企业战略管理讲义.pptxVIP

Chapter 9Strategy Review, Evaluation, ControlStrategic Management: Concepts Cases11th EditionFred DavidCopyright 2005 Prentice HallChapter OutlineThe Nature of Strategy Evaluation战略评估的本质A Strategy-Evaluation Framework战略评估构架The Balanced Scorecard平衡积分卡Copyright 2005 Prentice HallChapter OutlinePublished Sources of Strategy Evaluation Information 公开出版的战略评估信息来源Characteristics of an Effective Evaluation System有效评估系统的特征Contingency Planning权变计划Copyright 2005 Prentice HallChapter Outline (cont’d)Auditing审计21st Century Challenges in Strategic Management战略在就就世纪所面临的挑战Copyright 2005 Prentice HallStrategy EvaluationOrganizations are most vulnerable when they are at the peak of their success --R.T. Lenz处于成功巅峰的企业最易受到攻击Copyright 2005 Prentice HallStrategy Review, Evaluation, Control-- Strategies become obsolete战略变得过时 -- Internal environments are dynamic -- External environments are dynamicCopyright 2005 Prentice HallStrategy Review, Evaluation, ControlStrategy EvaluationVital to the organization’s well-being战略评价对企业至关重要Alert management to potential/actual problems in a timely fashion及时评价可以使管理当局对局势恶化之前对现有问题或潜在问题采取有效措施Erroneous strategic decisions can have severe negative impact on organizations错误的战略决策会给企业带来严重后果Copyright 2005 Prentice HallStrategy Review, Evaluation, Control3 Basic ActivitiesExamine the underlying bases of a firm’s strategy检查企业战略的内在基础Compare expected to actual results比较实际结果与预期结果Identify corrective actions to ensure that performance conforms to plans采取纠正措施，确保行动与计划保持一致Copyright 2005 Prentice HallStrategy Review, Evaluation, ControlStrategy EvaluationComplex sensitive undertaking复杂而敏感的工作Overemphasis can be costly counterproductive过分强调战略评价可能会带来高额费用开支及多重负面效应Copyright 2005 Prentice HallStrategy Review, Evaluation, ControlAppraisal of Strategic PerformanceHave assets increased企业资产是否增值Increase in profitability企业盈利是否增加Increase in sales销售额是否增加Increase in productivity生产效率是否提高 Profit margins, ROI, EPS ratios increased利润率、投资收益与每股收益是否提高Copyright 2005 Prentice HallStrategy