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Juan Pablo Stegmann:

Strategic Value Management - primeira edição

2009, ISBN: 9780470538845

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Juan Pablo Stegmann:
Strategic Value Management - primeira edição

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Strategic Value Management
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Dados detalhados do livro - Strategic Value Management


EAN (ISBN-13): 9780470538845
ISBN (ISBN-10): 0470538848
Ano de publicação: 2009
Editor/Editora: Wiley
384 Páginas
Língua: eng/Englisch

Livro na base de dados desde 2011-11-03T11:09:41-02:00 (Sao Paulo)
Página de detalhes modificada pela última vez em 2024-02-19T06:44:32-03:00 (Sao Paulo)
Número ISBN/EAN: 9780470538845

Número ISBN - Ortografia alternativa:
0-470-53884-8, 978-0-470-53884-5
Ortografia alternativa e termos de pesquisa relacionados:
Autor do livro: stegmann, long
Título do livro: strategic management

Dados da editora

Autor: Juan Pablo Stegmann
Título: Wiley Finance Editions; Strategic Value Management - Stock Value Creation and the Management of the Firm
Editora: Wiley; John Wiley & Sons
298 Páginas
Ano de publicação: 2009-10-08
Língua: Inglês
61,99 € (DE)
Not available (reason unspecified)

EA; E101; E-Book; Nonbooks, PBS / Wirtschaft/Betriebswirtschaft; Finanzenwesen und Finanzindustrie; Finance & Investments; Finanz- u. Anlagewesen; Institutional & Corporate Finance; Institutionelle Finanzplanung; Institutionelle Finanzplanung; BB

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.
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