企业战略管理第9章

Copyright2010Ch1-1Chapter9StrategyReview,Evaluation,&ControlStrategicManagement:Concepts&Cases11thEditionFredDavidCopyright2010Ch1-2ChapterOutlineTheNatureofStrategyEvaluation战略评估的本质AStrategy-EvaluationFramework战略评估构架TheBalancedScorecard平衡积分卡Copyright2010Ch1-3ChapterOutlinePublishedSourcesofStrategyEvaluationInformation公开出版的战略评估信息来源CharacteristicsofanEffectiveEvaluationSystem有效评估系统的特征ContingencyPlanning权变计划Copyright2010Ch1-4ChapterOutline(cont’d)Auditing审计21stCenturyChallengesinStrategicManagement战略在就就世纪所面临的挑战Copyright2010Ch1-5Organizationsaremostvulnerablewhentheyareatthepeakoftheirsuccess--R.T.Lenz处于成功巅峰的企业最易受到攻击StrategyEvaluationCopyright2010Ch1-6--Strategiesbecomeobsolete战略变得过时--Internalenvironmentsaredynamic--ExternalenvironmentsaredynamicStrategyReview,Evaluation,&ControlCopyright2010Ch1-7Vitaltotheorganization’swell-being战略评价对企业至关重要Alertmanagementtopotential/actualproblemsinatimelyfashion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Erroneousstrategicdecisionscanhaveseverenegativeimpactonorganizations错误的战略决策会给企业带来严重后果StrategyReview,Evaluation,&ControlStrategyEvaluationCopyright2010Ch1-81.Examinetheunderlyingbasesofafirm’sstrategy检查企业战略的内在基础2.Compareexpectedtoactualresults比较实际结果与预期结果3.Identifycorrectiveactionstoensurethatperformanceconformstoplans采取纠正措施，确保行动与计划保持一致StrategyReview,Evaluation,&Control3BasicActivitiesCopyright2010Ch1-9Complex&sensitiveundertaking复杂而敏感的工作Overemphasiscanbecostly&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StrategyReview,Evaluation,&ControlStrategyEvaluationCopyright2010Ch1-10StrategyReview,Evaluation,&ControlHaveassetsincreased企业资产是否增值Increaseinprofitability企业盈利是否增加Increaseinsales销售额是否增加Increaseinproductivity生产效率是否提高Profitmargins,ROI,&EPSratiosincreased利润率、投资收益与每股收益是否提高AppraisalofStrategicPerformanceCopyright2010Ch1-11StrategyReview,Evaluation,&ControlConsonance调和性Consistency一致性Feasibility可靠性Advantage有利性Rumelt’s4CriteriaCopyright2010Ch1-12StrategyReview,Evaluation,&ControlStrategyshouldnotpresentinconsistentgoals&policies战略提供的目标与政策应该保持一致ConsistencyCopyright2010Ch1-13StrategyReview,Evaluation,&ControlConsonanceConsistencyFeasibilityAdvantageRumelt’s4CriteriaCopyright2010Ch1-14StrategyReview,Evaluation,&ControlNeedforstrategiestoexaminesetsoftrends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ConsonanceCopyright2010Ch1-15StrategyReview,Evaluation,&ControlConsonanceConsistencyFeasibilityAdvantageRumelt’s4CriteriaCopyright2010Ch1-16StrategyReview,Evaluation,&ControlNeitherovertaxresourcesorcreateunsolvablesub-problems要解决问题，但不过度耗费资源FeasibilityCopyright2010Ch1-17StrategyReview,Evaluation,&ControlConsonanceConsistencyFeasibilityAdvantageRumelt’s4CriteriaCopyright2010Ch1-18StrategyReview,Evaluation,&ControlCreationormaintenanceofcompetitiveadvantage战略必须使企业选择的业务领域内塑造和保持竞争优势AdvantageCopyright2010Ch1-19StrategyReview,Evaluation,&Control1.Increaseinenvironment’scomplexity环境的复杂性急剧提高2.Difficultypredictingfuturewithaccuracy准确预测未来的难度增加3.Increasingnumberofvariables变量数不断增加DifficultiesinStrategyEvaluationCopyright2010Ch1-20StrategyReview,Evaluation,&Control4.Rateofobsolescenceofplans计划会过时5.Domesticandglobalevents国内外的影响6.Decreasingtimespanforplanningcertainty任何程度的精确计划的有效时间跨度都在不断缩短DifficultiesinStrategyEvaluationCopyright2010Ch1-21StrategyReview,Evaluation,&ControlInitiatemanagerialquestioning能够激发出有关未来预测和假设方面的问题Triggerreviewofobjectives&values能够激发对目标和价值观的考察Stimulatecreativityingeneratingalternatives能够激发出提出备选战略方案和形成评价标准的创造性StrategyEvaluationShould--Copyright2010Ch1-22StrategyReview,Evaluation,&ControlArestrengthsstillstrengths?Haveweaddedadditionalstrengths?Areweaknessesstillweaknesses?Havewedevelopedotherweaknesses?MonitorStrengths&Weaknesses;Opportunities&ThreatsCopyright2010Ch1-23StrategyReview,Evaluation,&ControlAreopportunitiesstillopportunities?Otheropportunitiesdevelop?ArethreatsstillthreatsOtherthreatsemerged?Arewevulnerabletohostiletakeover?是否有能力与有敌意的收购者对抗MonitorStrengths&Weaknesses;Opportunities&ThreatsCopyright2010Ch1-24Strategy-EvaluationAssessmentMatrixContinuecourseYesNoNoCorrectiveactionsNoYesNoCorrectiveactionsYesYesNoCorrectiveactionsNoNoYesCorrectiveactionsYesNoYesCorrectiveactionsNoYesYesCorrectiveactionsYesYesYesCorrectiveactionsNoNoNoResultHasthefirmprogressedsatisfactorilytowardachievingitsstatedobjectives?Havemajorchangesoccurredinthefirm’sexternalstrategicposition?Havemajorchangesoccurredinthefirm’sinternalstrategicposition?Copyright2010Ch1-25Copyright2010Ch1-26EvaluationFrameworkI.ReviewUnderlyingBases检查战略基础ContinuepresentcourseII.MeasureFirmPerformanceIII.TakeCorrectiveActions采取纠正措施Differences?Differences?YesNOYesNOCopyright2010Ch1-27StrategyReview,Evaluation,&ControlCompareexpectedtoactualresults将实际结果与预期结果相比较Investigatedeviationsfromplan考察实际进程对比计划的差距Evaluateindividualperformance评价个人绩效Progresstowardstatedobjectives检查在实现既定目标过程上已经取得的成绩MeasuringOrganizationalPerformanceCopyright2010Ch1-28StrategyReview,Evaluation,&ControlFinancialRatiosCompareperformanceoverdifferentperiods比较公司在不同经营期的经营业绩Compareperformancetocompetitors与竞争对手比较业绩Compareperformancetoindustryaverages与行业平均水平