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

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1、Chapter9：StraiegyReview,EvNuaiion,adCOnIrolCHAPTER9STRATEGYREVIEW；EVA1.UATION.ANDCONTRO1.CHAPTEROUT1.INE TheNatureofStrategyEvaluation AStrategy-EvaluationFraiiwworic TheBalancedJicorecanJ PublishedSourcesofStrategy-EvaluationIntbnnation CharacteristicsofanEfiectiveEvaluationSystem ContingencyPlanni

2、ng Auditing 21Cenlurj,ChallengesinSlralegicManagementCHAPTEROBJECTIVESAfterstudyingIhiSchapter,youshouldbeabletodothefollowing:Describeapracticalframeworkk)revaluatingstrategies.Explainwhystrategyevaluationiscomplex,sensitive,andyetessentia)fororganizationalsuccess.Discusstheimportanceofcontingencyp

3、lanninginstrategyevaluation.DiscusstheroleOfauditinginstrategyevaluation.ExplainhowcomputersCanaidinevaluatingstrategies.DiscusstheBalancedScorecard.Discussthree2/ccnturjchallengesinstrategicmanagement.CHAPTEROVERVIEWThebestformulatedarlimplementedstrategiesbecomeobsoleteasafirmsexternalandinternale

4、nvi11nmentNchange.Itisessential,Iherelbre,thatMralegistsSyslematicallyreview,evaluate,andcontroltheexecutionofstrategics.Chapter9presentsafranworkthatcanguidemanagers*effortstoevaluatestrategic-managementactivities,tomakesuretheyareworking,andtomaketimelychanges.Managementinfbmationsystemsbeingusedt

5、oevaluatestrategiesarediscussed.Guidelinesarevesenedibrib11nulating.inlenening.andevaluatingstrategies.DoingGreatinaWeakEconomy-FamilyDollarStoresFoundedin1959bythefatherofCEOHoward1.cvinc.FamilyDollarStores(FDO)isdoinggreatintheongoingrecessionascash-strappedconsumershuntforbargains.Thecompanysseco

6、nd-quarter2009resultsexceededexpectations:Saleswereup8.7percentfromlastyeartoS2billion.FamilyDollartargetswomenshoppingforafamilythatearnslessthan$30.(NX)a188year,withstoresnearlow-andmiddle-incomecustomersinruralandurbanareasin45statesandtheDistrictofColumbia.EXTENDEDCHAIxTEROUT1.INEWITHTEACHI、Grlp

7、S1. THENATUREOFSTRATEGYEVA1.UATIONA. ImportanceofStrategyEvaluation1. Tliejurategic-managenientucessinsultsindecisionsIhalcanhavesignificantlong-lastingconsequences.ErroneousstrategicdecisionscaninflictseverePenaIIieXandcanbeexceedinglydifikult.ifnotimpossible,toreverse.2. Moststrategistsagree,there

8、tbre,thatstrategyevaluationisvitaltoanorganizationswell-being:IimelyevaluationscanalertmanagementtoproblemsorpotentialblemsIxifbreasituationbecoine$critical.3. StnitegyevaluationincludesIhrcxbasicaclivilies:a. Examiningtheunderlyingbasesofafinnsstrategy.b. Comparingexpectedresultswithactualresults.c

9、. Takingcorrectiveactionstoensuretlatertb11naweconfb11nsioplans.4. Thestrategy-evaluationstageofthest11Ucgic-managcmcntprocessisilIustnitcdinFgrc9-I.5. StrategyevaluationcanbeacomplexandsensitiveUndenaki咯TmuchemphasisonevaluatingstrategiesmaybeexpensivealCounierproduciive.Yet.looIitdeornoevaluationc

10、ancreateevenworseproblems.Slralegyevaluationisessentialtoensurethatstatedobjectivesarcbeingachieved.6. Itisimpossibletodemonstrateconclusivelythataparticularstrategyisoptimal,butitcanbeevaluatedforcriticalflaws.AsdescribedinTable9-1.therearefourcriteriaiouseinevaluatingastrategy:a. Consistencyb. Con

11、sonancec. Feasibilityd. Advantage7. Counllessrgani4ili0nshavethrivedoneyearonlytostruggleforsurvivalIbefollowingycxr.Table9-2providesCXamPlcSoforganizationaldemise.8. Thesetrendsmakestrategyevaluationincreasinglydifficultwith(bepassageoftime:a. Dramxiticincreaseinenvironmentalcomplexity.b. Difficult

12、inpredictingthefuturec. Increasingnumberofvariablesd. Rapidrateofobsolescencee. Increaseinthenumberofnx:sticandworldeventsaffectingtheorganizationf. Decreasinglimespansforplanning9. Vhetundamentalproblemfacingmanagerstodayishowtocontrolemployeesettectivelyinlightofmodernorganizationaldenarlsforgreat

13、erflexibility,innovation,creativity,andinitiativefromemployees.VTjV(VisittheNel):ThewebsiteMMM.mindick.akM?levplanhlmlKiVegexcellentinformationaMutevaluatingstrategies.VTN(VisittheNet):wwr.csuchico.edM/m即nstmiegymodUe1/Skfo46hmtdescribesthehowandwhyofstrategyevaluation,VTN(ViSiltheNet)：wcsuchico.edu

14、/mgr)u/stratemo(hdel/sld047JumelaboratesontakingCorreetiwaclions.”B. TheProcessofEvaluatingStrategies1. Stralegyevaluationisnecessaryfirallsizesandkindsoforgani/ations.StrategyCvaliwtionshouldinitiatemanagerialquestioningofexpectationsandassumptions,triggerareviewofobjectivesandvalues,andstimulatecr

15、eativityingeneratingaliema(ivesandtb11nula(ingcriteriaofevaluation.2. certainanx)uniofnumageme11bywxnderingaroundatalllevelsisessentialioe11eclivestrategyevaluation.3. Evaluatingstrategicsonacontinuousrathcrthanaperiodicbasisallowsbenchmarksofprogresstobeestablishedandnreeffectivelymonitored.4. Maii

16、ageisandemployeesofhefirmshouldcontinuallybeawareofwgressbeing11uletowardachievingthefirmsobjectives.Ascriticalsuccessfactorschange,rgani4ili0nalmembersshouldbeinvolvedinde(e11niningappropriatecrrecliveactions.VTN(VisittheNet):hilp:wN.ofm.wa.goWbUdgetmnnage3raiegic495siraegicDan.Mfprovidesthestrateg

17、icplanOftheWashingtonStateDepartmentofAgriculture,includingobjectivesandoutcomemeasuresfor2007-2009.aStratfgy-EVaijationframework,able9-3SummariZeSthestrategy-evaluationactivitiesintermsofkeyquestionsthatshouldbeaddressed,alternativeanswerstothosequestions,andappropriateactionsforanorganizationotake

18、.Rgure9-2illusiraesthestrategyevaluationfaeworic.A. ReviewingBasesofStrategy1. ASSowninFigure92bydevelopingarevisedEFEMatrixandIFEMatrix,theunderlyingbasesofanorganizationstrategycanbeapproachedatxireviewed.a. ArevisedIFEMatrixshouldfbcUSonchangesintheorganizationsTnanagCInenI,marketing,financcaccon

19、ting*PmduCtiOnfOpCraIiOns.R&D.andMISstrengthsandweaknesses.b. ArevisedEFEMatrixShOUldindicatehoweffectivelyafi11nsstrategiesIiavebeenin心POnSeokeyopportunitiesandthreats.2. r11isanalysisCoUldalsoaddresssuchquestionsasthefblk)ving:a. Howhavecompetitorsreactedtoourstrategies?b. Howhavecompetitorsstrate

20、gieschanged?c. I!avemajorcompetitors,strengthsandweaknesseschanged?d. WhyareConipetiiorsmakingcertainstrategicchanges?e. WhyaresomeColnPeIitOrstrategiesInOresuccessIulthanothers?f. Howsatisfiedarcourcompetitorswith(heirpresentmarketpositionsandprofitability?g. Howtarcanourmajorcompetitorsbepushedbef

21、oreretaliating?h. HowcouldwenreeflectivelyCOoPeraIewithourcompetitors?3NlnneroUSexternalamiinternalfactorscanpreventfl11sfn)machievingIong-Iennandannualobjectives.Externalopportunitiesandthreatsandinternalstrengthsandweaknessesthatrepresent(hebasesofcurrentstrategiesshouldcontinuallybenniioredIbrcla

22、nge.Heivaresomekeyquestionstoaddressinevaluatingstrategies:i. AOUrinternalNirenglhsstillstrengths?j. Haveweatklalxherinternalstrengths?Ifso,Whalarc(hey?k. Arcourinternalweaknessesstillwcxkncsscs?l. Dowenowhaveotherinternalweaknesses?Ifso.whatarethey?m. Areourexternalopportunitiesstillopportunities?n

23、. An?therenowotherexte11ulOPPOrtUniIies?IfSo.Whatarethey?o. Areourexternalthreatsstillthreats?p. Arctherenowolherexternalthreats?Ifso,whatarethey?q. Arcwcvulnerabletoahostiletakeover?VTW(VisittheNef):.sb(i.govsta11ingj)usinessplanninfilwsicJunilprovidesabusinessplanoutline.B. MeasuringOrganizational

24、Pertbrmance1. AnOtherimotamstrategy-evaluationactivityismeasuringoianizatioiialperformance.Thisactivityincludescomparingexpectedresultstoactualresults,investigatingdeviationsfromplans,evaluatingindividualperformance,andexaminingprogressbeingITUKiCtowardInCCtingsuitedobjectives.BohIong-Icnnandannualo

25、bjectivesareCOmmOnIyuSedinthisprocess.2. FaiImVtomakesalisfaclr),progresstowardaccomplishingIong-Iennorannualjeclivessignalsaneedlnthly.quarterly,orannually,andresultantactionsneededa?thendetermined.4. Quanlitalivecriteriacommonlyusedtoevaluatestrategicsarefinancialratios,whichstrategistsusetomaketh

26、reecriticalcomparisons:a. Comparingthefirm,sPerfonnanCeoverdifterenttimeperiods.b. Comparingthefi11n,sperlb11nacelocompetitors,alc. Comparingthefirmsperib11nancetoindustryaverages.5. KeyfinancialraiiosforIiwasuringorganizationalperformance:a. Returnoninvestment(ROl)b. Returnonequity(ROE)c. Pn)Iilmar

27、gind.Marketsharec.DebttoequityfEamingspershareg.Salesgrowthh.Assetgrowth6. SornepotentialProblemSareassociatedwithusingqualitativecriteriaforevaluatingstrategics.Somekcj,questionsthatrevealtheneedforqualitativeorintuitivejudgmentsinStratCgyevaluationarcasfollows:a. Howgoodisthefi11n,sbalanceofinvest

28、iientsbetweenhigh-riskandlow-riskprojects?192b. UowgoodisthelinnsbalanceofinvestmenlsbetweenIong-Iennandshor!-te11nprojects?c. Howgoodisthefirm,sbahnceOrinVeSUnentSbetweenslow-growingandtast-growingmarkets?d. Howgoodisthetrrn,sbalanceOfinvestiiientsamongdivisions?e. Towhatextentarthefirmsalternative

29、strategiessociallyresponsible?f. HOWare11uyorConIpCtiIorSlikely(oresorltoparticularstrategies?C. akingCorrectiveAction1. TheHiialst,ategy-evaluationactivity,takingcoectiveaction,requiresmakingchangesloreposilionafi11nCompelilivdyfor(helulure.2. AsindicatedinTable95.examplesofChangCSthatmaybeneededar

30、calteringanOrganizatioifsstructure,replacingoneormorekeyindividuals,sellingadivision,or1visingabusinessmission.3. Takingcomxtiveactionraisesemployeesandmanage11i,anxieties.ResearchsuggeststhatparticipationinSlralegy-Cvalualionactivitiesisoneofthebestwaystoovercomeindividuals*resistancetochange.4. St

31、rategj,evaluationcanleadtostrategy-tbrmulationchanges,strategy-implementationchanges,lxtl)ibrnulaionavdimplementationchanges,ornochangesatall.5. Correctiveactionshouldplaceanorganizationinabelterpositiontocapitalizeuponinternalstrengths;tolakeadvantageofkeyexternalopportunities;toavoid,reduce,ormiti

32、gateexternalthreats;andtoimproveinternalweaknesses.III. THEBA1.ANCEDSCORECARDA. ThebalancedscorecardallowsfirmsIoevaluatestrategiesfroml()urPerSPCXliVe$:Ilnancialperformance,customerknowledge,internalbusinessprocesses,andlearningandgrowth.Thebalancedscorecardanalysisrequiresthatfirmsseekanswerstothe

33、followingquestions:1. Howwellisthefir11continuallyimp11)vingandcreatingvaluealongmeasuressuchasinnovation,technologicalICadglip,p11xlclquality,operationalPn)CCNSefficiencies,ctc.?2. Howwellisthefi11nsustainingandevenimprovinguponitscorecompetenciesandCOmPetiIiVeadvantages?3. Howsatisflarethefirmscus

34、tomers?B. RveKeyIssues1. Cstonrs2. Managen,Employees3. OPerationS/Processes4. BusinessEIhies/NaturalEnvironment5. FinancialC. Table9-6providesanexampleofabalancedscorecard.IV. PUB1.ISHEDSOURCESOFSTRATEGYEVA1.UATlQN1NFORMTI()NA.ExamplesofHelpfulPublications1. AnumberofpublicationsarcIiclpftilinevalua

35、tingafirmsstrategies.Forexample.FortuneauallyidentifiesandevaluatestheFortune1.(XK(thelargestIiiaiwfactwvrs)andIheFortune5()(thelargestretailers,tranjx)rtationcompanies,utilities,banks,insurancecompanies,anddiversifiedIiaaMiaICorpOralionSinIlieUnitedSlates).Table9-7liststheMslAdmirudCompanyinVarious

36、InduMriesIbr2(X)9.2. AnotherexcellentevaluationofcorporationsinAmerica,TheAnnUalReportonAmeriCanIndUStiyJispublishedannuallyintheJanuaryissueofForbes.3. BusinessWeek.IndustryWeek,andDun,.vBusinessMonthalsoperiodicallypublishdetailedevaluationsofAi)ericanbusinessesandindustries.TeachingTip:Thefollowi

37、ngIhewebsiteaddressesofpublicationsdialfrequentlyxrtonthestrategiesOfAmericaiiinns.BusinessWeek:hllp:WWWFastCOmpan、;httpwuv.fastFortune:httpnwwy.CnnxoiTvniagazineszfbrtune/Forbes:httpwvw.fbrbes.conzIndustryWeek:httpwww.industr),week.conVRedHerring:http:/wwv.red,ierring.c()m/V. CHARAeTERISTlCSOFANEFF

38、ECTlVEEVA1.UATIONSYSTEMA. Strategyevaluationmuslnieelseveralbasicrequirementstobeeffective.1. StratcgJi-CvaluationactivitiesmustbeCConomiCaI;toomuchinlbrmationcanbejustasbadastoolittleinformation.1942. Stratcgjt-CVaIuationactivitiesshouldalsobenaningl;theyshouldspecificallyrehtetoa(kinsobjectives.3.

39、 Strategy-evaluationactivitiesshouldprovidetimelyinformation:onoccasionandinsomearendaily.4. Stratcg),evaluationshouldbedesignedtoprovideatruepictureofwhatishappening.5. Thestrategy-evaluationprocessshouldnotdominatedecisions;itshouldfostermutualunderstanding,trustandcommonsense.B. 1.argeorganizatio

40、nsinquirean)忙elalxrateanddetailedstrategy-evaluationsyMenbecauseilisiMredifficultIoCOordinaleeffkxtsamongdifferentdivisionsandfunctionalareas.C. hereisnooneidealstrategy-evaluationsystem.Theuniquecharacteristicsofanorganization,includingitssize,managementstyle,purpose,problems,andstrengthscandetermi

41、neastrategy-evaluationandcontrolSySIeInsfinaldesign.VI. CONTINGENCYP1.ANNINGA. EssenceofContingencyPlanning1. Abasicpremiseofgoodstrategicmanagementisthatfirmsplanways(odealWithunfavorablearulfavorableeventsbetbretheyoccur.2. ContingencyplansCanbedefinedasalternativeplasthatCanbeputintoCffCCtifcerta

42、inkeyeventsdonotoccurasexpected.B. EfiectiveContingencyPlanningInvolvesTlieseSteps:1. IdentifybothbeneficialandunfavorableeventsIhalcouldpossiblyderailthestrategyorstrategics.2. Specifytriggerpoints.Estimatewhencontingenteventsarelikelytooccur.3. AssessIheimpactofeachcontingentevent.Eslimate(hepoten

43、tialbenefitOrharmofCaChcontingentevent.4. Developcontingencyplans.BesurethatthecontingencyplansarecompatiblewithCUgNstrategyaklan?financiallyfeasible.5. AssesstheCounlerinipactofeachcontingencyplan.ThaIis,es(i11utehowmucheachcontingencyplanwillcapitalizeonorcancelotitsassociatedcontingentevent.Chapt

44、er9:StrategyReview,EMuaikm,adCOnIrol6. Determineearlywarningsignalsforkeycontingentevents.Monitor(heearlywarningsignals.7. Developadvancedactionplans(otakeadvantageoftheavailableleadtime.VII.AUDITINGA.AuditingisdefinedbytheAmerican/XccouniingASSoCiatiOn(AAA)as,asystematicprocessofobjectivelyobtainin

45、gandevaluatingevidenceregardingassertionsabouteconomicactionsandeventstoascertaintledegreeofColTeSPondenCBbetweenthoseassertionsantiestablishedcriteria,andcommunicatingtheresultslinterestedusers.*1. Auditorsexaminethefinancialstatementoffirmstodeterminewhethertheyhavebeenpreparedaccordingtogenerally

46、acceptedaccountingprinciples(GP)andwhether(heyfairlyrepresenttheactivitiesofthefirm.2. Independentauditorsuseasetofstandardscalledgenerallyacceptedaccountingstandards(GAAS).3. ThCneweraofinternationalfinancingreportingSlandanis(IFRS)isgainingg11)undasInanyU.S.companiesnowreporttheirfinancesusingboth

47、(heokiGAAPandthenewIFRS.TheaccountingswitchfromGAAPtoIFRSintheU.S.isgoingtocostbusinessesmillionsinupgradedsoftwaresystemsandtraining.4. MovementloIFRSfromGAAPencompassesacompanysentireOPeraliOns.includingauditing,oversight,cashma!iageneni.taxes,technology,software,investing,acquiring,merging,importing,exprting,pensionplanning,andpartnering.VIII.2产CENTURYCHA1.1.ENGESINSTRATEGICMANAGEMENTA. ChallengesA. D