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    Daru Amanta
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    Strategy evaluation is vital for organizations to adapt to changing environments. It has both long-term and short-term aspects and involves examining strategy foundations, comparing expected and actual results, and taking corrective actions. The document provides questions to evaluate strategies externally using competitors' actions and internally using organizational strengths and weaknesses. It also questions how well the organization innovates, sustains core strengths, and satisfies customers.

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    Strategy evaluation is vital for organizations to adapt to changing environments. It has both long-term and short-term aspects and involves examining strategy foundations, comparing expected and actual results, and taking corrective actions. The document provides questions to evaluate strategies externally using competitors' actions and internally using organizational strengths and weaknesses. It also questions how well the organization innovates, sustains core strengths, and satisfies customers.

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    5 views12 pages

    PPT10

    Uploaded by

    Daru Amanta
    Strategy evaluation is vital for organizations to adapt to changing environments. It has both long-term and short-term aspects and involves examining strategy foundations, comparing expected and actual results, and taking corrective actions. The document provides questions to evaluate strategies externally using competitors' actions and internally using organizational strengths and weaknesses. It also questions how well the organization innovates, sustains core strengths, and satisfies customers.

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    © All Rights Reserved
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    STRATEGIC EVALUATION

    PPT 10
    STRATEGIC EVALUATION
    • Strategy evaluation is vital to an organization’s well-being because organizations
    face dynamic environments in which key external and internal factors often
    change quickly and dramatically
    • Strategy evaluation must have both a long-run and short-run focus
    • Strategy evaluation includes three basic activities:
    (1) Examining the underlying bases of a firm’s strategy,
    (2) Comparing expected results with actual results, and
    (3) Taking corrective actions to ensure that performance conforms to plans
    EFE (External Evaluation Matrix) Question
    1. How have competitors reacted to our strategies?
    2. How have competitors’ strategies changed?
    3. Have major competitors’ strengths and weaknesses changed?
    4. Why are competitors making certain strategic changes?
    5. Why are some competitors’ strategies more successful than others?
    6. How satisfied are our competitors with their present market positions and
    profitability?
    7. How far can our major competitors be pushed before retaliating?
    8. How could we more effectively cooperate with our competitors?
    IFE (Internal Evaluation Matrix) Question
    1. Are our internal strengths still strengths?
    2. Have we added other internal strengths? If so, what are they?
    3. Are our internal weaknesses still weaknesses?
    4. Do we now have other internal weaknesses? If so, what are they?
    5. Are our external opportunities still opportunities?
    6. Are there now other external opportunities? If so, what are they?
    7. Are our external threats still threats?
    8. Are there now other external threats? If so, what are they?
    9. Are we vulnerable to a hostile takeover?
    Evaluation Question
    1. How well is the firm continually improving and creating value along measures
    such as innovation, technological leadership, product quality, operational
    process efficiencies, and so on?
    2. How well is the firm sustaining and even improving upon its core competencies
    and competitive advantages?
    3. How satisfied are the firm’s customers
    1. What is the relationship among organizational structure, control, and culture?
    Give some examples of when and under what conditions a mismatch among
    these components might arise.
    2. What kind of structure best describes the way your (a) business school and (b)
    university operate? Why is the structure appropriate? Would another structure
    fit better?
    3. When would a company choose a matrix structure? What are the problems
    associated with managing this structure, and why might a product team
    structure be preferable?
    4. For each of the structures discussed in the chapter, outline the most suitable
    control systems.
    5. What kind of structure, controls, and culture would you be likely to find in (a) a
    small manufacturing company, (b) a chain store, and (c) a high-tech company

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