Preface p. xi
Why You Need this Book p. xi
Purpose of this Book p. xiii
Importance of Business Ethics p. xiv
Organization of this Book p. xv
Suggestions for Reading this Book p. xix
Acknowledgments p. xxi
The Foundations of the Model p. 1
Reflections: What Is Valuable about Part 1? p. 2
Suggestions for Reading Part 1 p. 2
Introduction to Strategic Value Management p. 3
Strategic Management's History: An Atomized Discipline p. 4
Problems of Strategic Management Today p. 7
The Strategy-Value Model p. 8
Integrating Examples p. 9
A Final Word p. 12
Takeaways p. 13
The Strategy-Value Model p. 14
Stock Value Creation p. 16
The Strategy-Value Model: A Bridge between Stock Value Creation and Strategic Management p. 27
The Strategy-Value Model and the Strategic Management Literature p. 31
Integrating Examples p. 35
Takeaways p. 38
Stack Value Creation and the Strategy of the Firm p. 41
Reflections: What Is Valuable about Part 2? p. 42
Suggestions for Reading Part 2 p. 42
Chapter 3 p. 45
The Resources as Pillars of Stock Value Creation46
The Intellectual Capital as the Most Critical Unique Inimitable Resource p. 48
The Vision and Mission of the Firm as Key Resources, Drivers of Capital p. 58
Knowledge Management and Stock Value Creation p. 65
Integrating Examples p. 76
Takeaways p. 82
Resources Strategies p. 84
Porter's Approach to Resources Strategies p. 86
Alliances as a Way to Share Resources p. 89
The Portfolio Models and Resources Strategies p. 91
Structuring the Resources p. 94
Integrating Example p. 102
Takeaways p. 105
Drivers of Profits p. 107
Environment Analysis of Competition p. 111
Industry Attractiveness p. 113
The Competitive Position p. 126
The Organization Analyzes the Competitive Environment p. 131
Integrating Example p. 133
Takeaways p. 140
Competitive Strategies p. 142
Introduction to Competitive Strategies p. 144
Perfect Competition Strategies p. 147
Monopolistic Competition Strategies p. 153
Oligopoly Competition Strategies p. 165
Monopoly Strategies p. 172
Integrating Example p. 176
Takeaways p. 179
Notes p. 180
Drivers of Growth p. 184
Identifying Opportunities and Threats p. 185
Integrating Example p. 189
Takeaways p. 191
Innovation Strategies p. 193
Innovation and the Strategy-Value Model p. 195
Innovation Strategies and Resources p. 198
The Strategy-Value Model Integrates Other Models and Disciplines p. 204
Integrating Example p. 210
Takeaways p. 212
Making Decisions p. 213
Reflections: What Is Valuable about Part 3? p. 214
Strategic Planning and Control p. 215
Strategic Planning as a Decision-Making Process p. 216
The Strategic Plan p. 219
The Strategy-Value Model Integrates the Intellectual Capital Model and the Balanced Scorecard p. 221
The Strategy-Value Model Integrates the Baldrige National Quality Award p. 223
The Different Types of Strategic Plans Are Integrated into the Strategy-Value Model p. 227
Takeaways p. 232
Rusiness Ethics p. 234
Work Ethic and Wealth Creation p. 236
Maximizing Stock Value: The Ethical Debate p. 238
The Ethical Consequences p. 243
Finding Balance: The Core of the Debate p. 247
Working on the Supply and Demand Sides: The Quest for Values p. 255
Takeaways p. 259
Appendix: Deconstructing the EVA Model p. 261
Why the EVA Model Was Developed p. 261
What Is the NOPLAT? p. 262
What Is the WACC? p. 262
What Is the Operating Capital? p. 264
The EVA: The Horizontal Axis of the Strategy-Value Model p. 265
The Market Value Added (MVA): The Right Panel of the Strategy-Value Model p. 266
Some Warnings about the EVA Equation p. 266
References p. 269
About the Author p. 277
About the CD-ROM p. 278
Index p. 285