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1、Chapter 9Strategy Review, Evaluation, & Control,Strategic Management: Concepts & Cases 11th Edition Fred David,1,Copyright 2005 Prentice Hall,Chapter Outline,The 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,2,Copyright 2005 Prentice Hall,Chap
2、ter Outline,Published 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,3,Copyright 2005 Prentice Hall,Chapter Outline (contd),Auditing审计,21st Century Challenges in Strategic Management 战略在就就世纪所面临的挑战,4,Copyrig
3、ht 2005 Prentice Hall,Organizations 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,Strategy Evaluation,5,Copyright 2005 Prentice Hall,- Strategies become obsolete战略变得过时 - Internal environments are dynamic - External environments are dynamic,Strategy Review
4、, Evaluation, & Control,6,Copyright 2005 Prentice Hall,Vital to the organizations 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,
5、Strategy Review, Evaluation, & Control,Strategy Evaluation,7,Copyright 2005 Prentice Hall,Examine the underlying bases of a firms 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,Strategy Revi
6、ew, Evaluation, & Control,3 Basic Activities,8,Copyright 2005 Prentice Hall,Complex & 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,Strategy Review, Evaluation, & Control,Strategy Evaluation,9,Copyright 2005 Prentice Hall,Strategy Review, Eval
7、uation, & Control,Have 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,Appraisal of Strategic Performance,10,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & C
8、ontrol,Consonance调和性,Consistency一致性,Feasibility可靠性,Advantage有利性,Rumelts4 Criteria,11,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Strategy should not present inconsistent goals & policies战略提供的目标与政策应该保持一致,Consistency,12,Copyright 2005 Prentice Hall,Strategy Review, Evaluation,
9、& Control,Consonance,Consistency,Feasibility,Advantage,Rumelts4 Criteria,13,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Need for strategies to examine sets of trends 在评价战略时，要考虑单一事项的发展趋势，也要考虑总体趋势,Consonance,14,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control
10、,Consonance,Consistency,Feasibility,Advantage,Rumelts4 Criteria,15,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Neither overtax resources or create unsolvable sub-problems要解决问题，但不过度耗费资源,Feasibility,16,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Consonan
11、ce,Consistency,Feasibility,Advantage,Rumelts4 Criteria,17,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Creation or maintenance of competitive advantage战略必须使企业选择的业务领域内塑造和保持竞争优势,Advantage,18,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Increase in environm
12、ents complexity环境的复杂性急剧提高 Difficulty predicting future with accuracy准确预测未来的难度增加 Increasing number of variables变量数不断增加,Difficulties in Strategy Evaluation,19,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Rate of obsolescence of plans计划会过时 Domestic and global events国内外的影响 Decreas
13、ing time span for planning certainty任何程度的精确计划的有效时间跨度都在不断缩短,Difficulties in Strategy Evaluation,20,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Initiate managerial questioning能够激发出有关未来预测和假设方面的问题 Trigger review of objectives & values能够激发对目标和价值观的考察 Stimulate creativity in generat
14、ing alternatives能够激发出提出备选战略方案和形成评价标准的创造性,Strategy Evaluation Should -,21,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Are strengths still strengths? Have we added additional strengths? Are weaknesses still weaknesses? Have we developed other weaknesses?,Monitor Strengths Oppor
15、tunities & Threats,22,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Are opportunities still opportunities? Other opportunities develop? Are threats still threats Other threats emerged? Are we vulnerable to hostile takeover?是否有能力与有敌意的收购者对抗,Monitor Strengths Opportunities & Threa
16、ts,23,Copyright 2005 Prentice Hall,Strategy-Evaluation Assessment Matrix,24,Copyright 2005 Prentice Hall,25,Copyright 2005 Prentice Hall,Evaluation Framework,Review Underlying Bases 检查战略基础,Continue present course,II. Measure Firm Performance,III. Take Corrective Actions 采取纠正措施,Differences?,Differences?,Yes,NO,Yes,NO,26,Copyright 2005 Prentice Hall,Strategy Review, Evaluation, & Control,Compare expected to actual results将实际结果与预期结果相比较 Investigate deviations from plan考察实际进程对比计划的差距 Evaluate ind
