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Johnson Controls

Johnson Controls. Our commitment to exceed the expectations of customers is the engine for our growth, and is at the core of our success. Technology adds value to our products and services, giving customers additional reasons to choose Johnson Controls.

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Johnson Controls

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  1. Johnson Controls • Our commitment to exceed the expectations of customers is the engine for our growth, and is at the core of our success. • Technology adds value to our products and services, giving customers additional reasons to choose Johnson Controls. • Our goal is to enhance shareholder’s value. • Employee dedication to our customers is key to continued, profitable growth.

  2. Outsourcing is the largest source of growth for our company, benefiting our automotive, plastics, ,batteries and controls businesses. Whether it’s doing more within an automobile or a building, it adds up to a multi-billion dollar opportunity for Johnson Controls. Our customers expect Johnson Controls to be responsive to their needs anywhere in the world. Expanding our reach into emerging international markets like the Asia-Pacific region, Eastern Europe and South America is creating new opportunities for growth.

  3. Chapter 9 Strategy Review, Evaluation, and Control

  4. Nature of Strategy Evaluation • Examining the underlying bases of a firm’s strategies • Comparing forecasted results with actual results • Taking corrective actions to ensure that performance conforms to plans. • Adequate, accurate, and timely feedback is the cornerstone.

  5. Importance of Strategy Evaluation • Organizations face dynamic environments • External and internal factors changing quickly • Successful organizations should never be lulled into complacency.

  6. Strategy Evaluation is Difficult • Instability in world economies • Shorter product development and product life cycles • Constant technological advancements • More competitors; fewer regulated industries • International competition

  7. The Process of Evaluating Strategies • Necessary for all sizes and kinds of organizations. • Should be performed on a continuing basis. • Successful strategies may take years, so strategists need to combine patience with a willingness to take corrective action

  8. Strategy Evaluation Framework Strategy Evaluation Framework

  9. A Strategy-Evaluation Framework (Figure 9-2) Activity One: Review Underlying Bases of Strategy Evaluate internal situation Evaluate external situation Compare revised versus existing Internal Compare revised versus existing External Audit Information Audit Information Activity Three: Take Corrective Actions Do significant differences occur? Yes No Activity Two: Measure Organizational Performance: Compare planned versus actual progress toward meeting stated objectives Do significant differences occur? Yes No Continue present course

  10. Activity One:Reviewing Bases of Strategy • Re-examine external • How have competitors reacted to our strategies? • How could we more effectively cooperate with competitors? • Re-examine internal • Have we added strengths and/or corrected weaknesses? • Very important to continually be monitoring

  11. Measure Organizational Performance Compare Past Periods and to Industry Averages for the Company By Product By Division By Department By Geographic Area By Salesperson By Strategic Business Unit Compare to Pro Forma Projections Annual Objectives Long Term Obj.

  12. Activity Two:Measuring Organizational Performance • Quantitative measures • most commonly used are financial ratios • Return on investment; return of equity; profit margin; market share; debt to equity; earnings per share; sales growth; asset growth. • Intuitive judgments of performance • Internal consistency of strategies • Acceptable level of risk

  13. Activity Three:Taking Corrective Actions • Making changes to reposition a firm competitively for the future.

  14. Take Corrective Action Revise Mission Alter Goals and Objectives Establish New Goals and Objectives Alter Strategies Establish New Policies Hire New Employees or Managers Close or Open New Facilities

  15. Take Corrective Action (cont.) Expand or Diversify Institute Advertising Campaign Purchase New Equipment Allocate resources differently Countless Other Actions May Be Needed

  16. Contingency Planning • Alternative plans that can be put into effect if certain key events do not occur as expected. • Acquisitions: BT and MCI • Alternative strategies not selected can serve as contingency plans. • Sometimes unexpected opportunities occur.

  17. The End • and The Beginning

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