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CHAPTER 9 • STRATEGY REVIEW, EVALUATION, AND CONTROL 293

reveal what already has happened. For example, rather than simply being informed that
sales in the last quarter were 20 percent under what was expected, strategists need to
know that sales in the next quarter may be 20 percent below standard unless some action
is taken to counter the trend. Really effective control requires accurate forecasting.
Failure to make satisfactory progress toward accomplishing long-term or annual
objectives signals a need for corrective actions. Many factors, such as unreasonable poli-
cies, unexpected turns in the economy, unreliable suppliers or distributors, or ineffective
strategies, can result in unsatisfactory progress toward meeting objectives. Problems can
result from ineffectiveness (not doing the right things) or inefficiency (poorly doing the
right things).
Many variables can and should be included in measuring organizational perfor-
mance. As indicated in Table 9-4, typically a favorable or unfavorable variance is
recorded monthly, quarterly, and annually, and resultant actions needed are then
determined.
Determining which objectives are most important in the evaluation of strategies can be
difficult. Strategy evaluation is based on both quantitative and qualitative criteria.
Selecting the exact set of criteria for evaluating strategies depends on a particular organiza-
tion’s size, industry, strategies, and management philosophy. An organization pursuing a
retrenchment strategy, for example, could have an entirely different set of evaluative crite-
ria from an organization pursuing a market-development strategy. Quantitative criteria
commonly used to evaluate strategies are financial ratios, which strategists use to make
three critical comparisons: (1) comparing the firm’s performance over different time peri-
ods, (2) comparing the firm’s performance to competitors’, and (3) comparing the firm’s
performance to industry averages. Some key financial ratios that are particularly useful as
criteria for strategy evaluation are as follows:
1. Return on investment (ROI)
2. Return on equity (ROE)
3. Profit margin
4. Market share
5. Debt to equity
6. Earnings per share
7. Sales growth
8. Asset growth

TABLE 9-4 A Sample Framework for Measuring Organizational Performance
Factor Actual Result Expected Result Variance Action Needed
Corporate Revenues
Corporate Profits
Corporate ROI

Region 1 Revenues
Region 1 Profits
Region 1 ROI
Region 2 Revenues
Region 2 Profits
Region 2 ROI
Product 1 Revenues
Product 1 Profits
Product 1 ROI
Product 2 Revenues
Product 2 Profits
Product 2 ROI