企業(yè)戰(zhàn)略管理講義(ppt60頁)(編輯修改稿)
2025-02-12 20:04 本頁面
【文章內(nèi)容簡(jiǎn)介】 ults將實(shí)際結(jié)果與預(yù)期結(jié)果相比較 ? Investigate deviations from plan考察實(shí)際進(jìn)程對(duì)比計(jì)劃的差距 ? Evaluate individual performance評(píng)價(jià)個(gè)人績(jī)效 ? Progress toward stated objectives檢查在實(shí)現(xiàn)既定目標(biāo)過程上已經(jīng)取得的成績(jī) Measuring Organizational Performance 27 Copyright 2023 Prentice Hall Strategy Review, Evaluation, Control ? Financial Ratios ? Compare performance over different periods比較公司在不同經(jīng)營(yíng)期的經(jīng)營(yíng)業(yè)績(jī) ? Compare performance to petitors與競(jìng)爭(zhēng)對(duì)手比較業(yè)績(jī) ? Compare performance to industry averages與行業(yè)平均水平進(jìn)行比較 Quantitative Criteria for Strategy Evaluation 28 Copyright 2023 Prentice Hall Strategy Review, Evaluation, Control ? Return on investment (ROI)投資收益率 ? Return on equity (ROE)股本收益率 ? Profit margin盈利率 ? Market Share市場(chǎng)份額 Key Financial Ratios 29 Copyright 2023 Prentice Hall Strategy Review, Evaluation, Control ? Debt to equity權(quán)益收益率 ? Earnings per share (EPS)每股收益 ? Sales growth銷售增長(zhǎng)率 ? Asset growth資產(chǎn)增長(zhǎng)率 Key Financial Ratios 30 Copyright 2023 Prentice Hall Strategy Review, Evaluation, Control ? Internal consistency of strategy戰(zhàn)略與內(nèi)部條件一致嗎 ? Consistency with environment戰(zhàn)略與外部環(huán)境一致嗎 ? Appropriateness in view of resources戰(zhàn)略與可資利用的資源相匹配嗎 Qualitative Evaluation of Strategy 31 Copyright 2023 Prentice Hall Strategy Review, Evaluation, Control ? Acceptable degree of risk戰(zhàn)略所涉及的風(fēng)險(xiǎn)程度可以接受嗎 ? Appropriate time frame戰(zhàn)略實(shí)施的時(shí)間個(gè)適當(dāng)嗎 ? Workability of the strategy戰(zhàn)略可行嗎 Qualitative Evaluation of Strategy 32 Copyright 2023 Prentice Hall 定性與直覺判斷問題 ? 高風(fēng)險(xiǎn)與低風(fēng)險(xiǎn)項(xiàng)目之間的平衡 ? 長(zhǎng)期項(xiàng)目與短期項(xiàng)目之間的平衡 ? 緩慢增長(zhǎng)市場(chǎng)與快速增長(zhǎng)市場(chǎng)之間的平衡 ? 各事業(yè)產(chǎn)部之間的平衡 ? 各種備選戰(zhàn)略方案在多大程度上體現(xiàn)社會(huì)責(zé)任 ? 關(guān)鍵內(nèi)部戰(zhàn)略因素與關(guān)鍵外部戰(zhàn)略因素之間的關(guān)系如何 ? 主要競(jìng)爭(zhēng)對(duì)手可能對(duì)本企業(yè)的各種戰(zhàn)略做出怎樣的反應(yīng) 33 Copyright 2023 Prentice Hall Taking corrective action ? 通過企業(yè)變革為未來進(jìn)行更有力競(jìng)爭(zhēng)力重新定位 ? 調(diào)整組織結(jié)構(gòu) ? 更換一個(gè)或多個(gè)關(guān)鍵人員 ? 出售業(yè)務(wù)部 ? 修改企業(yè)使命陳述 ? 確定或修改目標(biāo) ? 制定新政策 ? 發(fā)行股票 ? 新增銷售人員 ? 重新配置資源 ? 采用新績(jī)效激勵(lì)辦法 34 Copyright 2023 Prentice Hall Strategy Review, Evaluation, Control Evaluate strategies from 4 perspectives: 1. Financial performance財(cái)務(wù)業(yè)績(jī) 2. Customer knowledge顧客認(rèn)知 3. Internal business processes內(nèi)部商務(wù) 4. Learning growth學(xué)習(xí)與進(jìn)步 Balanced Scorecard 35 Copyright 2023 Prentice Hall Balanced Scorecard Area of Objectives Measure or Target Time Expectation Primary Responsibility Customers 1 2 Managers/Employees 1 2 Operations/Processes 1 2 Community/Social Responsibility 1 2 Business Ethics/Natural Environment 1 2 Financial 1 2 36 Copyright 2023 Prentice Hall KPI相關(guān)概念 ? KPA（ Key Process Area )意為關(guān)鍵過程領(lǐng)域，這些關(guān)鍵過程域指出了企業(yè)需要集中力量改進(jìn)和解決問題的過程。同時(shí)，這些關(guān)鍵過程域指明了為了要達(dá)到該能力成熟度等級(jí)所需要解決的具體問題。每個(gè) KPA都明確地列出一個(gè)或多個(gè)的目標(biāo)（ Goal），并且指明了一組相關(guān)聯(lián)的關(guān)鍵實(shí)踐（ Key Practices）。實(shí)施這些關(guān)鍵實(shí)踐就能實(shí)現(xiàn)這個(gè)關(guān)鍵過程域的目標(biāo)，從而達(dá)到增加過程能力的效果。我們也可以從人力資源管理角度意為 KPA（ Key Performance Action）意為關(guān)鍵績(jī)效行動(dòng)，可以簡(jiǎn)單叫做關(guān)鍵行為指標(biāo)，當(dāng)一件任務(wù)暫時(shí)沒有找到可衡量的 KPI或一時(shí)難以量化的時(shí)候，可以對(duì)完成任務(wù)關(guān)鍵的幾個(gè)分解動(dòng)作進(jìn)行要求，形成多個(gè)目
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