河南农业大学战略管理.pptVIP

* * * * * Ch 9-* Chapter 8Strategy Review, Evaluation, Control Ch 9-* Chapter Outline The Nature of Strategy Evaluation A Strategy-Evaluation Framework The Balanced Scorecard Ch 9-* -- Strategies become obsolete -- Internal environments are dynamic -- External environments are dynamic Strategy Review, Evaluation Control Ch 9-* Vital to the organization’s well-being Alert management to potential/actual problems in a timely fashion Erroneous strategic decisions can have severe negative impact on organizations Strategy Evaluation, Review, Control Strategy Evaluation Copyright 2005 Prentice Hall Ch 9-* Examine the underlying bases of a firm’s strategy Compare expected to actual results Identify corrective actions to ensure that performance conforms to plans Strategy Evaluation, Review Control 3 Basic Activities Ch 9-* Strategy Evaluation, Review Control Have assets increased Increase in profitability Increase in sales Increase in productivity Profit margins, ROI (Return on Investment) , EPS (Earnings Per Share) ratios increased Appraisal of Strategic Performance Ch 9-* Strategy Evaluation, Review Control Consonance Consistency Feasibility Advantage Rummelt’s4 Criteria for Evaluating Strategy Ch 9-* Strategy Evaluation, Review Control Strategy should not present inconsistent goals policies Consistency Ch 9-* Strategy Evaluation, Review Control Need for strategists to examine sets of trends as well as individual trends in evaluating strategies Consonance Ch 9-* Strategy Evaluation, Review Control Neither overtax resources or create unsolvable sub-problems Feasibility Ch 9-* Strategy Evaluation, Review Control Creation or maintenance of competitive advantage Advantage Ch 9-* Evaluation Framework I. Review Underlying Bases Continue present course II. Measure Firm Performance III. Take Corrective Actions Differences? Differences? Yes NO Yes NO Ch 9-* Strategy Evaluation, Review Control Develop revised EFE Matrix Develop revised IFE Matrix I. Review