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Automobiles

New Smart Automobiles

Release Date
:
2015
Max power
:
70hp @ 5,800RPM
Top speed
:
5
Carbody
:
Coupe
$13,270
0/0
Release Date
:
2015
Max power
:
74hp @ RPM
Top speed
:
1
Carbody
:
Coupe
$25,000
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
185 km/h
Carbody
:
Not Available
€ 22.235 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
185 km/h
Carbody
:
Not Available
€ 25.515 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
129 km/h
Carbody
:
Not Available
€ 17.482 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
129 km/h
Carbody
:
Not Available
€ 15.990 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
185 km/h
Carbody
:
Not Available
€ 15.400 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
129 km/h
Carbody
:
Not Available
€ 13.790 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
129 km/h
Carbody
:
Not Available
€ 17.190 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
129 km/h
Carbody
:
Not Available
€ 17.986 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
185 km/h
Carbody
:
Not Available
€ 16.470 €
0/0
Release Date
:
Not Available
Max power
:
88 Kw (120 Hp)
Top speed
:
185 km/h
Carbody
:
Not Available
€ 17.090 €
0/0
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About Smart

Smart

History
The November 1981 issue of Management Review contained a paper by George T. Doran called There's a S.M.A.R.T. way to write management's goals and objectives. It discussed the importance of objectives and the difficulty of setting them.

Ideally speaking, each corporate, department, and section objective should be:

Specific – target a specific area for improvement.
Measurable – quantify or at least suggest an indicator of progress.
Assignable – specify who will do it.
Realistic – state what results can realistically be achieved, given available resources.
Time-related – specify when the result(s) can be achieved.
Notice that these criteria don’t say that all objectives must be quantified on all levels of management. In certain situations it is not realistic to attempt quantification, particularly in staff middle-management positions. Practising managers and corporations can lose the benefit of a more abstract objective in order to gain quantification. It is the combination of the objective and its action plan that is really important. Therefore serious management should focus on these twins and not just the objective.

—George T. Doran, There's a S.M.A.R.T. way to write management's goals and objectives

SMART is a mnemonic acronym, giving criteria to guide in the setting of objectives, for example in project management, employee-performance management and personal development. The letters S and M usually mean specific and measurable. The other letters have meant different things to different authors, as described below. Additional letters have been added by some authors.

SMART criteria are commonly attributed to Peter Drucker's management by objectives concept. The first-known use of the term occurs in the November 1981 issue of Management Review by George T. Doran.The principal advantage of SMART objectives is that they are easier to understand, to do, and then be reassured that they have been done.

Specific
The criterion stresses the need for a specific goal rather than a more general one. This means the goal is clear and unambiguous; without vagaries and platitudes. To make goals specific, they must tell a team exactly what is expected, why is it important, who’s involved, where is it going to happen and which attributes are important.

A specific goal will usually answer the five 'W' questions:

  • What: What do I want to accomplish?
  • Why: Specific reasons, purpose or benefits of accomplishing the goal.
  • Who: Who is involved?
  • Where: Identify a location.
  • Which: Identify requirements and constraints.

Measurable
The second criterion stresses the need for concrete criteria for measuring progress toward the attainment of the goal. The thought behind this is that if a goal is not measurable it is not possible to know whether a team is making progress toward successful completion. Measuring progress is supposed to help a team stay on track, reach its target dates and experience the exhilaration of achievement that spurs it on to continued effort required to reach the ultimate goal.

A measurable goal will usually answer questions such as:

  • How much?
  • How many?
  • How will I know when it is accomplished?
  • Indicators should be quantifiable

Relevant
The fourth criterion stresses the importance of choosing goals that matter. A bank manager's goal to "Make 50 peanut butter and jelly sandwiches by 2pm" may be specific, measurable, attainable and time-bound but lacks relevance. Many times you will need support to accomplish a goal: resources, a champion voice, someone to knock down obstacles. Goals that are relevant to your boss, your team, your organization will receive that needed support.

Relevant goals (when met) drive the team, department and organization forward. A goal that supports or is in alignment with other goals would be considered a relevant goal.

A relevant goal can answer yes to these questions:

  • Does this seem worthwhile?
  • Is this the right time?
  • Does this match our other efforts/needs?
  • Are you the right person?
  • Is it applicable in the current socio- economic- technical environment?

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