1. Ch 9 -1 Module 9 Strategy Review, Evaluation, and Control

2. Ch 9 -2

3. Ch 9 -3 “Organizations are most vulnerable when they are at the peak of their success.” – R. T. Lenz Strategy Evaluation

4. Ch 9 -4 – Strategies become obsolete – Internal environments are dynamic – External environments are dynamic Strategy Review, Evaluation, and Control

5. Ch 9 -5 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 Strategy Review, Evaluation, and Control Strategy Evaluation

6. Ch 9 -6 1. Examine the underlying bases of a firm’s strategy 2. Compare expected to actual results 3. Take corrective actions to ensure that performance conforms to plans Strategy Review, Evaluation, and Control Three Basic Activities

7. Ch 9 -7 Complex & sensitive undertaking Overemphasis can be expensive & counterproductive Strategy Review, Evaluation, and Control Strategy Evaluation

8. Ch 9 -8 Strategy Review, Evaluation, and Control Increase in assets? Increase in profitability? Increase in sales? Increase in productivity? Increases in profit margins, ROI, and EPS ratios? Appraisal of Strategic Performance

9. Ch 9 -9 Strategy Review, Evaluation, and Control Consonance Consistency Feasibility Advantage Rumelt’s 4 Criteria

10. Ch 9 -10 Strategy Review, Evaluation, and Control Strategy should not present inconsistent goals and policies Consistency

11. Ch 9 -11 Strategy Review, Evaluation, and Control Consonance Consistency Feasibility Advantage Rumelt’s 4 Criteria

12. Ch 9 -12 Strategy Review, Evaluation, and Control Need for strategists to examine sets of trends, as well as individual trends Consonance

13. Ch 9 -13 Strategy Review, Evaluation, and Control Consonance Consistency Feasibility Advantage Rumelt’s 4 Criteria

14. Ch 9 -14 Strategy Review, Evaluation, and Control Neither overtax resources nor create unsolvable subproblems Feasibility

15. Ch 9 -15 Strategy Review, Evaluation, and Control Consonance Consistency Feasibility Advantage Rumelt’s 4 Criteria

16. Ch 9 -16 Strategy Review, Evaluation, and Control Creation or maintenance of competitive advantage Advantage

17. Ch 9 -17 Strategy Review, Evaluation, and Control 1. Increase in environment’s complexity 2. Difficulty predicting future with accuracy 3. Increasing number of variables Difficulties in Strategy Evaluation

18. Ch 9 -18 Strategy Review, Evaluation, and Control 4. Rate of obsolescence of plans 5. Domestic and global events 6. Decreasing time span for planning certainty Difficulties in Strategy Evaluation

19. Ch 9 -19 Strategy Review, Evaluation, and Control Initiate managerial questioning of expectations and assumptions Trigger a review of objectives & values Stimulate creativity in generating alternatives and formulating criteria for evaluation Strategy Evaluation Should –

20. Ch 9 -20 Strategy Review, Evaluation, and Control Develop revised IFE Matrix Develop revised EFE Matrix Review of Underlying Bases of Strategy –

21. Ch 9 -21 Strategy Review, Evaluation, and Control 1. Competitors’ reaction to strategy 2. Competitors’ change in strategy 3. Competitors’ changes in strengths & weaknesses 4. Reasons for competitors’ strategic change Review Effectiveness of Strategy –

22. Ch 9 -22 Strategy Review, Evaluation, and Control 5. Reasons for competitors’ successful strategies 6. Competitors’ satisfaction with present market positions & profitability 7. Potential for competitor retaliation 8. Potential for cooperation with competitors Review Effectiveness of Strategy –

23. Ch 9 -23 Strategy Review, Evaluation, and Control Are strengths still strengths? Have we added additional strengths? Are weaknesses still weaknesses? Have we developed other weaknesses? Monitor Strengths & Weaknesses; Opportunities & Threats

24. Ch 9 -24 Strategy Review, Evaluation, and Control Are opportunities still opportunities? Other opportunities develop? Are threats still threats? Other threats emerged? Are we vulnerable to hostile takeover? Monitor Strengths & Weaknesses; Opportunities & Threats

25. Ch 9 -25

26. Ch 9 -26

27. Ch 9 -27 Strategy Review, Evaluation, and Control Compare expected to actual results Investigate deviations from plan Evaluate individual performance Examine progress toward stated objectives Measuring Organizational Performance

28. Ch 9 -28 Strategy Review, Evaluation, and Control Financial Ratios  Compare performance over different periods  Compare performance to competitors’  Compare performance to industry averages Quantitative Criteria for Strategy Evaluation

29. Ch 9 -29 Strategy Review, Evaluation, and Control Return on investment (ROI) Return on equity (ROE) Profit margin Market share Debt to equity Earnings per share (EPS) Sales growth Asset growth Key Financial Ratios

30. Ch 9 -30 Strategy Review, Evaluation, and Control Human Resource Factors Marketing Finance/Accounting R&D Management Information Systems Qualitative Evaluation of Strategy

31. Ch 9 -31

32. Ch 9 -32 Strategy Review, Evaluation, and Control Evaluate strategies from 4 perspectives: 1. Financial performance 2. Customer knowledge 3. Internal business processes 4. Learning & growth Balanced Scorecard

33. Ch 9 -33

34. Ch 9 -34 Strategy Review, Evaluation, and Control Economical Meaningful Generates useful information Timely information Provides accurate picture of events Characteristics of an Effective Evaluation System

35. Ch 9 -35 Strategy Review, Evaluation, and Control Alternative plans that can be put into effect if certain key events do not occur as expected Contingency Planning

36. Ch 9 -36 Strategy Review, Evaluation, and Control 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 Auditing

37. Ch 9 -37 Strategy Review, Evaluation, and Control 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? 21 st Century Challenges in Strategic Management