Stegmann Strategic Value Management

Stock Value Creation and the Management of the Firm
1. Auflage 2009
ISBN: 978-0-470-53884-5
Verlag: John Wiley & Sons
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 320 Seiten, E-Book

Reihe: Wiley Finance Editions

Innovative strategic management solutions for today's market
Strategic Value Management addresses common problemsamong business managers and other professionals involved inthinking about developing and managing organizations. In it, authorJuan Pablo Stegmann integrates all strategic management andbusiness strategy into an innovative standard that introduces keymetrics to strategic management and stock value creation. He arguesthat most complex business issues can be reduced to the threedimensions of stock value creation-profits, sales growth, andcapital-that are linked to three critical strategic managementdecisions-competition, innovation, and resources. His new approachindicates that every strategy has a clear dollar metric, which canmeasure its consequences of the strategies in terms of stockvalue.
* Competitive and growth strategies are analyzed along witheconomic, financial, dynamic, and contingent approaches
* Includes a companion CD-ROM, which contains Stegmann's provenmodel for strategic management and stock value creation
* Ethical consequences of strategic decisions areintroduced-showing how ethics are linked to long-term stock valuecreation
* Explains the roots of the current financial crisis by examiningthe link between the financial world and strategic management, andproposes possible solutions
For any looking to enhance their understanding of thisdiscipline, Strategic Value Management offers a newconceptual model for thinking about business strategy and its linkto stock value creation.

Autoren/Hrsg.

Stegmann, Juan Pablo

Inhaltsverzeichnis

Preface.
Why You Need this Book.
Purpose of This Book.
The Importance of Business Ethics.
Organization of this Book.
Suggestions for Reading this Book.
Acknowledgments.
PART ONE The Foundations of the Model.
Reflections: What Is Valuable About Part 1?
Suggestions for Reading Part 1.
Chapter 1 Introduction to Strategic Value Management.
Strategic Management's History: An Atomized Discipline.
Problems of Strategic Management Today.
The Strategy-Value Model.
A Final Word.
Takeaways.
Chapter 2 The Strategy-Value Model.
Part 1: Stock Value Creation.
Part 2: The Strategy-Value Model: A Bridge between Stock ValueCreation and Strategic Management.
Part 3: The Strategy-Value Model and the Strategic ManagementLiterature.
Integrating Examples.
Takeaways.
PART TWO: Stock Value Creation and the Strategy of theFirm.
Reflections: What Is Valuable about Part 2?
Suggestions for Reading Part 2.
Chapter 3 Drivers of Capital.
The Resources as Pillars of Stock Value Creation.
The Intellectual Capital as the Most Critical Unique InimitableResource.
The Vision and Mission of the firm as Key Resources, Drivers ofCapital.
Knowledge Management and Stock Value Creation.
Integrating Examples.
Takeaways.
Chapter 4 Resources Strategies.
Porter's Approach to Resources Strategies.
Alliances as a Way to Share Resources.
The Portfolio Models and Resources Strategies.
Structuring the Resources.
Integrating Example
Takeaways.
Chapter 5 Drivers of Profits.
Environment Analysis of Competition.
Industry Attractiveness.
The Competitive Position.
The Organization Analyzes the Competitive Environment.
Integrating Example.
Takeaways.
Chapter 6 Competitive Strategies.
Introduction to Competitive Strategies.
Perfect Competition Strategies.
Monopolistic Competition Strategies.
Oligopoly Competition Strategies.
Monopoly Strategies.
Integrating Example
Takeaways.
Notes.
Chapter 7 Drivers of Growth.
Identifying Opportunities and Threats.
Integrating Example.
Takeaways.
Chapter 8 Innovation Strategies.
Innovation and the Strategy-Value Model.
Innovation Strategies and Resources.
The Strategy-Value Model Integrates Other Models andDisciplines.
Integrating Example.
Takeaways.
PART THREE Making Decisions.
Reflections: What Is Valuable About Part 3?
Chapter 9 Strategic Planning and Control.
Strategic Planning as a Decision-Making Process.
The Strategic Plan.
The Strategy-Value Model Integrates the Intellectual CapitalModel and the Balanced Scorecard.
The Strategy-Value Model Integrates the Baldrige NationalQuality Award.
The Different Types of Strategic Plans Are Integrated into theStrategy-Value Model.
Takeaways.
Chapter 10 Business Ethics.
Work Ethic and Wealth Creation.
Maximizing Stock Value: The Ethical Debate.
The Ethical Consequences.
Finding Balance: The Core of the Debate.
Working on the Supply and Demand Sides: The Quest forValues.
Takeaways.
APPENDIX Deconstructing the EVA Model.
Why the EVA Model Was Developed.
What is the NOPLAT?
What is the WACC?
What is the Operating Capital?
The EVA: The Horizontal Axis of the Strategy-Value Model.
The Market Value Added (MVA): the Right Panel of theStrategy-Value Model.
Some Warnings about the EVA Equation.
References
About the Author
About the CD-ROM.
Index.

Über Autor(innen)

Juan Pablo Stegmann has a unique, integrative international business and academic background. With two PhDs and two master's degrees in economics, finance, business strategy, and engineering, he has held senior positions in almost any area of the organization, and some specifically integrating areas such as general management, investment and commercial banking, finance, and strategic and knowledge management at leading multinational firms such as Citibank, Bank of America, N. M. Rothschild (UK), and Telefonica. He has also worked with leading consulting firms such as McKinsey, Boston Consulting, A. T. Kearney, Booz Allen, and others.