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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
Fred R. DavidPrentice Hall
Ch 9-3
Chapter Outline
• Characteristics of an Effective Evaluation System
• Contingency Planning
• Auditing
Fred R. DavidPrentice Hall
Ch 9-4
Chapter Outline
• Using Computers to Evaluate Strategy
• Guidelines for Effective Strategic Management
Fred R. DavidPrentice Hall
Ch 9-5
Implementing Strategies
Organizations are most vulnerable when they are at the peak of their success.
-- R.T. Lenz
Fred R. DavidPrentice Hall
Ch 9-6
Systematic Review, Evaluation & Control –
– Strategies become obsolete– Internal environments are dynamic– External environments are dynamic
Strategy Review, Evaluation & Control
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
Ch 9-9
Strategy evaluation –
– Complex and sensitive undertaking
– Overemphasis can be costly and counterproductive
Strategy Evaluation
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
Ch 9-11
Four Criteria (Richard Rummelt):
• Consistency• Consonance• Feasibility• Advantage
Strategy Evaluation
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
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
Rummelt’s Criteria
Fred R. DavidPrentice Hall
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
Rummelt’s Criteria
Fred R. DavidPrentice Hall
Ch 9-15
Advantage
– Creation or maintenance of competitive advantage
• Superiority in resources, skills, or position
Rummelt’s Criteria
Fred R. DavidPrentice Hall
Ch 9-16
Difficulty in strategy evaluation –
1. Increase in environment’s complexity2. Difficulty predicting future with accuracy3. Increasing number of variables
Strategy Evaluation
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
Ch 9-18
Strategy evaluation should –
– Initiative managerial questioning– Trigger review of objectives and values– Stimulate creativity in generating
alternatives
Process of Strategy Evaluation
Fred R. DavidPrentice Hall
Ch 9-19
Review of underlying bases of strategy –
– Develop revised EFE Matrix
– Develop revised IFE Matrix
Reviewing Bases of Strategy
Fred R. DavidPrentice Hall
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
Reviewing Bases of Strategy
Fred R. DavidPrentice Hall
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
Reviewing Bases of Strategy
Fred R. DavidPrentice Hall
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?
Reviewing Bases of Strategy
Fred R. DavidPrentice Hall
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?
Reviewing Bases of Strategy
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
Ch 9-25
• Comparing expected to actual results• Investigating deviations from plan• Evaluating individual performance• Progress toward stated objectives
Measuring Organizational Performance
Fred R. DavidPrentice Hall
Ch 9-26
Quantitative criteria for strategy evaluation –
– Financial Ratios:• Compare performance over different periods• Compare performance to competitors• Compare performance to industry averages
Measuring Organizational Performance
Fred R. DavidPrentice Hall
Ch 9-27
Key Financial Ratios –
– Return on investment– Return on equity– Profit margin– Market share
Measuring Organizational Performance
Fred R. DavidPrentice Hall
Ch 9-28
Key Financial Ratios –
– Debt to equity– Earnings per share– Sales growth– Asset growth
Measuring Organizational Performance
Fred R. DavidPrentice Hall
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
Measuring Organizational Performance
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
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?
Fred R. DavidPrentice Hall
Ch 9-32
Premise of sound strategic management –
– Planning to deal with unfavorable and favorable events before they occur.
Contingency Planning
Fred R. DavidPrentice Hall
Ch 9-33
Contingency Planning –
– Alternative plans that can be put into effect if certain key events do not occur as expected
Contingency Planning
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
Ch 9-35
Key Terms
• Advantage• Auditing• Consistency• Consonance• Contingency Plans• Corporate Agility• Feasibility
Fred R. DavidPrentice Hall
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
Fred R. DavidPrentice Hall
Ch 9-37
Key Terms
• Revised EFE Matrix• Revised IFE Matrix• Taking Corrective Actions
Terima KasihDr.Mirza, ST,MM