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294 PART 4 • STRATEGY EVALUATION

But some potential problems are associated with using quantitative criteria for evalu-
ating strategies. First, most quantitative criteria are geared to annual objectives rather than
long-term objectives. Also, different accounting methods can provide different results on
many quantitative criteria. Third, intuitive judgments are almost always involved in deriv-
ing quantitative criteria. For these and other reasons, qualitative criteria are also important
in evaluating strategies. Human factors such as high absenteeism and turnover rates, poor
production quality and quantity rates, or low employee satisfaction can be underlying
causes of declining performance. Marketing, finance/accounting, R&D, or management
information systems factors can also cause financial problems.
Some additional key questions that reveal the need for qualitative or intuitive
judgments in strategy evaluation are as follows:

1. How good is the firm’s balance of investments between high-risk and low-risk
projects?
2. How good is the firm’s balance of investments between long-term and short-term
projects?
3. How good is the firm’s balance of investments between slow-growing markets
and fast-growing markets?
4. How good is the firm’s balance of investments among different divisions?
5. To what extent are the firm’s alternative strategies socially responsible?
6. What are the relationships among the firm’s key internal and external strategic factors?
7. How are major competitors likely to respond to particular strategies?

Taking Corrective Actions
The final strategy-evaluation activity, taking corrective actions, requires making changes
to competitively reposition a firm for the future. As indicated in Table 9-5, examples of
changes that may be needed are altering an organization’s structure, replacing one or more
key individuals, selling a division, or revising a business mission. Other changes could
include establishing or revising objectives, devising new policies, issuing stock to raise
capital, adding additional salespersons, differently allocating resources, or developing new
performance incentives. Taking corrective actions does not necessarily mean that existing
strategies will be abandoned or even that new strategies must be formulated.

The probabilities and possibilities for incorrect or inappropriate actions increase
geometrically with an arithmetic increase in personnel. Any person directing an
overall undertaking must check on the actions of the participants as well as the
results that they have achieved. If either the actions or results do not comply with
preconceived or planned achievements, then corrective actions are needed. 5

TABLE 9-5 Corrective Actions Possibly Needed
to Correct Unfavorable Variances
1. Alter the firm’s structure
2. Replace one or more key individuals
3. Divest a division
4. Alter the firm’s vision and/or mission
5. Revise objectives
6. Alter strategies
7. Devise new policies
8. Install new performance incentives
9. Raise capital with stock or debt
10. Add or terminate salespersons, employees, or managers
11. Allocate resources differently
12. Outsource (or rein in) business functions