Let's start at the tail-end of that wordy sentence: goal and objectives.
The goal is easy to describe: increased sales and greater profits defined by departments, regions and products. Making the goal specific—dollars and percentages—involves hard, sweaty work. Without the specificity and the information that backs up or justifies the numbers, a goal is arbitrary. It may be a motivator; but, to the extent that it is arrived at via inspiration without perspiration, it is unlikely to be achieved. (After a few years, numbers picked out of thin air will be forgotten, as hard reality sinks in and destroys the motivational value.) If the sales projections are real—that is, if they are specific and supported by solid data—they belong in the plan as its first component.