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Summary of Strategic Value Management

• Strategic Value Management addresses common problems among business managers and students actively involved in thinking about stock value creation.
• The book creates a new conceptual model for thinking about business strategy and its link to stock value creation, which is compellingly simple and insightful.
  

  Title Information

  ISBN:

  9780470467107

  Pages:

  298 pages

  Format:

  Hardback

  Product Code:

  414376

  Publisher:

  John Wiley & Sons Ltd

  Published:

  23/10/2009

  
  

  Press and Industry Reviews

  "Juan Pablo Stegmann, with his impressive experiences from many different environments and cultures, is presenting here a very pragmatic and insightful strategy value model. The book addresses the very important issue of creating and not destroying stock market value. The author is integrating in a very pedagogical way many theory models for strategic value creation. He is presenting now a very comprehensive model for managing, especially organizational knowledge and intellectual capital. He presents very interesting metrics and quantification for strategic knowledge navigation of approaches for market power and innovation. It ends with a very interesting systematized introduction to ethical aspects of value creation. The book hereby offers an essential contribution to a deeper understanding of where and how to create stock value based on intellectual capital, and I strongly recommend it for reading as well as application."
  - Leif Edvinsson, author of Corporate Longitude: What You Need to Know to Navigate the Knowledge Economy and co–author of Intellectual Capital: Realizing Your Company's True Value by Finding its Hidden Brainpower, British Brain Trust Brain of the Year (1998)
  
  "A wonderful resource for anyone who wants to succeed at creating lasting value while living at the same time a life of integrity, purpose, and passion."
  - Claudio Fernández–Aráoz, author of Great People Decisions
  
  "Juan Pablo Stegmann presents a pragmatic strategic model for creating stock market value. He cleverly integrates mainstream theory models for strategic value creation and presents a comprehensive model for managing organizational knowledge and intellectual capital. He addresses issues of market power and innovation and introduces in a timely manner ethical aspects of value creation. Stegmann's book is a highly recommended reading of applications of a well–considered theory."
  - Adel I. El–Ansary, Donna L. Harper Professor of Business, Coggin College of Business, University of North Florida
  
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  About Juan Pablo Stegmann

  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.
  

  Contents of Strategic Value Management

  Preface
  Why You Need this Book
  Purpose of This Book
  The Importance of Business Ethics
  Organization of This Book
  Suggestions for Reading
  Acknowledgments
  
  Part 1: The Foundations of the Model
  Reflections: What Is Valuable About Part 1?
  Suggestions for Reading Part 1
  
  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
  
  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
  Integrating Examples
  Takeaways
  
  Part 2: Stock Value Creation and the Strategy of the Firm
  Reflections: What Is Valuable About Part 2?
  Suggestions for Reading Part 2
  
  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
  Integrating Examples
  Takeaways
  
  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
  
  5: Drivers of Profits
  Environment Analysis of Competition
  Industry Attractiveness
  The Competitive Position
  The Organization Analyzes the Competitive Environment
  Integrating Example
  Takeaways
  
  6: Competitive Strategies
  Introduction to Competitive Strategies
  Perfect Competition Strategies
  Monopolistic Competition Strategies
  Oligopoly Competition Strategies
  Monopoly Strategies
  Integrating Example
  Takeaways
  Notes
  
  7: Drivers of Growth
  Identifying Opportunities and Threats
  Integrating Example
  Takeaways
  
  8: Innovation Strategies
  Innovation and the Strategy-Value Model
  Innovation Strategies and Resources
  The Strategy-Value Model Integrates Other Models and Disciplines
  Integrating Example
  Takeaways
  
  Part 3: Making Decisions
  Reflections: What Is Valuable About Part 3?
  
  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
  Takeaways
  
  10: Business Ethics
  Work Ethic and Wealth Creation
  Maximizing Stock Value: The Ethical Debate
  The Ethical Consequence
  Finding Balance: The Core of the Debate
  Working on the Supply and Demand Sides: The Quest for Values
  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 the Strategy-Value Model
  Some Warnings about the EVA Equation
  
  References
  About the Author
  About the CD
  Index