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PRESENTED BY: Ankur mehra Madhulika singh Ankit bawa Naveen sharma Ashu sharma

Strategic evaluation process is based on the evaluation of enviourment and internal assessment .It is the last phase of strategic planning and management . . Monitoring the enviourmental factors. ii.goals and plans if there are deviations.Strategic evaluation thus comprises of ² i. Reassessing the strategy .

. ‡ Decision making power . ‡ Improved source to top management. ‡ Competitive financial return to investors.creativity and imagination.The factors that are considered important for the success of company·s strategy ‡ Qualify top management.

‡ ‡ ‡ ‡ ‡ ‡ Quantitative factor Increased market share Net profits Market price of the share Production cost and efficiency Distribution cost and efficiency Return on equity .

Qualitative factors‡ Internal consistency ‡ Consistency with the environment. ‡ Consistency with available resources .

Reward for meeting or exceeding standards should be emphasised. Long-term and short-term controls should be used. Control should monitor only managerial activities and result. . Controls should aim at pinpointing exceptions.‡ ‡ ‡ ‡ ‡ Control should involve only the minimum amount of information.

Settings standards and performance Measurement of performance Analyzing variances Taking corrective action .

A part from the methods of measuring performance . The other important aspects of measurement relate to the difficulties . timing and periodicity in measuring.‡ ‡ Setting standards and performance: Strategists encounter the following three questions while dealing with standard setting: What standards to set? How to set these standards? and in What terms do we express these standards? Measuring of performance: The evaluation performance operates at performance level As action takes place . .

‡ o o o Analyzing variances: The measurement of actual performance and its comparison with standard or budgeted performance leads to an analysis of variance. . Broadly. The actual performance deviates negatively from the budgeted performance. The actual performance deviates positively over the budgeted performance. the following three situations may arise: The actual performance matches the budgeted performance.

Checking of standards. . plans and objectives.‡ o o o Taking corrective action: Three courses of corrective action are: Checking of performance. Reformulating strategies .

‡ ‡ ‡ ‡ ‡ Need for feedback. appraisal and reward Check on the validity of strategic choice Congruence between decisions and integrated strategy Successful culmination of the strategic management process Creating inputs for new strategic planning .

. Audit and executives committees. Middle level managers. Financial controllers and company secretaries. The profit center heads.‡ ‡ ‡ ‡ ‡ ‡ Board of directors. Chief executives.

lack of quantifiable objective .‡ ‡ Limits of controlAny control mechanism presents the dilemma of too much versus too less control. Difficulties in measurementThese mainly relate to the reliability and validity of measurement techniques used for evaluation. It is never an easy task for strategists to decide the limits of control.

Short-termismManagers often tend to rely on short-term implications of activities and try to measure the immediate results.‡ ‡ Resistance to evaluationThe evaluation process involves controlling the behavior of individuals and like any similar organizational mechanism is likely to be resisted by managers . .