These eight questions use invented businesses, so you can practise the skills from vision, mission and objectives. Try each one before opening the answer.
Questions
Q1. Sort as vision, mission or objective: (a) “To be the most loved tailor in Seksyen 7.” (b) “We sew school and office uniforms for families nearby at fair prices.” (c) “To complete 60 uniforms each month by July.”
Answer
(a) Vision: a wish for the future with no figure. (b) Mission: what, for whom and how, now. (c) Objective: a figure and a deadline. See telling the three apart.
Q2. Why is “to become the best cafe in town” not an objective?
Answer
It has no figure and no deadline, so nobody can check whether it has been reached. It is a vision. A repair could be “to reach a customer rating of 4.5 out of 5 within six months”.
Q3. A cafe serves 80 customers a day and wants 100. Write a measurable objective and state the percentage increase.
Answer
Increase = 20, and 20 ÷ 80 × 100 = 25%. Objective: “To raise daily customers from 80 to 100, an increase of 25%, within five months.” The lesson is writing measurable objectives.
Q4. The cafe’s average bill is RM15. Calculate the extra daily sales if the objective in Q3 is met.
Answer
Extra customers × average bill = 20 × RM15 = RM300 a day. Daily sales rise from RM1 200 (80 × 15) to RM1 500 (100 × 15).
Q5. A print shop has the objective “raise monthly profit from RM3 000 to RM3 600”. Name the measure, and calculate the profit needed.
Answer
Measure: monthly profit. Extra profit needed = 3 600 − 3 000 = RM600, which is 600 ÷ 3 000 × 100 = 20% more. See performance measures.
Q6. After six months the print shop’s profit is RM3 300. What share of the planned increase was achieved?
Answer
Increase achieved = 3 300 − 3 000 = RM300. As a share of the RM600 needed, 300 ÷ 600 × 100 = 50%. The shop is RM300 short of its target.
Q7. A student measures a customer-satisfaction objective using monthly sales. Explain the weakness.
Answer
Sales can rise while customers are unhappy, for example because of a price promotion. The measure should test satisfaction directly, such as a feedback-form rating or a count of complaints.
Q8. Invented case: a juice stall aimed to sell 200 cups each month, but a new stall opened next door and sales fell to 150 cups. Explain why the objective may change and suggest a new figure.
Answer
Cause: external, a new competitor. Evidence: sales 150 cups, which is 50 below the target, a fall of 25% (50 ÷ 200 × 100). Revised target: for example 170 cups each month, which is above current sales but realistic with a competitor nearby. See why objectives change.
If you got these wrong
Q1 and Q2 belong to telling vision, mission and objectives apart. Q3 and Q4 need writing measurable objectives.
Q5 to Q7 use performance measures, and Q8 uses reasons for change. Log misses in the mistake log and build a timed set with the practice session builder. For teacher support, see online one-to-one Business tuition.