands and a spacious & huge parking lot. The exotic multi-cuisine restaurants and the excellent food court are a major attraction for all food lovers. This commercial complex by Parsvnath Builders, Noida is getting lot of appreciation for its ideal location and magnificent interiors and exteriors with adequate power and water supply. Parsvnath India Developers have surely made a difference in the lifestyle of the people in its neighborhood. About us Affinity Solutions is the fastest growing property consultants and realtors firm in India established with the mission to connect relevant buyers and sellers of real estate, massively increasing the propensity of transactions. Affinity Solutions is a unique combination of sector knowledge and entrepreneurial flair gives clients access to real estate expertise of the hi ghest caliber. Since 1996, Affinity Solutions is providing you the gratifying services in the field of Real Estate Consultancy in various zones of India - Mumbai, Bangalore, Delhi/NCR, Chandigarh, Gurgaon and also the other major cities as well. We take pride and are yet humble to be one of the "Leading Real Estate Consultant" has the pleasure in representing some of the most "Premium and Up-market Properties" in India. Associated with all the foremost brands of Indian Real Estate market like DLF, House of Hiranandani, Sheth Developer, Brigade Group, Lodha Group, Indiabulls, Nirmal Lifestyle, Unitech Group, BPTP, Mantri Group etc. Affinity Solutions (P) LTD is committed to help its clients make wise and profitable decisions relating to buying and selling of properties in India. Affinity Solutions caters' all your property needs under one roof and also facilitates the customers in buying, selling and also tracks' your investment through our unique portfolio management. Affinity Solutions have long list of satisfied clients that includes Indian citizens as well as NRI's. Without taking any BROKERAGE charges from the clients we offer you advice and assistance for buying your dream homes and offices with all the luxurious amenities and facilities in it. Affinity Solutions, brings your dream house whether you search for luxurious property or affordable one which fits in your budget providing everything you have a choices but the solution in just one click away AFFINITYCONSULTANT.COM

Services

We provide you a comprehensive range of good quality real estate projects by all the reputed builders be it residential, commercial and retail. Besides we also serve you in leasing, selling, reselling of your properties and enjoying the returns there on. Part of our services:

1. 2. 3.

Residential Commercial Letting Management

RESIDENTIAL: We provide exclusive range of all reputed builders in Delhi and NCR ranging from ordinary Apartment, Luxury Apartment, Penthouses, Villas which can match with your choice and financial budget. We also assist you in finding the most appropriate land that caters to your residential purpose. COMMERCIAL: Investment in commercial properties in the recent years has grown up unexpected. A majority of investors are more interested in investing their funds into commercial properties because of the entire world of economy shows that industrialisation has boom up the commercial market. LETTING MANAGEMENT: In the current market scenario investors are more inclined toward the rentals because it gives them a handsome return on their invested funds. Buying a quality project and leasing it at a better price has been the latest trends of the smart investors. Our team fulfills all your needs related to letting management by providing professional lease hold management services.

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Unitech Unihomes Noida Unitech group launched new residential project UNITECH UNIHOMES in sector 117, Noida.

Philosophy Parsvnath Developers Limited is a multi-faceted, diversified and dynamic company that has steadily risen to the top echelons of the Indian real estate development and construction industry. Today, our company is present in 47 cities in 16 states across the country and is one of the fastest-growing real estate entities in the business. In fact, a study by Business World rates us among the top two best performing companies in the real estate sector in 2007. All these factors mean that working at Parsvnath Developers Limited is one of the best career options for aspiring real estate professionals in multifarious professional streams and diverse verticals. The company offers brilliant, young and energetic professionals lucrative opportunities in every facet of the business ranging from design, architecture, and civil, structural and electrical engineering, and non-technical streams like sales and marketing. The very foundation of Parsvnaths corporate philosophy is to build a better world and we are ardently committed to this belief. Thus we expect all our potential employees to think and dream big, while having the necessary skills and temperament to translate those dreams into concrete reality. We also believe that great landmarks and edifices are built by teams and to that extent the ability to gel and work cohesively in teams is paramount to us. On our part, our company management treats every human resource with respect and dignity and places a premium on his/her development and growth. We constantly evaluate and upgrade the skills of our personnel through regular and rigorous ongoing training programs on various aspects of modern real estate development and construction methodologies and technologies so that each individual is able to not just achieve optimum potential but also exceed it. This in turn ensures steady growth through the company ranks. So if you are looking to fast-tracking your career in the exciting, new world of real estate development and construction, then Parsvnath Developers Limited is the place for you. Come join us in making a difference by helping build a better world!TION INCORPORATION The Company was incorporated on July 24, 1990 under the Companies Act, 1956 as Parsvnath Developers Limited and obtained th e Certificate of Commencement of Business on November 20, 1990. The Corporate Identification Number (CIN) of the Company is L45201DL1990PLC040945.

Share Capital Authorised Share Capital The Authorised Share Capital of the Company is Rs. 350,00,00,000/- (Rupees Three Hundred Fifty Crores) consisting of 60,00,00,000 ( Sixty Crores) Equity Shares of Rs. 5/- (Rupees Five) each and 5,00,00,000 (Five Crores) Preference Shares of Rs.10/- (Rupees Ten) each. Since Incorporation March 15, 1999 August 28, 2003 June 16, 2005 December 23, 2005 March 11, 2006 August 7, 2006 February 5, 2008 June 20, 2009 Amount (Rs.) 1,00,00,000/1,50,00,000/10,00,00,000/50,00,00,000/75,00,00,000/150,00,00,000/200,00,00,000/300,00,00,000/350,00,00,000/Divided into 10,00,000 equity shares of Rs.10/- each. 15,00,000 equity shares of Rs.10/- each. 1,00,00,000 equity shares of Rs.10/- each. 5,00,00,000 equity shares of Rs.10/- each. 7,50,00,000 equity shares of Rs.10/- each. 15,00,00,000 equity shares of Rs.10/- each. 20,00,00,000 equity shares of Rs.10/- each. 30,00,00,000 equity shares of Rs. 10/- each. 30,00,00,000 equity shares of Rs. 10/- each and 5,00,00,000 preference shares of Rs. 10/each.

Issued, Subscribed & Paid up Share Capital Issued, Subscribed & Paid up Share Capital of the Company is Rs. 217,59,05,850/- (Rupees Two Hundred Seventeen Crores Fifty Nine Lacs Five Thousand Eight Hundred Fifty) consisting of 43,51,81,170 (Forty Three Crores Fifty One Lacs Eighty One Thousand One Hundred Seventy) Equity Shares of Rs. 5/- (Rupees Five) each.

The following is the history of the Equity Share Capital of the Company since its incorporation:

Date of Allotment July 26, 1990 April 13, 1992 March 30, 1996 March 30, 1998@ March 30, 1999 September 15, 1999 December 02, 2000 October 07, 2003* September 19, 2005*

Number of shares allotted 700 1,25,600 3,35,500 3,95,000 5,10,000 3,000 4,000 68,69,000 4,12,14,000

Cumulative Share Capital (Rs.) 7,000 12,63,000 46,18,000 85,68,000 1,36,68,000 1,36,98,000 1,37,38,000 8,24,28,000 49,45,68,000

March 14, 2006* August 18, 2006* November 23, 2006** December 30, 2006*** October 7, 2009**** October 12, 2010****

4,94,56,800 4,94,56,800 3,32,38,000 30,87,800 1,38,56,272 1,90,38,113

98,91,36,000 148,37,04,000 181,60,84,000 184,69,62,000 198,55,24,720 217,59,05,850

Dividend The dividend declared by the Company during the last five financial years are as under: Financial Year Ended March 31, 2008 March 31, 2009 March 31, 2010 March 31, 2011 March 31, 2012 Rate of Dividend 30% Nil Nil Nil Nil Date of Declaration AGM held on September 24, 2008 AGM held on September 22, 2009 AGM held on September 24, 2010 AGM held on September 24, 2011 AGM held on September 22, 2012

Board & Committees of Directors Composition of the Committees of Directors Audit Committee The Committee oversees the Companys financial reporting process to ensure proper disclosure of financial information, recomm ends appointment/removal of Statutory and internal Auditors , fixes their remuneration, reviews the accounting and financial policies and practices, internal control systems, quarterly, half yearly and annual audited / un-audited financial results before submission to the Board. Members Mr. R. J. Kamath Mr. Ashok Kumar Mr. Sanjeev Kumar Jain Dr. Pritam Singh Remuneration Committee The Committee has been constituted to recommend/review the remuneration package of the Executive Directors after taking into consideration number of factors like industry trend, remuneration package in other comparable corporates, job responsibilities and key performance areas, companys performance etc. Members Dr. Pritam Singh Mr. R. J. Kamath Mr. Ashok Kumar Category Non-Executive, Independent Director (Chairman) Non-Executive, Independent Director Non-Executive, Independent Director Category Non-Executive, Independent Director (Chairman) Non-Executive, Independent Director Executive Director Non-Executive, Independent Director

Shareholders/Investors Grievance Committee The Committee addresses to the redressal of shareholders and investors grievances on non-receipt of balance sheet/declared dividend/other related issues. Besides, the Committee also approves transfer of shares, rematerialization/sub-division/consolidation of share certificates. Category Members Mr. Ashok Kumar Mr. Sanjeev Kumar Jain Dr. Rajeev Jain Mr. R.J. Kamath Mr. Ram Niwas Lakhotia Non-Executive, Independent Director (Chairman) Executive Director Executive Director Non-Executive, Independent Director Non-Executive, Independent Director

Management Committeee The Committee has been constituted to look into matters pertaining to finance and banking transactions including the Company s fund raising, investment and acquisition activities, property matters and other day to day operational issues, which the Board delegates from time to time for implementation. Members Mr. Pradeep Kumar Jain Mr. Sanjeev Jain Dr. Rajeev Jain Category Executive Director (Chairman) Executive Director Executive Director

Subsidiary Companies

Name of the Subsidiary Company

Engaged in the Sector of Real Estate Development of SEZ & Infrastructure Projects Entertainment Hotel Retail Asset Management Telecommunication Real Estate Real Estate Real Estate Real Estate Real Estate

Extent of holding

Parsvnath Rail Land Project Pvt. Ltd. Parsvnath Infra Limited Parsvnath Film City Limited Parsvnath Hotels Limited Parsvnath Retail Limited PDL Assets Limited Parsvnath Telecom Private Limited Parsvnath Landmark Developers Private Limited Parsvnath Developers Pte Limited* * Overseas Subsidiary Primetime Realtors Private Limited Parsvnath Estate Developers Private Limited (Erstwhile Farhat Developers Private Limited) (Subsidiary Company w.e.f. August 27, 2010) Parsvnath Hospitality Holdings Ltd. * Chain Subsidiary * Overseas Subsidiary @ Incorporated on September 16, 2010 Parsvnath Promoters & Developers Private Ltd. (Erstwhile Luba Real Estate Private Limited) (Subsidiary Company w.e.f. November 19, 2010) Parsvnath MIDC Pharma SEZ Pvt. Ltd. (Chain Subsidiary w.e.f. March 29, 2011) Gazala Promoters and Developers Pvt. Ltd.

100% 94.87% 100% 100% 100% 100% 100% 78% 100% 100% 75.5% ----

Real Estate

51%

Development of SEZ Projects Real Estate

---51%

GOALS AND OBJECTIVES

Goals and objectives provide organizations with a blueprint that determines a course of action and aids them in preparing for future changes. A goal can be defined as a future state that an organization or individual strives to achieve. For each goal that an organization sets, it also sets objectives. An objective is a short-term target with measurable results. Without clearly-defined goals and objectives, organizations will have trouble coordinating activities and forecasting future events.

According to Barney and Griffin, organizational goals serve four basic functions; they provide guidance and direction, facilitate planning, motivate and inspire employees, and help organizations evaluate and control performance. Organizational goals inform employees where the organization is going and how it plans to get there. When employees need to make difficult decisions, they can refer to the organization's goals for guidance. Goals promote planning to determine how goals will be achieved. Employees often set goals in order to satisfy a need; thus, goals can be motivational and increase performance. Evaluation and control allows an organization to compare its actual performance to its goals and then make any necessary adjustments.

According to Locke and Latham, goals affect individual performance through four mechanisms. First, goals direct action and effort toward goal-related activities and away from unrelated activities. Second, goals energize employees. Challenging goals lead to higher employee effort than easy goals. Third, goals affect persistence. Employees exert more effort to achieve high goals. Fourth, goals motivate employees to use their existing knowledge to attain a goal or to acquire the knowledge needed to do so.

The elements of goal-setting theory are shown in Figure 1. The goal-setting model indicates that individuals have needs and values that influence what they desire. A need is defined as a lack of something desirable or useful. According to Maslow's hierarchy of needs, all individuals possess the same basic needs. Individuals do, however, differ in their values. Values are defined as a group of attitudes about a concept that contains a moral quality of like or dislike and acceptable or unacceptable. Values determine whether a particular outcome is rewarding. Employees compare current conditions to desired conditions in order to determine if they are satisfied and fulfilled. If an employee finds that he or she is not satisfied with the current situation, goal setting

becomes a way of achieving what he or she wants. Research suggests that individual differences play a role in determining goal effectiveness. Individuals

may

GOAL ATTRIBUTES

Goal-setting attributes have been the subject of extensive research. The four attributes are; specificity, difficulty, acceptance, and commitment. Studies show that there is a direct relationship between goal specificity and employee performance. The more specific the goal, the less ambiguity involved and the higher the performance. When employees are given do-your-best goals, they do not have an external reference by which they can measure their own performance. For example, telling a salesperson to "do the best you can" is an extremely vague goal that may not increase performance. However, "increase sales by 10 percent" is much more specific and encourages high performance because the employee has past sales as a reference point.

Goal difficulty also has a direct relationship with performance. Research shows that more difficult goals lead to higher performance, as long as the goals do not become so difficult that employees perceive them as impossible. Unreasonable goals frustrate, rather than motivate, employees. On the other hand, difficult but realistic goals lead to increased performance and motivation. Research suggests that employees are highly motivated when the probability of achieving a specific goal is 50 percent.

Goal acceptance is the degree to which employees accept a goal. Employees need to feel that the goal is fair and consistent in order to make it their own. Even if a goal is specific and attainable, individual acceptance is still necessary for effectiveness. Employees may reject goals for a multitude of reasons; they feel the work is meaningless, they do not trust the organization, or they do not receive feedback regarding their performance.

Finally, employees must be committed to the goal in order for it to be achieved. Commitment refers to the degree to which employees are dedicated to reaching the goal, and is determined by both situational and personal variables. Commitment to a goal can be increased by developing goals that appeal to employees's values and needs. Employees must be convinced that the goal is important. It should be relevant and significant to some personal value. For example, goals that are tied to company success, and therefore job security, often appeal to employees's need for security. It is also important that a leader or manager who is respected and credible convey the goal to employees. Goals must be attainable for employees to be committed. While goals may be challenging, employees should be convinced that goals are within reach. Research shows that commitment to goals increases when employees have the opportunity to participate in goal setting. Additionally, developing strategies is useful in helping employees achieve goals. Organizations that provide continuous training for employees build confidence and increase commitment to organizational goals.

TYPES OF GOALS AND OBJECTIVES

Goals should be closely tied to an organization's mission and vision statement. The strategic goals, tactical goals and objectives, and operational goals and objectives support the mission statement of the organization.

TRATEGIC GOALS

Strategic goals are set at the top of an organization and directly support the mission statement. Strategic goals are related to the entire organization instead of any one department. There are eight types of strategic goals found in organizations. The first type of strategic goal affects market standing, for example "to control 45 percent of the market share in the United States by the year 2011." Strategic goals regarding market standing help position a company as a market leader in any given industry. An example of the second strategic goal, innovation, is "to develop three new applications for use in businesses in the United States over the next three years." Productivity, the third type of strategic goal, involves reductions in manufacturing costs or increases in output. The fourth type of strategic goal is the efficient use of physical assets and financial resources, such as human resources. The fifth type of strategic goal involves the organization's profits and is usually defined in terms of return on assets or market value of stocks. Management development and performance is the sixth type of strategic goal, which concerns the conduct of managers as well as their continuing development. An example of this type of strategic goal is "to increase the number of hours offered in management training courses by 15 percent over the next year." The seventh type of strategic goal addresses the conduct of employees, as well as the concern for their attitudes and performance. An example of this type of strategic goal is "to reduce turnover by 12 percent over the next two years." Finally, the eighth type of strategic goal is concerned with the public and social responsibility of the organization. These types of goals might be concerned with reducing pollution or contributing to different charities.

TACTICAL GOALS

Tactical goals and objectives are directly related to the strategic goals of the organization. They indicate the levels of achievement necessary in the departments and divisions of the organization. Tactical goals and objectives must support the strategic goals of the organization. For example, if a strategic goal states that the organization is going to reduce total costs by 15 percent next year, then the different departments of the company would set tactical objectives to decrease their costs by a certain percentage so that the average of all departments equals 15 percent.

OPERATIONAL GOALS

Operational goals and objectives are determined at the lowest level of the organization and apply to specific employees or subdivisions in the organization. They focus on the individual responsibilities of employees. For example, if the department's tactical goal is related to an increase in return on assets by 5 percent, then the sales manager may have an operational objective of increasing sales by 10 percent. SUPER-ORDINATE GOALS

Super-ordinate goals are those goals that are important to more than one party. They are often used to resolve conflict between groups. Through cooperating to achieve the goal, the tension and animosity between groups is often resolved. Feelings of camaraderie are created along with trust and friendship. Super-ordinate goals can be powerful motivators for groups to resolve their differences and cooperate with one another. In order for them to be successful, the parties must first perceive that there is mutual dependency on one another. The super-ordinate goal must be desired by everyone. Finally, all parties involved must expect to receive rewards from the accomplishment of the goal.

GOAL-SETTING APPROACHES

When choosing goals and objectives, there are several approaches an organization can take. Three common approaches are; the top-down approach, the bottom-up approach, and the interactive approach. In the top-down approach, goal setting begins at the top of the organization. Management by objectives (MBO) is a commonly-used top-down approach. This approach focuses on coordinating goal setting, incentives, and feedback. Studies suggest that approximately 50 percent of large organizations currently use or have used MBO. First, upper level managers (such as the CEO and other executives) establish the organizational mission and then determine strategic goals. The strategic goals determine the tactical goals and objectives as they are passed down to the next level of management.

The tactical goals in each department dictate the operational goals and objectives to individual employees. On the lowest level, the supervisor and employee agree upon performance objectives, as well as how goal attainment will be measured. This gives the supervisor a chance to address employee concerns or potential obstacles to goal achievement. When the next evaluation occurs, the supervisor and subordinate meet to assess to what extent performance objectives have been met. The top-down approach has several advantages. It helps guarantee that the goals and objectives of the organization are directly tied to and support the mission statement. It increases the likelihood that ambitious goals set by upper-level managers will trickle down to lower levels of the organization; thus, ambitious goals will be set for everyone in the organization. However, the top-down approach has several disadvantages. Oftentimes, members of upper-level management are so far removed from the day-to-day activities of the employees that the goals may be overly ambitious and unrealistic. Goals set at the top of the organization do not change as quickly with the organization, so they are not as flexible as goals set at the bottom of the organization. Finally, the top-down approach does not always involve employee participation in the goalsetting process. Thus, employees may not have a sense of ownership.

The bottom-up approach begins at the lower levels of the organization. Individuals at the bottom of the organization's chart set the goals and objectives for members directly above. Operational goals and objectives determine the tactical objectives, which in turn determine the strategic goals and objectives. Finally, the organizational mission is defined according to the guidelines set by the employees. Goals determined by bottom-up goal setting are likely to be more realistic than those set at the top of the organization. They are more flexible and reflect the current situation of the organization. Finally, goals created by all levels of the organization, and by all types of employees, are more likely to encourage employee commitment. There are disadvantages to bottom-up goal setting. Goals and objectives formulated by bottom-up goal setting are not always in line with the organization's mission. Often, organizations that use a bottom-up approach lack clear direction and focus. There is no hierarchical alignment with the goals of the organization. Another disadvantage of this type of goal setting is that the goals created by employees are not always challenging and ambitious. Studies have shown that challenging (yet realistic) goals are more motivational than those that are not.

The third approach to goal setting is interactive. It is a process by which employees at different levels of the organization participate in developing goals and objectives. Top levels of the organization begin by developing a mission statement. Managers at different levels and departments of the organization then come together and determine the strategic goals. Next, discussions regarding the tactical goals and objectives are decided upon by including lower-level managers and supervisors. Finally, individuals contribute to the process by defining their own operational goals and objectives.

FEEDBACK AND EVALUATION

Employees should be provided with specific performance-related feedback to help them determine if they are achieving their goals. Frequent feedback is beneficial because it allows employees to adjust their level of effort to achieve their goals. Feedback from management should consistently be provided. However, feedback can also come from coworkers or customers. It may be in the form of tallies, charts, or graphs that depict performance over time. Feedback not only allows employees to assess their acco mplishments, but it also provides them with the continued motivation to achieve their goals.

Not only should the employees be evaluated, but goals should be evaluated periodically. Because organizations face many changes, goals need to be flexible enough so that organizations can respond to dynamic environments. Goals that were set at the beginning of the year may not be realistic at the end of the year. When organizations set goals that are unattainable or unrealistic in the long or short run, employees become unmotivated. When evaluating the appropriateness of a goal, managers should determine whether or not the goal covers the most important aspects of performance. Are the goals realistic yet ambitious enough to motivate employees? Objectives should be measurable and specific. Objectives that are not measurable are often not directly tied to the organization's overall mission. They should be linked to rewards that are valued by employees and associated with specific time periods.

Goal setting is a commonly used motivational approach. Numerous studies have shown that that goal setting is related to profit and performance. In one study, goal setting led to improved productivity in 95 percent of the organizations. It also led to a 16 percent increase in worker productivity. Additionally, 61 percent of organizations surveyed used goal-setting theory specifically to increase performance. Organizations that set goals experienced higher levels of annual profit than those that did not. Therefore, goal setting is a powerful way to increase organizational effectiveness and employee performance.

While goal setting is advantageous to organizations, as well as employees, it is not an easy process to undertake. Managers sometimes underestimate the difficulty involved in setting goals. They are attracted to the benefits without understanding the limitations. Often beneficial are training courses on how to set goals, as well as a continuous follow-up process that involves all areas of the organization. Follow-up and refresher courses are often necessary to keep employees and managers focused on the goal-setting process. By offering courses that involve both managers and frontline employees, organizations are able to increase the level of consensus when it comes time to define goals.

BUSINESS OBJECTIVES

A good definition is of a business objective is a specific outcome or outcomes that is / are to be achieved.

Within the structure of the overall business - the different levels will have different business objectives to achieve in order to reach the overall objective.

Objectives are often set in financial terms. That means that the objective is expressed in terms of a financial outcome that is to be achieved. Those could include:

Desired sales or profit levels Rates of growth Increased Turnover Value of the business or dividends paid to shareholders

Not all objectives are monetary based, it's obviously easy to measure the amount of wealth created as it is a tangible asset. After all that's why money was invented to have something meaningful that everyone could relate to. However it's much more difficult to measure the amount of love created by your company! Non-monetary objectives you might want to succeed in are:-

Known as an innovative player in your market Leading provider of customer service within your area Retain more existing customers Increase customer base

A good way to look at your business objectives is to see them as part of the grand scheme of your business...the objectives help set out what your company is yet to become.

Corporate Objectives

Corporate objectives are those that relate to the business as a whole and are usually set by the top management of the business - they provide the focus for setting more detailed objectives for the main functional activities of the business. These tend to focus on the desired performance and results of the business. Corporate objectives cover a range of key areas where the business wants to achieve results rather than focusing on a single objective. If you were to focus on a single objective then you will lose sight of your overall business objective.

Corporate objectives might be:

Business market standing Innovation Productivity Physical & financial resources Profitability Management Employees Public responsibility

Functional Business

A well-established business will divide its activities into several business functions. These traditionally include areas such as:

Finance & administration Marketing & sales Production & operations Human resource management

Whilst each of these functional areas requires specialist expertise, their activities are not carried out in isolation from the rest of the business. It is vital to consider the ways in which the functional activities are connected to each other.

It is common for each functional area to be set its own objectives, which should be consistent with the higher-level corporate objectives.