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Strategy Evaluation
Organizations are most vulnerable when they are at the peak of their success. R. T. Lenz
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Strategies become obsolete Internal environments are dynamic External environments are dynamic
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Vital to the organizations well-being Alert management to potential/actual problems in a timely fashion Erroneous strategic decisions can have severe negative impact on organizations
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Examine the underlying bases of a firms strategy Compare expected to actual results Take corrective actions to ensure that performance conforms to plans
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Increase in assets? Increase in profitability? Increase in sales? Increase in productivity? Increases in profit margins, ROI, and EPS ratios?
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Rumelts 4 Criteria
Consistency
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Rumelts 4 Criteria
Consonance
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Rumelts 4 Criteria
Feasibility
Neither overtax resources nor create unsolvable subproblems
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Rumelts 4 Criteria
Advantage
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Increase in environments complexity Difficulty predicting future with accuracy Increasing number of variables
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Rate of obsolescence of plans Domestic and global events Decreasing time span for planning certainty
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Initiate managerial questioning of expectations and assumptions Trigger a review of objectives & values Stimulate creativity in generating alternatives and formulating criteria for evaluation
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 9 -19
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Competitors reaction to strategy Competitors change in strategy Competitors changes in strengths & weaknesses Reasons for competitors strategic change
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 9 -21
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Reasons for competitors successful strategies Competitors satisfaction with present market positions & profitability Potential for competitor retaliation Potential for cooperation with competitors
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 9 -22
Are strengths still strengths? Have we added additional strengths? Are weaknesses still weaknesses? Have we developed other weaknesses?
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Are opportunities still opportunities? Other opportunities develop? Are threats still threats? Other threats emerged? Are we vulnerable to hostile takeover?
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 9 -24
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Compare expected to actual results Investigate deviations from plan Evaluate individual performance Examine progress toward stated objectives
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Financial Ratios
Compare performance over different periods Compare performance to competitors Compare performance to industry averages
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Return on investment (ROI) Return on equity (ROE) Profit margin Market share
Debt to equity Earnings per share (EPS) Sales growth Asset growth
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Evaluate strategies from 4 perspectives: 1. Financial performance 2. Customer knowledge 3. Internal business processes 4. Learning & growth
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Economical Meaningful Generates useful information Timely information Provides accurate picture of events
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 9 -34
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Strategy Review, Evaluation, and Control Auditing A systematic process of objectively obtaining and evaluating evidence regarding assertions about economic actions and events to ascertain the degree of correspondence between these assertions and established criteria, and communicating the results to interested users
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 9 -36
Should the process be more an art or a science? Should strategies be visible or hidden from stakeholders? Should process be more top-down or bottom-up?
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 9 -37
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
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