Pertemuan 15 Evaluasi Strategi

Modul ke:

Fakultas

Program Studi

EVALUASI STRATEGIDr. Mirza, ST,MM

15FEB

AKUNTANSILetakkan foto Terbaik anda disini

Fred R. DavidPrentice Hall

Ch 9-2

Chapter Outline

• The Nature of Strategy Evaluation

• A Strategy-Evaluation Framework

• Published Sources of Strategy-Evaluation Information


Ch 9-3

Chapter Outline

• Characteristics of an Effective Evaluation System

• Contingency Planning

• Auditing


Ch 9-4

Chapter Outline

• Using Computers to Evaluate Strategy

• Guidelines for Effective Strategic Management


Ch 9-5

Implementing Strategies

Organizations are most vulnerable when they are at the peak of their success.

-- R.T. Lenz


Ch 9-6

Systematic Review, Evaluation & Control –

– Strategies become obsolete– Internal environments are dynamic– External environments are dynamic

Strategy Review, Evaluation & Control


Ch 9-7

• Strategy evaluation is vital to the organization’s well-being

• Alert management to potential or actual problems in a timely fashion

• Erroneous strategic decisions can have severe negative impact on organizations

Strategy Evaluation


Ch 9-8

3 Basic Activities –

1. Examining the underlying bases of a firms’ strategy

2. Comparing expected to actual results3. Corrective actions to ensure performance

conforms to plans

Strategy Evaluation


Ch 9-9

Strategy evaluation –

– Complex and sensitive undertaking

– Overemphasis can be costly and counterproductive

Strategy Evaluation


Ch 9-10

In many organizations, evaluation is an appraisal of performance –

• Have assets increased?• Increase in profitability?• Increase in sales?• Increase in productivity?• Profit margins, ROI and EPS ratios increased?

Strategy Evaluation


Ch 9-11

Four Criteria (Richard Rummelt):

• Consistency• Consonance• Feasibility• Advantage

Strategy Evaluation


Ch 9-12

Consistency

– Strategy should not present inconsistent goals and policies.

• Conflict and interdepartmental bickering symptomatic of managerial disorder and strategic inconsistency

Rummelt’s Criteria


Ch 9-13

Consonance

– Need for strategies to examine sets of trends

• Adaptive response to external environment• Trends are results of interactions among other trends



Ch 9-14

Feasibility

– Neither overtax resources or create unsolvable subproblems

• Organizations must demonstrate the abilities, competencies, skills and talents to carry out a given strategy



Ch 9-15

Advantage

– Creation or maintenance of competitive advantage

• Superiority in resources, skills, or position



Ch 9-16

Difficulty in strategy evaluation –

1. Increase in environment’s complexity2. Difficulty predicting future with accuracy3. Increasing number of variables

Strategy Evaluation


Ch 9-17

Difficulty in strategy evaluation –

4. Rate of obsolescence of plans5. Domestic and global events6. Decreasing time span for planning

certainty

Strategy Evaluation


Ch 9-18

Strategy evaluation should –

– Initiative managerial questioning– Trigger review of objectives and values– Stimulate creativity in generating

alternatives

Process of Strategy Evaluation


Ch 9-19

Review of underlying bases of strategy –

– Develop revised EFE Matrix

– Develop revised IFE Matrix

Reviewing Bases of Strategy


Ch 9-20

Review effectiveness of strategy –

1. Competitors’ reaction to strategy2. Competitors’ change in strategy3. Competitors’ changes in strengths and

weaknesses4. Reasons for competitors’ strategic change



Ch 9-21

Review effectiveness of strategy –

5. Reasons for competitors’ successful strategies6. Competitors’ present market positions and

profitability7. Potential for competitor retaliation8. Potential for cooperation with competitors



Ch 9-22

Monitor Threats and Opportunities and Weaknesses and Strengths

• Are our internal strengths still strengths?• Have we added additional strengths?• Are our weaknesses still weaknesses?• Have we other internal weaknesses?



Ch 9-23

Monitor Threats and Opportunities and Weaknesses and Strengths

• Are opportunities still opportunities?• Other external opportunities?• Are threats still threats?• Are there other threats?• Are we vulnerable to a hostile takeover?



Ch 9-24

Evaluation FrameworkI. Review Underlying Bases

Continue present course

II. Measure Firm Performance

III.Take

Corrective Actions

Differences?

Differences?

Yes

NO

Yes

NO


Ch 9-25

• Comparing expected to actual results• Investigating deviations from plan• Evaluating individual performance• Progress toward stated objectives

Measuring Organizational Performance


Ch 9-26

Quantitative criteria for strategy evaluation –

– Financial Ratios:• Compare performance over different periods• Compare performance to competitors• Compare performance to industry averages



Ch 9-27

Key Financial Ratios –

– Return on investment– Return on equity– Profit margin– Market share



Ch 9-28

Key Financial Ratios –

– Debt to equity– Earnings per share– Sales growth– Asset growth



Ch 9-29

Qualitative evaluation of strategy -

– Internal consistency of strategy– Consistency of strategy with environment– Strategy appropriate in view of resources– Acceptable degree of risk– Appropriate time frame– Workability of the strategy



Ch 9-30

Basic requirements for effective strategy evaluation –

– Economical– Meaningful– Generate useful information– Timely information– Provide a true picture of what is happening

Characteristics of Evaluation


Ch 9-31

Strategy-Evaluation Assessment Matrix

Continue courseYesNoNoCorrective actionsNoYesNoCorrective actionsYesYesNoCorrective actionsNoNoYesCorrective actionsYesNoYesCorrective actionsNoYesYesCorrective actionsYesYesYesCorrective actionsNoNoNo

Result

Has the firm progressed

satisfactorily toward achieving

its stated objectives?

Have major changes

occurred in the firm’s external strategic position?

Have major changes

occurred in the firm’s internal strategic position?


Ch 9-32

Premise of sound strategic management –

– Planning to deal with unfavorable and favorable events before they occur.

Contingency Planning


Ch 9-33

Contingency Planning –

– Alternative plans that can be put into effect if certain key events do not occur as expected

Contingency Planning


Ch 9-34

• Financial audits to determine correspondence between assertions based on strategic plans and established criteria

• Environmental audits to insure sound and safe practices

Auditing


Ch 9-35

Key Terms

• Advantage• Auditing• Consistency• Consonance• Contingency Plans• Corporate Agility• Feasibility


Ch 9-36

Key Terms

• Future Shock• Management by Wandering Around• Measuring Organizational Performance• Planning Process Audit (PPA)• Reviewing the Underlying Bases of an

Organization’s Strategy


Ch 9-37

Key Terms

• Revised EFE Matrix• Revised IFE Matrix• Taking Corrective Actions

Terima KasihDr.Mirza, ST,MM

Pertemuan 15 Evaluasi Strategi

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