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

<b>Juan Pablo Stegmann</b> 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.

<b>Praise for STRATEGIC VALUE MANAGEMENT</b> <p>"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)</p> <p>"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</p> <p>"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 organi-zational 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</p>

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