Or at least a better way than just picking a suspiciously round number — increase sales by 15% — out of thin air.
The Wall St. J. reports that Toyota has an “ambitious goal of doubling sales and production to 2 million vehicles” in China.
What does this mean? Are they building new factories, slashing prices, piling on subsidies? Like they did shortly after the turn of the new millennium, leading to rampant quality problems?
Here’s what “a person at Toyota” said about this goal in that same article:
In China, Toyota is a follower. We’re trying to catch up to rivals. Instead of chasing sales and production volume, we want to focus on Toyota-like products to build our position. There is no way we can compete by suddenly making huge investments to build excessive production facilities. Yoko Kubota, “Toyota to Invest $1.4 Billion to Meet Growing U.S., China Demand” WSJ, April 15, 2015
As Boyd insisted, goals, plans and the like are just intentions. Wants. “Be nice ifs …” Strategy, then, is the art of managing those intentions — discarding plans and creating new ones, for example, to shape and respond to an everchanging and incompletely understood world — in order to achieve our objectives, often at the expense of our opponents or competitors.
As he put it:
What is strategy? A mental tapestry of changing intentions for harmonizing and focusing our efforts as a basis for realizing some aim or purpose in an unfolding and often unforeseen world of many bewildering events and many contending interests. Strategic Game, 58