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module_5.pptSTRATEGIC MANAGEMENT & BUSINESS POLICY
12TH EDITION
THOMAS L. WHEELEN J. DAVID HUNGER
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Pearson Education © 2010
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Evaluation and Control ensures that a company is achieving what it set out to accomplish by comparing performance with desired results and taking corrective action as needed
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Determine what to measure
Establish standards of performance
Measure actual performance
Compare actual performance with the standard
Take corrective action
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Pearson Education © 2010
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Pearson Education © 2010
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Pearson Education © 2010
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Appropriate Measures
Performance is the end result of activity
Steering controls measure variables that influence future profitability
- Cost per passenger mile (airlines)
- Inventory turnover ratio (retail)
- Customer satisfaction
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Types of Controls
- Output controls- specify what is to be accomplished by focusing on the end result
- Behavior controls specify how something is done through policies, rules, standard operating procedures and orders from supervisors
- Input controls emphasize resources
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Activity Based Costing
- Activity based costing- allocates indirect and direct costs to individual product lines based on value-added activities going into that product
- Allows accountants to charge costs more accurately since it allocates overhead more precisely
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Pearson Education © 2010
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Enterprise Risk Management a corporate-wide, integrated process for managing uncertainties that could negatively or positively influence the achievement of objectives
Identify the risks using scenario analysis, brainstorming, or performing risk assessments
Rank the risks, using some scale of impact and likelihood
Measure the risks using some agreed-upon standard
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Pearson Education © 2010
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Primary Measures of Corporate Performance
- Return on Investment (ROI)
- Earnings per share (EPS)
- Return on equity (ROE)
- Operating cash flow
- Free cash flow
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Pearson Education © 2010
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Popular Measures of Internet Companies
Non-Financial Measures
- Stickiness
- Eyeballs
- Mindshare
- Monthly unique viewers
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Pearson Education © 2010
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Pearson Education © 2010
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Pearson Education © 2010
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Shareholder Value- the present value of the anticipated future streams of cash flows from the business plus the value of the company if liquidated
Economic Value Added (EVA)- measures the difference between the pre-strategy and post-strategy values for the business
EVA=After tax income-total annual cost of capital
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Pearson Education © 2010
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Market Value Added (MVA)- measures the difference between the market value of a corporation and the capital contributed by shareholders and lenders
- Measures the stock market’s estimate of the net present value of a firm’s past and expected capital investment projects
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Pearson Education © 2010
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Balanced score card– combines financial measures that tell results of actions already taken with operational measures on customer satisfaction, internal processes and the corporation’s innovation and improvement activities
- Financial
- Customer
- Internal business perspective
- Innovation and learning
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Evaluating Top Management and the Board of Directors
- Chairman-CEO Feedback Instrument
- Management Audit
- Strategic Audit
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Pearson Education © 2010
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- Is Figure 11-1 a realistic model of the evaluation and
control process?
- What are some examples of behavior controls? Output
controls? Input controls?
- Is EVA an improvement over ROI, ROE, or EPS?
- How much faith can a manager place in transfer price
as a substitute for market price in measuring a profit
center’s performance?
- Is the evaluation and control process appropriate for a
corporation that emphasizes creativity? Are control and
creativity compatible?
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Pearson Education © 2010
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PowerPoint created by:
Ronald Heimler
- Dowling College- MBA
- Georgetown University- BS Business Administration
- Adjunct Professor- LIM College, NY
- Adjunct Professor- Long Island University, NY
- Lecturer- California State Polytechnic University, Pomona, CA
- President- Walter Heimler, Inc.
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Copyright © 2010 Pearson Education, Inc.
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