Matakuliah
Tahun
: J0134/ Manajemen Strategik
: 2006
EVALUASI & PENGENDALIAN
STRATEGI
Pertemuan 25
1
Strategy Review, Evaluation&Control
-- Strategies become obsolete
-- Internal environments are dynamic
-- External environments are dynamic
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
Consistency
Rummelt’s
4 Criteria
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.
2.
3.
4.
5.
6.
Semakin meningkatnya kompleksitas lingkungan
Sulitnya memprediksi masa depan secara akurat
Semakin banyaknya variabel
Tingkat keusangan rencana
Kejadian-kejadian domestik maupun global
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
Evaluation Framework
I. Review Underlying Bases
Differences?
Yes
NO
II. Measure Firm Performance
Differences?
III.
Take
Corrective
Actions
Yes
NO
Continue present course
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
Measure or
Target
Time
Expectati
on
Primary
Responsibili
ty
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
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?
Have major
changes
occurred in the
firm’s external
strategic
position?
No
No
No
Corrective actions
Yes
Yes
Yes
Corrective actions
Yes
Yes
No
Corrective actions
Yes
No
Yes
Corrective actions
Yes
No
No
Corrective actions
No
Yes
Yes
Corrective actions
No
Yes
No
Corrective actions
No
No
Yes
Continue course
Has the firm
progressed
satisfactorily toward
achieving its stated
objectives?
Result
13