Strategic management a competitive advantage approach (sixteenth edition) part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Strategic management a competitive advantage approach (sixteenth edition) part 2
Strategic management a competitive advantage approach (sixteenth edition) part 2
PART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you s Strategic management a competitive advantage approach (sixteenth edition) part 2 should be able to do the following:9-1. Discuss the strategy-evaluation process, criteria, and methods used.9-2. Discuss three activities that comprise strategy evaluation.9-3. Describe and develop a Balanced Scorecard.9-4. Identify and describe published sources of strategy-evaluation information9- Strategic management a competitive advantage approach (sixteenth edition) part 2 5. Identify and describe six characteristics of an effective strategy-evaluation system9-6. Discuss the nature and role of contingency planning in strStrategic management a competitive advantage approach (sixteenth edition) part 2
ategy evaluation.9-7. Explain the role of auditing in strategy evaluation.9-8. Identify and discuss three twenty-first-century challenges in strategicPART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you s Strategic management a competitive advantage approach (sixteenth edition) part 2 d at the end of this chapter:EXERCISE 9A Examine 100 Balanced ScorecardsEXERCISE 9B Prepare a Strategy-Evaluation Report for Hershey CompanyEXERCISE 9C Evaluate Your University’s Strategies279www.downloadslide.net280 PART 4 • STRATEGY EVALUATIONThe best formulated and best implemented strategics bec Strategic management a competitive advantage approach (sixteenth edition) part 2 ome obsolete as a firm's external and internal environments change. It is essential, therefore, that strategists systematically review, evaluate, andStrategic management a competitive advantage approach (sixteenth edition) part 2
control the execution of strategies. This chapter presents a framework that can guide managers' efforts to evaluate strategic-management activities, tPART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you s Strategic management a competitive advantage approach (sixteenth edition) part 2 he exemplary company showcased because the Finn continually evaluates its strategies and lakes prompt corrective actions as needed, posting higher and higher revenues and profits every year.The Strategy-Evaluation Process. Criteria, and MethodsThe strategic-management process results in decisions th Strategic management a competitive advantage approach (sixteenth edition) part 2 at can have significant, long-lasting consequences. Erroneous strategic decisions can inflict severe penalties and can be exceedingly difficult, if noStrategic management a competitive advantage approach (sixteenth edition) part 2
t impossible, to reverse. T herefore, most strategists agree that strategy evaluation is vital to an organization's well being; timely evaluations canPART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you s Strategic management a competitive advantage approach (sixteenth edition) part 2 es:1.Examine the underlying bases of a firm's strategy.2.Compare expected results with actual results.3.lake corrective actions to ensure that performance conforms to plans.Figure 9-1 illustrates the strategy-evaluation stage of the strategic-management process (see white shading). Adequate and time Strategic management a competitive advantage approach (sixteenth edition) part 2 ly feedback is the cornerstone of effective strategy evaluation. Strategy evaluation can be no better than the information on which it is based. Too mStrategic management a competitive advantage approach (sixteenth edition) part 2
uch pressure from top managers may result in lower managers contriving numbers they think will lie satisfactory. Strategy evaluation can be a complex PART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you s Strategic management a competitive advantage approach (sixteenth edition) part 2 ' The more managers attempt to evaluate the behavior of others, the less control they have Yet too little or no evaluation can create even worse problems. Strategy evaluation is essential toEXEMPLARSHOWCASEDNike, Inc. (NKE)Tire sportswear ckJlhing giant, Nike, rs lunrnng away from rival firms with b Strategic management a competitive advantage approach (sixteenth edition) part 2 oth sales and earnings increases. Headquartered in Beaverton, Oregon, NikeX first-quarter (Of) 2015 revenues rose 25 percent in western I urope, 12 peStrategic management a competitive advantage approach (sixteenth edition) part 2
rcent in North America, and 20 percent in greater China. Analyst Iaurent Vasilescn recently announced. “Nike is eating Adidas' lunch, especially n wesPART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you s Strategic management a competitive advantage approach (sixteenth edition) part 2 consumer sales (includes Ni ke stores and NiStrategic management a competitive advantage approach (sixteenth edition) part 2
WN store features six or seven N KI brand categories, providing rhe very best innovative product and services. I or example, the NIKE Runn.cg store inPART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you s Strategic management a competitive advantage approach (sixteenth edition) part 2 Track Club for runners with Finish Line andƯK- Acid House WilliDicksSporting (roods Store. Nike store variation strategics allow lor premium pricing. Ill addition, Nike lias lactury stores ll w I provide a pierniurn prod OCT TO consumers shopping fnrvahie. I hese stores attract higher customer shop Strategic management a competitive advantage approach (sixteenth edition) part 2 per volumes.PART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you sPART 4STRATEGY EVALUATIONSource: Burmakin Andrey/123rf278Strategy Review, Evaluation, and ControlLEARNING OBJECTIVESAfter studying this chapter, you sGọi ngay
Chat zalo
Facebook