第八章 企业战略评估与控制.pptVIP

Copyright 2005 Prentice Hall Ch 9-* Strategy Evaluation, Review Control Economical Meaningful Generates useful information Timely information Provides accurate picture of events Characteristics of strategy evaluation Copyright 2005 Prentice Hall Ch 9-* Strategy Evaluation, Review Control III. Take Corrective Actions Final strategy-evaluation activity, requires making changes to reposition a firm competitively for the future Altering an organizations structure, selling divisions, revising a business mission Evaluate individual performance Raises employees’ and managers’ anxieties. Participation is one of the best ways to overcome individuals’ resistance to change Copyright 2005 Prentice Hall Ch 9-* Strategy Evaluation, Review Control Alternative plans that can be put into effect if certain key events do not occur as expected Contingency Planning Copyright 2005 Prentice Hall Ch 9-* Strategy Evaluation, Review Control Financial audits determine correspondence between assertions based on strategic plan established criteria Environmental audits insure sound and safe practices Auditing * * * * * * Ch 9-* Chapter 9Strategy Review, Evaluation, Control Copyright 2005 Prentice Hall Ch 9-* Chapter Outline The Nature of Strategy Evaluation A Strategy-Evaluation Framework The Balanced Scorecard Copyright 2005 Prentice Hall Ch 9-* -- Strategies become obsolete -- Internal environments are dynamic -- External environments are dynamic Strategy Review, Evaluation Control Copyright 2005 Prentice Hall 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 Co