Matakuliah
Tahun
: J0134/ Manajemen Strategik
: 2006
1

Strategy Review, Evaluation&Control
Strategy Evaluation
• 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
• Complex & sensitive undertaking
• Overemphasis can be costly & counterproductive
2

3 Basic Activities
1.
Examine the underlying bases of a firm’s strategy
2.
Compare expected to actual results
3.
Identify corrective actions to ensure that performance conforms to plans
Appraisal of Strategic Performance
• Have assets increased
• Increase in profitability
• Increase in sales
• Increase in productivity
• Profit margins, ROI, & EPS ratios increased
3

Rummelt’s
4 Criteria
Consistency
Consonance
Feasibility
Advantage
4

Consistency
• Strategy should not present inconsistent goals & policies
Consonance
• Neither overtax resources or create unsolvable subproblems
Feasibility
• Need for strategies to examine sets of trends
Advantage
• Creation or maintenance of competitive advantage
5

Kesulitan dalam Evaluasi Strategi
1.
Semakin meningkatnya kompleksitas lingkungan
2.
Sulitnya memprediksi masa depan secara akurat
3.
Semakin banyaknya variabel
4.
Tingkat keusangan rencana
5.
Kejadian-kejadian domestik maupun global
6.
Menurunnya rentang waktu bagi perencanaan yang pasti
Evaluasi Strategi Seharusnya….
• Merupakan inisiatif managerial
• Sebagai pemicu review atas objectives & values
• Menstimulasi kreatifitas dalam menghasilkan alternatif
6

I. Review Underlying Bases
Evaluation Framework
Differences?
NO
Yes
II. Measure Firm Performance
Differences?
Yes
NO
Continue present course
III.
Take
Corrective
Actions
7

Kerangka Evaluasi Strategi
• Review faktor yang mendasari strategi, review:
– Dasar strategi (matriks EFE & IFE)
– Efektifitas strategi (komparasi dengan pesaing)
– Perubahan SWOT
• Mengukur performance:
– Compare expected to actual results
– Investigate deviations from plan
– Evaluate individual performance
– Progress toward stated objectives
• Melakukan tindakan koreksi
8

Kriteria Kuantitatif Evaluasi Strategi
• Financial Ratios
– Compare performance over different periods
– Compare performance to competitors
– Compare performance to industry average
– ROI, ROE, Profit margin, market share, D/E ratio,
EPS, sales & aset growth
Kriteria Kualitatif Evaluasi Strategi
• Internal consistency of strategy
• Consistency with environment
• Appropriateness in view of resources
• Acceptable degree of risk
• Appropriate time frame
• Workability of the strategy
9

Balanced Scorecard
Evaluate strategies from 4 perspectives:
1. Financial performance
2. Customer knowledge
3. Internal business processes
4. Learning & growth
Contingency Planning
Alternative plans that can be put into effect if certain key events do not occur as expected
Auditing
• Financial audits determine correspondence between assertions based on strategic plan & established criteria
• Environmental audits insure sound and safe practices
10

Balanced Scorecard
Area of Objectives
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
Measure or
Target
Time
Expectati on
Primary
Responsibili ty
11

Karakteristik Evaluasi strategy
• Economical
• Meaningful
• Generates useful information
• Timely information
• Provides accurate picture of events
Tantangan Strategic Management
• Process is more an “art” than “science”
• Should strategies be visible or hidden from stakeholders
• Should process be more top-down or bottom up
12

Strategy-Evaluation Assessment Matrix
Have major changes occurred in the firm’s internal strategic position?
No
Yes
Yes
Yes
Yes
No
No
No
Have major changes occurred in the firm’s external strategic position?
No
Yes
Yes
No
No
Yes
Yes
No
Has the firm progressed satisfactorily toward achieving its stated objectives?
No
Yes
No
Yes
No
Yes
No
Yes
Result
Corrective actions
Corrective actions
Corrective actions
Corrective actions
Corrective actions
Corrective actions
Corrective actions
Continue course
13