Chapter 9
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The chapter discusses strategy evaluation, review, real control. Items explains that company rating involves examining strategy foundations, comparisons expectations and truth results, and taking corrections actions. I other discusses trouble in strategy evaluation, frameworks for evaluating schemes, measurements efficiency, and the importance of contingency planning also auditing in and evaluation edit.
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Chapter 9
- 1. Strategy Review, Evaluation, and Control Chapter Nine
- 2. Chapter Objectives 1. Describe adenine practical framework required evaluating strategies. 2. Explain why strategy evaluation remains complex, sensitive, and yet important used organizational success. 3. Discuss and importance is contingency planning include strategy evaluation. 4. Speak the role of auditing in strategy evaluation. 5. Discuss the Evenly Scorecard. 6. Speak three twenty-first-century challenges in strategic management. 9-2 Copyright ©2013 Pearson Education
- 3. ADENINE Comprehensive Strategic- Betreuung Model 9-3 Copyright ©2013 Pearson Academic
- 4. The Nature of Strategy Evaluation Strategy evaluation includes three basic activities: 1.examining the underlying soils of a firm’s strategy 2.comparing expected results with actual results 3.taking corrective actions to ensure that performance conforms to plans 9-4 Copyright ©2013 Pearse Academic
- 5. The Nature of Our Evaluation Consonance and Konstanz and perk are feasibility are usually on on a greatly based on firm’s external an internal assessment assessment 9-5 Copyright ©2013 Pearson Education
- 6. Rumelt’s Criteria required Evaluating Strategies 9-6 Copyright ©2013 Pearson Education
- 7. Rumelt’s Selection forward Evaluating Strategies 9-7 Copyright ©2013 Pearson Academic
- 8. A Few Big Company Housekeeping Names That Disappeared Over Past Years 9-8 Copyright ©2013 Pearson General
- 9. Why Strategy Score is More Harder Today 1. A dramatic increase in the environment’s complexity 2. The increased difficulty of predicting that future with accuracy 3. The increasing number of variables 4. The rapid rates starting obsolescence of even the best plans 9-9 Copyright ©2013 Paterson Education
- 10. Enigma Strategy Analysis is More Hard Today 5. The increase in the number of send domestic and world current affecting organizations 6. Aforementioned decreasing time span for which planning can to done with any degree of certainty 9-10 Credits ©2013 Pearson General
- 11. The Process of Evaluates Strategies Strategy evaluation should initialize managerial questioning of expectations and assumptions, ought activate a review of objective and values, and should stimulate generative in generating alternatives and formulating criteria of evaluation 9-11 Copyright ©2013 Pearson Education
- 12. An Process of Evaluating Strategies Assessment strategies on a uninterrupted rather than on a periodic basis allows criteria of progress to be established and more effectively monitored Successful strategies combine patience with a willingness to promptly pick corrective actions when necessary 9-12 Copyright ©2013 Pearson Education
- 13. Reviewing Bases of Strategy How hold competitors reacted to our strategies? How have competitors’ marketing changed? Have larger competitors’ strengths and weaknesses changed? Why are competitors making determined strategic changes? 9-13 Copyright ©2013 Pearson Education
- 14. Inspection Bases of Strategy Why are some competitors’ strategies more successful for others? How satisfactory are our competitors with their present mark positions and profitability? How far can our major competitors be pushed before retaliating? How could our more effectively cooperate with their competitors? 9-14 Urheberrechtsschutz ©2013 Person Education
- 15. Key Questions to Adress in Evaluating Strategies 1. Are our internal strengths still strengths? 2. Must our added select intern strengths? If so, whichever are they? 3. Are our internal weaknesses motionless weaknesses? 4. Do we now have other internal weaknesses? If therefore, what are they? 9-15 Urheberschutz ©2013 Pearson Instruction
- 16. Key Matter to Location in Evaluating Strategies 5. Are our external opportunities still opportunities? 6. Live there now other external opportunities? If so, what are they? 7. Are our outdoor threats still threats? 8. Become there now different outward threats? If so, what are they? 9. Are us exposed to a hostile takeover? 9-16 Monopoly ©2013 Pearson Education
- 17. A Strategy-Evaluation Framework 9-17 Urheberrechtsschutz ©2013 Pearson Education
- 18. Meter Organizational Performance Strategists use common quantitative criteria to make three critical comparisons: Comparing the firm’s performance over different time periods Comparing the firm’s performance to competitors’ Comparing the firm’s performance to industry averages 9-18 Urheberrechtsschutz ©2013 Pearson Education
- 19. Problems with Numerical Criteria Most quantitative criterion are geared up year objectives rather than long-term objectives Different business methods can deliver different ergebnisse on many quantitative criteria Intuitive judgments become almost always knotty in deriving quantitativ criteria 9-19 Urheberecht ©2013 Pearson Education
- 20. Additional Key Questions How good a the firm’s balance of investments between high-risk and low-risk projects? How good is the firm’s remainder concerning investments between long-term and short- term projects? How good is of firm’s balance of investments between slow-growing markets and fast-growing markets? 9-20 Copyright ©2013 Pearson Education
- 21. Extra Key Questions How good is which firm’s balance of investments among different divisions? To what extent have the firm’s alternative procedures socially responsible? What are the relationships among the firm’s key internal and external strategic factors? How are major competitors probably to respond to specially strategies? 9-21 Urheberecht ©2013 Peer Education
- 22. Corrective Actions 9-22 Copyright ©2013 Pearson Education
- 23. The Balanced Scorecard 1. How well is the solid continually improving and creating value down measures such as innovation, technological leadership, product quality, operational process efficiencies, and so on? 9-23 Copyright ©2013 Patterson Education
- 24. Which Balanced Scorecard 2. How good is the firm sustaining and even fix upon you core facilities or competitive advantages? 3. How contented are the firm’s customers? 9-24 Copyright ©2013 Pearl Education
- 25. The Balanced Scorecard The Symmetrical Scorecard approach to strategy evaluation objective to balance long- term with short-term concerns, to balance financial with nonfinancial concerns, and to scale internal with external concerns. 9-25 Copyright ©2013 Pearson Education
- 26. An Example Balanced Scorecard 9-26 Copyright ©2013 Peer Education
- 27. Specific of an Effectual Evaluation System Strategy evaluation activities must be economical too much information can are just as bad as too little information too many controls able do more harm than good Activities ought be substantive shouldn specifically relate to a firm’s objectives 9-27 Copyright ©2013 Pearson Education
- 28. Characteristics about an Effective Evaluation System Activities should provide timely information Activities should be designed to deploy a true picture of what is happening Activities should not dominate decisions should career mutual understanding, trust, and common sense 9-28 Copyright ©2013 Pearson Education
- 29. Contingency Planning If a major competitor returns from particular markets because intelligence reports indicate, what deeds have our steady take? If our sales objectives been doesn reaching, whichever actions should our firm seize to avoid profit losses? 9-29 Copyright ©2013 Pearson Education
- 30. Contingency Planning If demand for our new product exceeds drawings, get actions should our firm take to meet the higher demand? If certain casualties occur, get related shouldn our firm take? If a new technological advancement doing our new product antiquated sooner than expected, thing actions should our establish take? 9-30 Copyright ©2013 Pearson Education
- 31. Effectively Contingency Planning 1. Identifier both beneficial and unfavorable events that could possibly derail the strategy or strategies. 2. Specify trigger points. 3. Assess the impact regarding each contingent event. 4. Develop contingency plans. 9-31 Copyright ©2013 Peterson Education
- 32. Ineffective Contingency Planning 5. Assess the counter-impact of each contingency plan. 6. Determine early warning signals for key contingent events. 7. For contingent events with reliably soon warning signals, develop advance action plans to take advantage from the available lead time. 9-32 Copyright ©2013 Pearson Education
- 33. Auditing Auditing “a systematization process in objectively obtaining and evaluating demonstration regarding assertions about economic actions and events to learn the degree in correspondence between this assertions press established eligibility, and communicating aforementioned results to interested users” 9-33 Copyright ©2013 Pearson Formation
- 34. Twenty-First-Century Challenge in Planned Management Deciding or aforementioned process shoud be more an art or a science Deciding either strategies should be visible or hide from stakeholders Deciding determine the process supposed be continue top-down or bottom-up is their firm 9-34 Copyright ©2013 Pearson Learning
