David ch9 revised
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Transcript of David ch9 revised
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Chapter 9Strategy Review, Evaluation, & Control
Presented by:
Almond Ray Baldovino
Darryl Agustin
Elizalde M. Herrera
MMT Batch 22
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Strategic Management Process Model
Develop Mission and Mission Statements
Chap 2
Measure and Evaluate
PerformanceChap 9
Implement StrategiesManagement Issues
Chap 7
Generate, Evaluate and Select Strageies
Chap 3
Implement StrategiesMarketing, Finance, accounting, R&D,
MIS issuesChap 8
Perfrom External Audit
Chap 3
Establish Long-termObjectives
Chap 4
Perform Internal Audit
Chap 4
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-- Strategies become obsolete
-- Internal environments are dynamic
-- External environments are dynamic
Strategy Review, Evaluation & Control
-- It is essential therefore that strategists systematically review, evaluate, and control the execution of strategy
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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 Complex and sensitive undertaking Overemphasis can be costly & counterproductive
Too much time spent measuring performance rather than in action and doing
Strategy Evaluation, Review, & Control
Understanding strategy evaluation
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1. Examine the underlying bases of a firm’s strategy
2. Compare expected to actual results3. Identify corrective actions to ensure that
performance conforms to plans
Strategy Evaluation, Review & Control
Three Basic Activities
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Strategy Evaluation, Review & Control
Have the firm’s assets increased? Has there been an increase in profitability? Has there been an increase in sales? Has there been an increase in productivity? Have profit margins, ROI, and EPS ratios
increased?
Strategy evaluation is often an appraisal of performance. Strategists ask questions like:
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Strategy Evaluation, Review & Control
Increase in environment’s complexity Difficulty predicting future with accuracy Increasing number of variables Rate of obsolescence of plans Domestic and global events Decreasing time span for planning certainty
Difficulties in Strategy Evaluation
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Strategy Evaluation, Review & Control
Consonance
Feasibility
Advantage
Rummelt’s4 Criteria for
Strategy evaluation
Consistency
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Strategy Evaluation, Review & Control Consistency
Strategy should not present inconsistent goals and policies. There is inconsistency when: Persistence of issues-based (not personality-based) conflicts Success for one department means failure for another Policy problems are frequently referred to the top for resolution
ConsonanceNeed for strategies to examine sets of trends rather than a single trend Need a holistic view (internal and external environments)
FeasibilityNeither overtax resources or create unsolvable sub-problems Can it be done with the given or available resources?
AdvantageCreation or maintenance of competitive advantage If it doesn't create a competitive advantage then what’s the point?
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Strategy Evaluation, Review & Control
Initiate managerial questioning Trigger review of objectives and values Stimulate creativity in generating
alternatives
Strategy Evaluation Should --
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Strategy Evaluation, Review & Control
Develop a revised EFE Matrix What changed in the external environment?
Develop a revised IFE Matrix What internal changes occurred in the
organization ?
Review of underlying bases of strategy --
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Strategy Evaluation, Review & Control
1. Competitors’ reaction to strategy2. Competitors’ change in strategy3. Competitors’ changes in strengths & weaknesses4. Reasons for competitors’ strategic change5. Reasons for competitors’ successful strategies6. Competitors’ present market positions & profitability7. Potential for competitor retaliation8. Potential for cooperation with competitors
Review effectiveness of strategy --
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Strategy Evaluation, Review & Control
Are strengths still strengths? Have we added additional strengths? Are weaknesses still weaknesses? Have we developed other weaknesses?
Monitor Strengths & Weaknesses; Opportunities & Threats
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Strategy Evaluation, Review & Control
Are opportunities still opportunities? Have other opportunities developed? Are threats still threats? Have other threats emerged? Are we vulnerable to hostile takeover?
Monitor Strengths & Weaknesses; Opportunities & Threats
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Evaluation FrameworkReview Underlying Bases
Revised IFE and EFE
Continue present course
Measure Firm PerformanceRatios and stated objectives
Take Corrective Actions
Differences?
Differences?
Yes
NO
Yes
NO
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Strategy Evaluation, Review & Control
Compare expected to actual results Investigate deviations from plan Evaluate individual performance Progress toward stated objectives
Measuring Organizational Performance
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Strategy Evaluation, Review & Control
Financial Ratios Compare performance over different periods Compare performance to competitors Compare performance to industry averages
Quantitative Criteria for Strategy Evaluation
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Strategy Evaluation, Review & Control
Return on investment (ROI) Return on equity (ROE) Profit margin Market Share Debt to equity Earnings per share (EPS) Sales growth Asset growth
Typical financial ratios used in strategy evaluation
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Strategy Evaluation, Review & Control
Internal consistency of strategy Consistency with environment Appropriateness in view of resources Acceptable degree of risk Appropriate time frame Workability of the strategy
Qualitative Evaluation of Strategy
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Strategy Evaluation, Review & Control
-- Evaluate strategies from 4 perspectives:
1. Financial performance
2. Customer knowledge
3. Internal business processes
4. Learning & growth
Balanced Scorecard
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Balanced Scorecard
Area of Objectives Measure or Target Time Expectation Primary Responsibility
Customers
1
2
Managers/Employees
1
2
Operations/Processes
1
2
Community/Social Responsibility
1
2
Business Ethics/Natural Environment
1
2
Financial
1
2
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Strategy Evaluation, Review & Control
Economical Meaningful Generates useful information Timely information Provides accurate picture of events
Characteristics of strategy evaluation
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Strategy-Evaluation Assessment Matrix
Continue courseYesNoNo
Corrective actionsNoYesNo
Corrective actionsYesYesNo
Corrective actionsNoNoYes
Corrective actionsYesNoYes
Corrective actionsNoYesYes
Corrective actionsYesYesYes
Corrective actionsNoNoNo
Result
Has the firm progressed
satisfactorily toward achieving its stated
objectives?
Have major changes
occurred in the firm’s external
strategic position?
Have major changes
occurred in the firm’s internal
strategic position?
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Strategy Evaluation, Review & Control Contingency Planning: Alternative plans that
can be put into effect if certain key events do not occur as expected
Some examples of situations requiring contingency planning: If a major competitor withdraws from particular markets as
intelligence reports indicate, what actions should the firm take? If our sales objectives are not reached, what actions should firm
take to avoid losses? If demand for new product exceeds plans, what actions should firm
take to meet higher demand? If a new technological development makes new product obsolete
sooner than expected, what actions should firm take?
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Strategy Evaluation, Review & Control
Financial audits determine correspondence between assertions based on strategic plan and established criteria
Required for publicly traded companies
Environmental audits insure sound and safe practices
Auditing
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Strategy Evaluation, Review & Control
Is the process of strategic management more an “art” than “science” or vice versa? (Your text says it is more science than art)
Should strategies be visible or hidden from stakeholders? (Your text says that they should hidden only when secrecy gives some competitive advantage)
Should process be more top-down or bottom up (Current research suggests bottom-up)
21st Century Challenges in Strategic Management