企业的长期经营绩效是判断战略管理成就的一般标准。 常见的企业绩效指标包括会计指标，市场指标，经济附加值和平衡计分卡。

The long-term performance of an enterprise is a general standard to judge the achievement of strategic management. Common enterprise performance indicators include accounting indicators, market indicators, economic added value and balanced scorecard.

会计指标

Accounting Indicators

在管理研究和实践中，到目前为止，常用的绩效指标应该说是会计指标，例如各种利润率指标。 它的优点是易于计算和理解，并且通常易于获得数据，特别是对于需要公开许多相关信息的上市公司。 其缺点通常是受到企业管理者的控制和故意扭曲，时间跨度短，无法正确估计和考虑企业的无形资产。

In management research and practice, so far, the commonly used performance indicators should be said to be accounting indicators, such as various profit margin indicators. Its advantages are easy to calculate and understand, and generally easy to obtain data, especially for listed companies that need to disclose a lot of relevant information. Its disadvantages are usually controlled and deliberately distorted by enterprise managers, and the time span is short, so it is unable to correctly estimate and consider the intangible assets of enterprises.

市场指标

Market indicators

金融市场绩效也是战略管理文献中常见的企业绩效指标。 例如，股票价格的波动和市场价值的变化，以及市场价值与账面价值（或重置价值）的比率等。 它的优点是可比性强，前者可以与市场或指数进行比较，后者可以与企业之间进行比较。 当然，企业的市场价值也在一定程度上受到管理者的控制和操纵。

Financial market performance is also a common enterprise performance index in strategic management literature. For example, the ratio of replacement to the market value of the stock. Its advantage is strong comparability, the former can be compared with the market or index, the latter can be compared with enterprises. Of course, it is also controlled by market managers to a certain extent.

经济附加值

Economic added value

除了会计指标外，我们还可以使用所谓的经济附加值来衡量企业的绩效，重点是企业运营带来的经济租金，定义为税后净利润减去企业资金成本的加权平均值。 这种指数可以促使企业考虑资本使用成本，并寻找那些收益超过资金使用费用的项目以获得发展和盈利。

In addition to accounting indicators, we can also use the so-called economic value-added to measure the performance of enterprises, focusing on the economic rent brought by the operation of enterprises, which is defined as the weighted average value of net profit after tax minus the cost of capital. This kind of index can urge enterprises to consider the cost of capital use, and look for those projects whose income exceeds the cost of capital use in order to obtain development and profit.

利益相关者与平衡计分卡

Stakeholders and balanced scorecard

利益相关者理论一直强调，企业不仅应对股东负责，而且应对所有利益相关者负责，包括员工，客户，社区，合作伙伴等。不同的利益相关者重视不同的战略目标和相应的绩效指标。 如何协调和平衡多个指标是战略管理者面临的重要挑战。

Stakeholder theory has always stressed that enterprises should be responsible not only to shareholders, but also to all stakeholders, including employees, customers, communities, partners, etc. Different stakeholders attach importance to different strategic objectives and corresponding performance indicators. How to coordinate and balance multiple indicators is an important challenge for strategic managers.

随着世界各地各种商业丑闻的不断曝光，在许多方面对单纯追逐经济绩效指标和利润的做法提出了质疑。 使用多角度，多层次和多指标的综合绩效指标体系来调查企业的业务绩效的呼声也越来越高。 在这种思想趋势下，一个相对较新的观点是所谓的平衡计分卡，它强调从多维角度对企业绩效和健康状况进行全 面调查，并关注战略目标与可衡量绩效指标之间的明确匹配。 它的指标体系主要分为四类：财务方面，客户方面，企业内部方面以及创新和学习方面。 每个类别均包含更具体的目标及其相应的度量指标。

With the continuous exposure of various business scandals around the world, the simple pursuit of economic performance indicators and profits has been questioned in many aspects. The voice of using multi angle, multi-level and multi index comprehensive performance index system to investigate the business performance of enterprises is also increasing. In this trend of thinking, a relatively new point of view is the so-called balanced scorecard, which emphasizes a comprehensive survey of enterprise performance and health from a multidimensional perspective, and pays attention to the clear matching between strategic objectives and measurable performance indicators. Its index system is mainly divided into four categories: financial aspect, customer aspect, enterprise internal aspect and innovation and learning aspect. Each category contains more specific goals and their corresponding metrics.

然而，平衡计分卡的说法并没有清楚地解决究竟如何去平衡各项指标的问题。究竟是利润至上还是以人为本？经济利润与社会责任如何平衡？每个企业需要根据自己的情况和偏好给出自己的回答。

However, the Balanced Scorecard does not clearly solve the problem of how to balance the indicators. Is profit supreme or people-oriented? How to balance economic profit and social responsibility? Each enterprise needs to give its own answer according to its own situation and preference.

陈老师咨询通过深入分析市场动态，竞争状况，企业自身的优劣势，掌握详尽，全 面的信息，根据详尽，全 面的信息制定战略，建立有效的沟通方式，提高 效率和效益。 战略制定的可行性，确保达成战略共识和行动一致，分阶段实施战略目标，逐步实施，设计相应的评估和考核验收指标，并实施战略实施，及时跟进和改进，以确保取得好效应。 企业战略应紧贴核心价值，把握发展重点，制定完善的实施方案，促进资源配置的优化效果！

Through in-depth analysis of market dynamics, competition situation, advantages and disadvantages of the enterprise itself, Mr. Chen has mastered detailed and comprehensive information, formulated strategies based on detailed and comprehensive information, established effective communication methods, and improved efficiency and efficiency. The feasibility of strategy formulation is to ensure that strategic consensus and action are reached, the strategic objectives are implemented in stages and implemented step by step. The corresponding assessment and assessment acceptance indicators are designed, and the implementation of the strategy is implemented. Timely follow-up and improvement are made to ensure good results. Enterprise strategy should be close to the core value, grasp the development focus, formulate perfect implementation plan, and promote the optimization effect of resource allocation!

以上就是关于企业如何进行战略管理的评判标准的介绍，希望对大家有所帮助，如想了解更多资讯内容请点击官网：济南企业战略规划https://www.cclsbs.com。

The above is about how to evaluate the strategic management of enterprises, I hope to help you. For more information, please click the official website: Jinan enterprise strategic planning https://www.cclsbs.com 。