Strategic Value Management: Stock Value Creation and the Management of the Firm

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John Wiley & Sons, Oct 5, 2009 - Business & Economics - 320 pages

Innovative strategic management solutions for today's market

Strategic Value Management addresses common problems among business managers and other professionals involved in thinking about developing and managing organizations. In it, author Juan Pablo Stegmann integrates all strategic management and business strategy into an innovative standard that introduces key metrics to strategic management and stock value creation. He argues that most complex business issues can be reduced to the three dimensions of stock value creation-profits, sales growth, and capital-that are linked to three critical strategic management decisions-competition, innovation, and resources. His new approach indicates that every strategy has a clear dollar metric, which can measure its consequences of the strategies in terms of stock value.

  • Competitive and growth strategies are analyzed along with economic, financial, dynamic, and contingent approaches
  • Includes a companion CD-ROM, which contains Stegmann's proven model for strategic management and stock value creation
  • Ethical consequences of strategic decisions are introduced-showing how ethics are linked to long-term stock value creation
  • Explains the roots of the current financial crisis by examining the link between the financial world and strategic management, and proposes possible solutions

For any looking to enhance their understanding of this discipline, Strategic Value Management offers a new conceptual model for thinking about business strategy and its link to stock value creation.

 

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Contents

WHY YOU NEED THIS BOOK
PURPOSE OF THIS BOOK
IMPORTANCE OF BUSINESS ETHICS
SUGGESTIONS FOR READING THIS BOOK
WHAT IS VALUABLEABOUT PART 1 ?
SUGGESTIONS FOR READING PART 1
AN ATOMIZED DISCIPLINE
PROBLEMS OF STRATEGIC MANAGEMENT TODAY
MONOPOLY STRATEGIES
INTEGRATING EXAMPLE
TAKEAWAYS
NOTES
IDENTIFYING OPPORTUNITIES AND THREATS
INTEGRATING EXAMPLE
TAKEAWAYS
INNOVATION AND THE STRATEGYVALUE MODEL

THE STRATEGYVALUE MODEL
INTEGRATING EXAMPLES
A FINAL WORD
STOCK VALUE CREATION
THE STRATEGY VALUE MODEL A BRIDGEBETWEEN STOCK VALUE CREATION ANDSTRATEGI MANAGEMENT
THE STRATEGYVALUE MODEL ANDTHE STRATEGIC MANAGEMENT LITERATURE
INTEGRATING EXAMPLES
TAKEAWAYS
WHAT IS VALUABLEABOUT PART 2 ?
THE RESOURCES AS PILLARS OF STOCK VALUE CREATION
THE INTELLECTUAL CAPITAL AS THE MOSTCRITICAL UNIQUE AND INIMITABLE RESOURCE
THE VISION AND MISSION OF THE FIRM AS KEY RESOURCES DRIVERS OF CAPITAL
KNOWLEDGE MANAGEMENT AND STOCKVALUE CREATION
INTEGRATING EXAMPLES
TAKEAWAYS
PORTER S APPROACH TO RESOURCES STRATEGIES
ALLIANCES AS A WAY TO SHARE RESOURCES
STRUCTURING THE RESOURCES
INTEGRATING EXAMPLE
TAKEAWAYS
ENVIRONMENT ANALYSIS OF COMPETITION
INDUSTRY ATTRACTIVENESS
THE COMPETITIVE POSITION
THE ORGANIZATION ANALYZES THE COMPETITIVE ENVIRONMENT
INTEGRATING EXAMPLE
TAKEAWAYS
INTRODUCTION TO COMPETITIVE STRATEGIES
PERFECT COMPETITION STRATEGIES
MONOPOLISTIC COMPETITION STRATEGIES
OLIGOPOLY COMPETITION STRATEGIES
INNOVATION STRATEGIES AND RESOURCES
THE STRATEGYVALUE MODEL INTEGRATES OTHER MODELS AND DISCIPLINES
INTEGRATING EXAMPLE
TAKEAWAYS
WHAT IS VALUABLEABOUT PART 3 ?
STRATEGIC PLANNING AS A DECISIONMAKING PROCESS
THE STRATEGIC PLAN
THE STRATEGYVALUE MODEL THEINTELLECTUAL CAPITAL MODEL ANDTHE BALANCED SCORECARD
THE STRATEGY VALUE MODEL INTEGRATES THE BALDRIGE NATIONAL QUALITY AWARD
THE DIFFERENT TYPES OF STRATEGIC PLANS ARE INTEGRATED INTO THE STRATEGYVALUE MODEL
TAKEAWAYS
WORK ETHIC AND WEALTH CREATION
THE ETHICAL DEBATE
Utilitarianism
THE ETHICAL CONSEQUENCES
THE CORE OF THE DEBATE
THE QUEST FOR VALUES
TAKEAWAYS
WHY THE EVA MODEL WAS DEVELOPED
WHAT IS THE NOPLAT?
WHAT IS THE OPERATING CAPITAL?
THE RIGHT PANEL OF THE STRATEGYVALUE MODEL
SOME WARNINGS ABOUT THE EVA EQUATION
INTRODUCTION
USING THE CD WITH MACINTOSH
DISCLAIMER
ABOUT THE AUTHORS
CUSTOMER CARE
Copyright

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About the author (2009)

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.

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