人民大2024战略管理（第13版）教师手册 David_13e_im_09.docx

Chapter9：StraiegyReview,EvNuaiion,adCOnIrolCHAPTER9STRATEGYREVIEW；EVA1.UATION.ANDCONTRO1.CHAPTEROUT1.INE TheNatureofStrategyEvaluation AStrategy-EvaluationFraiiwworic TheBalancedJicorecanJ PublishedSourcesofStrategy-EvaluationIntbnnation CharacteristicsofanEfiectiveEvaluationSystem ContingencyPlanning Auditing 21Cenlurj,ChallengesinSlralegicManagementCHAPTEROBJECTIVESAfterstudyingIhiSchapter,youshouldbeabletodothefollowing:Describeapracticalframeworkk)revaluatingstrategies.Explainwhystrategyevaluationiscomplex,sensitive,andyetessentia)fororganizationalsuccess.Discusstheimportanceofcontingencyplanninginstrategyevaluation.DiscusstheroleOfauditinginstrategyevaluation.ExplainhowcomputersCanaidinevaluatingstrategies.DiscusstheBalancedScorecard.Discussthree2/ccnturjchallengesinstrategicmanagement.CHAPTEROVERVIEWThebestformulatedarlimplementedstrategiesbecomeobsoleteasafirm'sexternalandinternalenvi11>nmentNchange.Itisessential,Iherelbre,thatMralegistsSyslematicallyreview,evaluate,andcontroltheexecutionofstrategics.Chapter9presentsafranworkthatcanguidemanagers*effortstoevaluatestrategic-managementactivities,tomakesuretheyareworking,andtomaketimelychanges.Managementinfbmationsystemsbeingusedtoevaluatestrategiesarediscussed.Guidelinesarevesenedibrib11nulating.inlen>ening.andevaluatingstrategies.DoingGreatinaWeakEconomy-FamilyDollarStoresFoundedin1959bythefatherofCEOHoward1.cvinc.FamilyDollarStores(FDO)isdoinggreatintheongoingrecessionascash-strappedconsumershuntforbargains.Thecompany'ssecond-quarter2009resultsexceededexpectations:Saleswereup8.7percentfromlastyeartoS2billion.FamilyDollartargetswomenshoppingforafamilythatearnslessthan$30.(NX)a188year,withstoresnearlow-andmiddle-incomecustomersinruralandurbanareasin45statesandtheDistrictofColumbia.EXTENDEDCHAIxTEROUT1.INEWITHTEACHI、GrlpS1. THENATUREOFSTRATEGYEVA1.UATIONA. ImportanceofStrategyEvaluation1. Tliejurategic-managenient¾ucessinsultsindecisionsIhalcanhavesignificantlong-lastingconsequences.ErroneousstrategicdecisionscaninflictseverePenaIIieXandcanbeexceedinglydifikult.ifnotimpossible,toreverse.2. Moststrategistsagree,theretbre,thatstrategyevaluationisvitaltoanorganization'swell-being:Iimelyevaluationscanalertmanagementtoproblemsorpotential¾blemsIxifbreasituationbecoine$critical.3. StnitegyevaluationincludesIhrcxbasicaclivilies:a. Examiningtheunderlyingbasesofafinn'sstrategy.b. Comparingexpectedresultswithactualresults.c. Takingcorrectiveactionstoensuretlatertb11naweconfb11nsioplans.4. Thestrategy-evaluationstageofthest11Ucgic-managcmcntprocessisilIustnitcdinFgrc9-I.5. StrategyevaluationcanbeacomplexandsensitiveUndenaki咯TmuchemphasisonevaluatingstrategiesmaybeexpensivealCounierproduciive.Yet.looIitdeornoevaluationcancreateevenworseproblems.Slralegyevaluationisessentialtoensurethatstatedobjectivesarcbeingachieved.6. Itisimpossibletodemonstrateconclusivelythataparticularstrategyisoptimal,butitcanbeevaluatedforcriticalflaws.AsdescribedinTable9-1.therearefourcriteriaiouseinevaluatingastrategy:a. Consistencyb. Consonancec. Feasibilityd. Advantage7. Counlless<>rgani4ili0nshavethrivedoneyearonlytostruggleforsurvivalIbefollowingycxr.Table9-2providesCXamPlcSoforganizationaldemise.8. Thesetrendsmakestrategyevaluationincreasinglydifficultwith(bepassageoftime:a. Dramxiticincreaseinenvironmentalcomplexity.b. Difficultinpredictingthefuturec. Increasingnumberofvariablesd. Rapidrateofobsolescencee. Increaseinthenumberof<k>nx:sticandworldeventsaffectingtheorganizationf. Decreasinglimespansforplanning9. Vhetundamentalproblemfacingmanagerstodayishowtocontrolemployeesettectivelyinlightofmodernorganizationaldenarlsforgreaterflexibility,innovation,creativity,andinitiativefromemployees.VTjV(VisittheNel):ThewebsiteMMM.mindi"ck.akM?levplanhlmlKiVegexcellentinformationaMutevaluatingstrategies.VTN(VisittheNet):wwr.csuchico.edM/m即nstmiegymodUe1/Skfo46hmtdescribesthehowandwhyofstrategyevaluation,VTN(ViSiltheNet)：wcsuchico.edu/mgr)u/stratemo(hdel/sld047Jumelaborateson"takingCorreetiwaclions.”B. TheProcessofEvaluatingStrategies1. Stralegyevaluationisnecessaryfi>rallsizesandkindsoforgani/ations.StrategyCvaliwtionshouldinitiatemanagerialquestioningofexpectationsandassumptions,triggerareviewofobjectivesandvalues,andstimulatecreativityingeneratingaliema(ivesandtb11nula(ingcriteriaofevaluation.2. certainanx)uniofnumageme11bywxnderingaroundatalllevelsisessentialioe11eclivestrategyevaluation.3. Evaluatingstrategicsonacontinuousrathcrthanaperiodicbasisallowsbenchmarksofprogresstobeestablishedandn>reeffectivelymonitored.4. Maiiageisandemployeesofhefirmshouldcontinuallybeawareofwgressbeing11uletowardachievingthefirm'sobjectives.Ascriticalsuccessfactorschange,<>rgani4ili0nalmembersshouldbeinvolvedinde(e11niningappropriatec<>rrecliveactions.VTN(VisittheNet):hilp:w«N.ofm.wa.goWbUdgetmnnage3raiegic495siraegicDan.MfprovidesthestrategicplanOftheWashingtonStateDepartmentofAgriculture,includingobjectivesandoutcomemeasuresfor2007-2009.aStratfgy-EVaijationframework,able9-3SummariZeSthestrategy-evaluationactivitiesintermsofkeyquestionsthatshouldbeaddressed,alternativeanswerstothosequestions,andappropriateactionsforanorganizationotake.Rgure9-2illusiraesthestrategyevaluationfaeworic.A. ReviewingBasesofStrategy1. ASSowninFigure92bydevelopingarevisedEFEMatrixandIFEMatrix,theunderlyingbasesofanorganizationstrategycanbeapproachedatxireviewed.a. ArevisedIFEMatrixshouldfbcUSonchangesintheorganization'sTnanagCInenI,marketing,financcacconting*PmduCtiOnfOpCraIiOns.R&D.andMISstrengthsandweaknesses.b. ArevisedEFEMatrixShOUldindicatehoweffectivelyafi11nsstrategiesIiavebeenin心POnSeokeyopportunitiesandthreats.2. r11isanalysisCoUldalsoaddresssuchquestionsasthefblk)ving:a. Howhavecompetitorsreactedtoourstrategies?b. Howhavecompetitor'sstrategieschanged?c. I!avemajorcompetitors,strengthsandweaknesseschanged?d. WhyareConipetiiorsmakingcertainstrategicchanges?e. WhyaresomeColnPeIitOrstrategiesInOresuccessIulthanothers?f. Howsatisfiedarcourcompetitorswith(heirpresentmarketpositionsandprofitability?g. Howtarcanourmajorcompetitorsbepushedbeforeretaliating?h. Howcouldwen>reeflectivelyCOoPeraIewithourcompetitors?3NlnneroUSexternalamiinternalfactorscanpreventfl11sfn)machievingIong-Iennandannualobjectives.Externalopportunitiesandthreatsandinternalstrengthsandweaknessesthatrepresent(hebasesofcurrentstrategiesshouldcontinuallyben>niioredIbrclange.Heivaresomekeyquestionstoaddressinevaluatingstrategies:i. AOUrinternalNirenglhsstillstrengths?j. Haveweatklal<xherinternalstrengths?Ifso,Whalarc(hey?k. Arcourinternalweaknessesstillwcxkncsscs?l. Dowenowhaveotherinternalweaknesses?Ifso.whatarethey?m. Areourexternalopportunitiesstillopportunities?n. An?therenowotherexte11ulOPPOrtUniIies?IfSo.Whatarethey?o. Areourexternalthreatsstillthreats?p. Arctherenowolherexternalthreats?Ifso,whatarethey?q. Arcwcvulnerabletoahostiletakeover?VTW(VisittheNef):.sb(i.govsta11ingj)usinessplanninfilwsicJunilprovidesabusinessplanoutline.B. MeasuringOrganizationalPertbrmance1. AnOtherimotamstrategy-evaluationactivityismeasuringoianizatioiialperformance.Thisactivityincludescomparingexpectedresultstoactualresults,investigatingdeviationsfromplans,evaluatingindividualperformance,andexaminingprogressbeingITUKiCtowardInCCtingsuitedobjectives.Bo<hIong-IcnnandannualobjectivesareCOmmOnIyuSedinthisprocess.2. FaiImVtomakesalisfaclr),progresstowardaccomplishingIong-Iennorannual<jeclivessignalsaneedl<)rCofTeCIiveaction.3. Manyvariablescanandshouldbeincludedinmeasuringorganizationalperformance.Asindicatedinable9-4.typicallyafavorableorunfavorablevarianceisrecorded11k>nthly.quarterly,orannually,andresultantactionsneededa?thendetermined.4. Quanlitalivecriteriacommonlyusedtoevaluatestrategicsarefinancialratios,whichstrategistsusetomakethreecriticalcomparisons:a. Comparingthefirm,sPerfonnanCeoverdifterenttimeperiods.b. Comparingthefi11n,sperlb11nacelocompetitors,alc. Comparingthefirm'sperib11nancetoindustryaverages.5. KeyfinancialraiiosforIiwasuringorganizationalperformance:a. Returnoninvestment(ROl)b. Returnonequity(ROE)c. Pn)Iilmargind.Marketsharec.DebttoequityfEamingspershareg.Salesgrowthh.Assetgrowth6. SornepotentialProblemSareassociatedwithusingqualitativecriteriaforevaluatingstrategics.Somekcj,questionsthatrevealtheneedforqualitativeorintuitivejudgmentsinStratCgyevaluationarcasfollows:a. Howgoodisthefi11n,sbalanceofinvestiientsbetweenhigh-riskandlow-riskprojects?192b. Uowgoodisthelinn'sbalanceofinvestmenlsbetweenIong-Iennandshor!-te11nprojects?c. Howgoodisthefirm,sbahnceOrinVeSUnentSbetweenslow-growingandtast-growingmarkets?d. Howgoodisthetrrn,sbalanceOfinvestiiientsamongdivisions?e. Towhatextentarthefirm'salternativestrategiessociallyresponsible?f. HOWare11uyorConIpCtiIorSlikely(oresorltoparticularstrategies?C. akingCorrectiveAction1. TheHiialst,ategy-evaluationactivity,takingcoectiveaction,requiresmakingchangesloreposilionafi11nCompelilivdyfor(hel'ulure.2. AsindicatedinTable95.examplesofChangCSthatmaybeneededarcalteringanOrganizatioifsstructure,replacingoneormorekeyindividuals,sellingadivision,or1visingabusinessmission.3. Takingcomxtiveactionraisesemployees'andmanage11i,anxieties.ResearchsuggeststhatparticipationinSlralegy-Cvalualionactivitiesisoneofthebestwaystoovercomeindividuals*resistancetochange.4. Strategj,evaluationcanleadtostrategy-tbrmulationchanges,strategy-implementationchanges,lx>tl)ibrnulaionavdimplementationchanges,ornochangesatall.5. Correctiveactionshouldplaceanorganizationinabelterpositiontocapitalizeuponinternalstrengths;tolakeadvantageofkeyexternalopportunities;toavoid,reduce,ormitigateexternalthreats;andtoimproveinternalweaknesses.III. THEBA1.ANCEDSCORECARDA. ThebalancedscorecardallowsfirmsIoevaluatestrategiesfroml()urPerSPCXliVe$:Ilnancialperformance,customerknowledge,internalbusinessprocesses,andlearningandgrowth.Thebalancedscorecardanalysisrequiresthatfirmsseekanswerstothefollowingquestions:1. Howwellisthefir11continuallyimp11)vingandcreatingvaluealongmeasuressuchasinnovation,technologicalICadglip,p11xlclquality,operationalPn)CCNSefficiencies,ctc.?2. Howwellisthefi11nsustainingandevenimprovinguponitscorecompetenciesandCOmPetiIiVeadvantages?3. Howsatisflarethefirm'scustomers?B. RveKeyIssues1. Cstonrs2. Managen>,Employees3. OPerationS/Processes4. BusinessEIhies/NaturalEnvironment5. FinancialC. Table9-6providesanexampleofabalancedscorecard.IV. PUB1.ISHEDSOURCESOFSTRATEGYEVA1.UATlQN1NFORMTI()NA.ExamplesofHelpfulPublications1. AnumberofpublicationsarcIiclpftilinevaluatingafirm'sstrategies.Forexample.FortuneauallyidentifiesandevaluatestheFortune1.(XK>(thelargestIiiaiwfactwvrs)andIheFortune5()(thelargestretailers,tranjx)rtationcompanies,utilities,banks,insurancecompanies,anddiversifiedIiaaMiaICorpOralionSinIlieUnitedSlates).Table9-7liststheM<>slAdmirudCompanyinVariousInduMriesIbr2(X)9.2. AnotherexcellentevaluationofcorporationsinAmerica,TheAnnUalReportonAmeriCanIndUStiyJispublishedannuallyintheJanuaryissueofForbes.3. BusinessWeek.IndustryWeek,andDun,.vBusinessMonthalsoperiodicallypublishdetailedevaluationsofAi)ericanbusinessesandindustries.TeachingTip:ThefollowingIhewebsiteaddressesofpublicationsdialfrequentlyx>rtonthestrategiesOfAmericaiiinns.BusinessWeek:hllp:WWWFastCOmpan、;httpwuv.fastFortune:httpnwwy.CnnxoiTvniagazineszfbrtune/Forbes:httpwvw.fbrbes.conzIndustryWeek:httpwww.industr),week.conVRedHerring:http:/wwv.red,ierring.c()m/V. CHARAeTERISTlCSOFANEFFECTlVEEVA1.UATIONSYSTEMA. Strategyevaluationmuslnieelseveralbasicrequirementstobeeffective.1. StratcgJi-CvaluationactivitiesmustbeCConomiCaI;toomuchinlbrmationcanbejustasbadastoolittleinformation.1942. Stratcgjt-CVaIuationactivitiesshouldalsobenaningl;theyshouldspecificallyrehtetoa(kin'sobjectives.3. Strategy-evaluationactivitiesshouldprovidetimelyinformation:onoccasionandinsomeare<s,managersmayneedinR)11nali(>ndaily.4. Stratcg),evaluationshouldbedesignedtoprovideatruepictureofwhatishappening.5. Thestrategy-evaluationprocessshouldnotdominatedecisions;itshouldfostermutualunderstanding,trustandcommonsense.B. 1.argeorganizationsinquirean)忙elalx>rateanddetailedstrategy-evaluationsyMenbecauseilisiM>redifficultIoCOordinaleeffkxtsamongdifferentdivisionsandfunctionalareas.C. hereisnooneidealstrategy-evaluationsystem.Theuniquecharacteristicsofanorganization,includingitssize,managementstyle,purpose,problems,andstrengthscandetermineastrategy-evaluationandcontrolSySIeIn'sfinaldesign.VI. CONTINGENCYP1.ANNINGA. EssenceofContingencyPlanning1. Abasicpremiseofgoodstrategicmanagementisthatfirmsplanways(odealWithunfavorablearulfavorableeventsbetbretheyoccur.2. ContingencyplansCanbedefinedasalternativeplasthatCanbeputintoCffCCtifcertainkeyeventsdonotoccurasexpected.B. EfiectiveContingencyPlanningInvolvesTlieseSteps:1. IdentifybothbeneficialandunfavorableeventsIhalcouldpossiblyderailthestrategyorstrategics.2. Specifytriggerpoints.Estimatewhencontingenteventsarelikelytooccur.3. AssessIheimpactofeachcontingentevent.Eslimate(hepotentialbenefitOrharmofCaChcontingentevent.4. Developcontingencyplans.BesurethatthecontingencyplansarecompatiblewithCUgNstrategyaklan?financiallyfeasible.5. AssesstheCounlerinipactofeachcontingencyplan.ThaIis,es(i11utehowmucheachcontingencyplanwillcapitalizeonorcancelotitsassociatedcontingentevent.Chapter9:StrategyReview,EMuaikm,adCOnIrol6. Determineearlywarningsignalsforkeycontingentevents.Monitor(heearlywarningsignals.7. Developadvancedactionplans(otakeadvantageoftheavailableleadtime.VII.AUDITINGA.AuditingisdefinedbytheAmerican/XccouniingASSoCiatiOn(AAA)as,'asystematicprocessofobjectivelyobtainingandevaluatingevidenceregardingassertionsabouteconomicactionsandeventstoascertaintledegreeofColTeSPondenCBbetweenthoseassertionsantiestablishedcriteria,andcommunicatingtheresultslinterestedusers.*1. Auditorsexaminethefinancialstatementoffirmstodeterminewhethertheyhavebeenpreparedaccordingtogenerallyacceptedaccountingprinciples(GP)andwhether(heyfairlyrepresenttheactivitiesofthefirm.2. Independentauditorsuseasetofstandardscalledgenerallyacceptedaccountingstandards(GAAS).3. ThCneweraofinternationalfinancingreportingSlandanis(IFRS)isgainingg11)undasInanyU.S.companiesnowreporttheirfinancesusingboth(heokiGAAPandthenewIFRS.TheaccountingswitchfromGAAPtoIFRSintheU.S.isgoingtocostbusinessesmillionsinupgradedsoftwaresystemsandtraining.4. MovementloIFRSfromGAAPencompassesacompany'sentireOPeraliOns.includingauditing,oversight,cashma!iagen>eni.taxes,technology,software,investing,acquiring,merging,importing,exp>rting,pensionplanning,andpartnering.VIII.2产CENTURYCHA1.1.ENGESINSTRATEGICMANAGEMENTA. ChallengesA. D