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.
Why You Need this Book.
Purpose of This Book.
The Importance of Business Ethics.
Organization of this Book.
Suggestions for Reading this Book.
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.
Chapter 2 The Strategy-Value Model.
Part 1: Stock Value Creation.
Part 2: The Strategy-Value Model: A Bridge between Stock Value Creation and Strategic Management.
Part 3: The Strategy-Value Model and the Strategic Management Literature.
PART TWO: Stock Value Creation and the Strategy of the Firm.
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 Inimitable Resource.
The Vision and Mission of the firm as Key Resources, Drivers of Capital.
Knowledge Management and Stock Value Creation.
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.
Chapter 5 Drivers of Profits.
Environment Analysis of Competition.
The Competitive Position.
The Organization Analyzes the Competitive Environment.
Chapter 6 Competitive Strategies.
Introduction to Competitive Strategies.
Perfect Competition Strategies.
Monopolistic Competition Strategies.
Oligopoly Competition Strategies.
Chapter 7 Drivers of Growth.
Identifying Opportunities and Threats.
Chapter 8 Innovation Strategies.
Innovation and the Strategy-Value Model.
Innovation Strategies and Resources.
The Strategy-Value Model Integrates Other Models and Disciplines.
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 Capital Model and the Balanced Scorecard.
The Strategy-Value Model Integrates the Baldrige National Quality Award.
The Different Types of Strategic Plans Are Integrated into the Strategy-Value Model.
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 for Values.
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 the Strategy-Value Model.
Some Warnings about the EVA Equation.
About the Author
About the CD-ROM.