SM lecture (2012.11)教程.pptVIP

（三）strategy evaluation Including: reviewing SWOT: to identify the difference between predicted SWOT and current SWOT and whether strategy or objective need to be changed. measuring performance: to find out the gap between actual performance and what objective expects to achieve (expected result). taking corrective actions: to keep strategies consistent with current SWOT and employees’ behavior accord with expected result. during strategy formulation During strategy implementation §2 the Benefits of SM ●Adapting more actively to changes in business environment ● Making strategies more reasonable ● Empowering staff ● Superior strategy formulation and implementation can overcome an opponents superiority in numbers and resources ● Strengthening staff’s sense of responsibilities Stages of a firm’s development 世界企业管理专家几乎一致认为：企业发展已进入 战略制胜时代。 有人将我国从计划经济向市场经济转轨中的“发财”分为 四个轮次。 第一轮次发政策财，天上掉馅饼； 第二轮次发关系财，幕后抱馅饼； 第三轮次发技术财，自己造馅饼； 第四轮次发战略财，小饼变大饼。 §3 key terms of SM There are the following terms: strategists mission statements SWOT long-term objectives strategies annual objectives policies external opportunities and threats; internal strengths and weaknesses. 一、strategists 1. definition are described as individuals who are most responsible for the success or failure of an organization (top managers). 2. Types CEO( ), chair of the board, executive director, president, owner, chancellor, dean, or entrepreneur 3. Feature have tremendous responsibilities (tracking trends, forecasting, identifying OT ) have great authority for decision making (in higher levels of management); may formulate different strategies (different intuition, managerial art and attitudes towards social responsibilities (SR)) 　 chief executive officer Opinions about SR from six groupsFollowing opinions are referred by at least three groups. 1. Environment prot