Integrated value management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Internat. Thomson Business Press
1999
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 222 S. graph. Darst. |
| ISBN: | 1861522401 |
Internformat
MARC
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| 245 | 1 | 0 | |a Integrated value management |
| 264 | 1 | |a London [u.a.] |b Internat. Thomson Business Press |c 1999 | |
| 300 | |a XVI, 222 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Organisatieonderzoek |2 gtt | |
| 650 | 7 | |a Organisatieontwikkeling |2 gtt | |
| 650 | 7 | |a Strategisch management |2 gtt | |
| 650 | 4 | |a Industrial management | |
| 650 | 4 | |a Value analysis (Cost control) | |
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Datensatz im Suchindex
| _version_ | 1804127400917729280 |
|---|---|
| adam_text | Contents
List of tables vii
List of figures ix
Preface xii
CHAPTER ONE
Strategic management past, present and future 1
The Vision for 2000: economic success environmental sustainability
social responsibility 2
The strategic turning point away from single minded concentration
on competition and thinking that anything is possible 4
Stages in the Development of Strategic Thinking 6
Integrated Value Management The new dimension for strategic
leadership 9
CHAPTER TWO
The components of systemic integrated value management 12
Systemic Understanding of a Company 13
Network thinking in management 1 5
Integration: the St Gallen management concept 24
Systemic thinking in practice the example of multi domestic management 26
Business Strategies, Corporate Strategies, Owner Strategies 31
Business Strategies for the achievement of competitive advantage 32
In the product and services sector 39
In the market sector 40
In the corporate activity sector 40
Corporate strategies for value increase 42
Owner strategies for optimization of value and risk 52
v
vi INTEGRATED VALUE MANAGEMENT
Integrated value increase of a company as the new yardstick to evaluate
strategic success 55
Profit is inadequate as a yardstick of performance 57
Future free cash flows as a measure of value increase 58
Integrated value increase and creating benefit for the stakeholders of
a company 67
CHAPTER THREE
The strategic methodology of integrated value management 71
Identifying the Strategic Units 3
First strategic principle 73
Developing a vision and defining objectives 80
Second strategic principle 81
Business and Environmental analysis 88
Third strategic principle ™
Analysis for the business strategy 89
Analysis of the corporate strategy 106
Analysis of the owner strategy 118
The development of business strategies 122
Fourth strategic principle 126
Determining the strategic direction 126
Development of alternative strategies 132
The Conceptualization of Corporate Strategy 136
Fifth strategic principle 13
Defining integral corporate strategies 13
Development of restructuring strategies 145
Determining cooperation strategies 161
Creation of an Owner Strategy 1
Sixth strategic principle 1^7
Evaluating Strategies 182
Seventh strategic principle 183
Qualitative assessment of strategy 184
Determining Value Increase 189
Implementation and Further Development of Strategies 194
Eighth strategic principle 196
Development of an organization and culture appropriate to the strategies 196
Creation of an early warning system and strategic controllership 201
CHAPTER FOUR
Integrated value management: back to basics or the rise of a new
paradigm? 205
Bibliography 211
Index 215
List of Tables
2.1 The product market matrix developed by Ansoff (1965) 34
2.2 The Valcor matrix created for a leading Swiss retailer (source:
Gomez and Weber, 1989) 49
2.3 The most important owner strategies according to their value
potentials 54
2.4 The components for determining the cost of capital rate for
three countries 62
2.5 Development of a retail company 64
2.6 The integrated value increase 64
2.7 The sensitivity of value generators 65
2.8 Objectives, benefits and value generators for different
stakeholders (Janisch, 1992) 68
3.1 Key factors of success for the SBU IT systems solutions 90
3.2 How one basic scenario and two alternative scenarios can
be developed for the employment market 94
3.3 Breakdown of present strategic approaches 123
3.4 Strategic directions for the SBU IT systems solutions 125
3.5 Product market strategies of a supplier to the print industry 130
3.6 Possible multiplication strategies for Movenpick (Pumpin
and Imboden, 1991) 139
3.7 Valcor matrix of corporate strategies for a supplier of power
engineering 141
3.8 Valcor matrix of DELTA 146
3.9 Comparison of investment/disinvestment alternatives of
Alusuisse Lonza (Haerri, 1991) 149
3.10 Organizational corporate strategies 153
3.11 Financial strategic approaches for optimizing cost of capital
(Weber, 1990) 159
3.12 Stages of value increase and diversification potentials 174
3.13 Company related owner strategies for value increase and
risk optimization 178
vii
viii INTEGRATED VALUE MANAGEMENT
3.14 Potential owner strategies of DELTA 183
3.15 Qualitative assessment of DELTA S strategies 185
3.16 Turnover and profit forecast as well as expected investments
from the penetration strategy (A) and the skimming off
strategy (B) 190
3.17 Value of the jeans division when implementing the
penetration strategy (A) and the skimming off strategy (B) 191
3.18 Medium term planning of a company in the engineering
industry in DM (millions) 192
3.19 Required value increase of Rowntree at a Nestle sales price
of £2.3 billion (Gomez and Weber, 1989) 194
3.20 Example for matching strategies with organization 199
List of Figures
1.1 The vision of Ciba Geigy 2
2.1 Stakeholders and their interests 16
2.2 Network pattern of a chemical company 17
2.3 The central cycle ( engine ) of the company 19
2.4 Inclusion of market and competition 20
2.5 Employee and societal relations 21
2.6 Incorporating financial aspects and investors 22
2.7 Network pattern of the company s total interconnections
(the determinants which are controllable, and thus starting
points for strategies, are boxed) 23
2.8 The St Gallen Management Concept 24
2.9 Strategic interconnections of the multi domestic company
in the St Gallen Management Concept 28
2.10 Network pattern of the multi domestic company (MDC) 30
2.11 Components for a new strategic understanding 32
2.12 Connections relevant for a systemic but differentiated
strategic understanding 33
2.13 Diversification of BMW 36
2.14 Relative positioning of SBUs 37
2.15 McKinsey s extension of the BCG matrix 38
2.16 The concept of competitive strategy 41
2.17 How to differentiate between the internal and external value
potentials of a company 43
2.18 The core competences of Canon and their implementation
through the development of new products 45
2.19 The so called value generators as specified by Alfred
Rappaport (1986) 47
2.20 Achieve a balance between different interests 53
2.21 Common yardsticks to distinguish between business
strategies, corporate strategies and owner strategies 56
ix
x INTEGRATED VALUE MANAGEMENT
2.22 The logic of determining the value of a company on the
basis of future free cash flows 59
2.23 How the cost of capital rate is determined 61
2.24 How capital cost rate was calculated using known historic
market risk premiums 63
3.1 The systemic strategic methodology 72
3.2 Identify and demarcate strategic business units 74
3.3 Company specifics of SBU Building Control Systems 75
3.4 Alliances of a few selected European airlines 76
3.5 The structure of the leading Swiss industrialist Stephan
Schmidheiny s shareholdings in outside companies 77
3.6 The organization of DELTA 80
3.7 Stakeholders that have to be considered when formulating
the owner s company vision 82
3.8 The stakeholders of Patria 83
3.9 The vision of Sigri Great Lakes Carbon Ltd 85
3.10 The top objectives of Hewlett Packard 85
3.11 Questions which need to be answered in order to develop
a model for the product/market, finance, social and
management sector 86
3.12 How interconnections between the key factors work 91
3.13 Method for analysing the industry in which the competition
is positioned 96
3.14 Grid system for evaluating the strongest competitors in the
marketplace 97
3.15 Opportunity/threat profile for the SBU IT systems solutions 98
3.16 Assessment of strengths and weaknesses for the SBU 99
3.17 Cost structure analysis 100
3.18 Strength/weakness profile for the SBU IT systems solution 101
3.19 Interrelations of the SBU paper bags set out as a network 102
3.20 Opportunity/threat profile 105
3.21 Strength/weakness profile 107
3.22 Inclusion of stakeholders within the framework of an
environmental analysis the fusion between Krupp and
Hoesch 109
3.23 The most important interconnections of a supplier to the
electrical industry as a network HO
3.24 Three core competences and their corresponding capabilities
in a welding technology company 113
3.25 Value chain of a supplier to the printing industry with a
strength/weakness profile for service/distribution/logistics 114
3.26 Profile for determining the corporate culture 115
3.27 The culture profile of DELTA I18
3.28 The network of a majority shareholder in a medium sized
Swiss company 119
LIST OF FIGURES xi
3.29 Opportunity/threat profile for the medium sized Swiss
company 120
3.30 The portfolio of the SBU 127
3.31 Portfolio position of the SBU magazines in the reader
market (A) and advertisement market 128
3.32 Combination of portfolios 129
3.33 Strategic alternatives at the disposal of a sunglasses
manufacturer 131
3.34 Alternative strategies open to the SBU Building Control
Systems 132
3.35 The alternative strategies for the SBU general interest
publication 133
3.36 Positioning of the four Delta SBUs 135
3.37 The areas covered by the corporate strategy 136
3.38 Core competences and product innovations of an
investment goods company 143
3.39 Strategies of a supplier to the print industry based on their
value chain 144
3.40 Strategic approaches for increasing the value of the
company 147
3.41 Determining the natural proprietor as a basis for
investment/disinvestment decisions 150
3.42 Value increase through alliances 163
3.43 Guide through the acquisition process 167
3.44 Value chain of a Retailer as a starting point for acquisitions 169
3.45 Stages of the diversification process 171
3.46 Steps for increasing value through diversification 172
3.47 Conglomerate Discount of USX in comparison to the
potential of an independent Marathon Oil 179
3.48 Comprehensive qualitative assessment of a business
strategy 188
3.49 Project organization for integrating the acquisitions of
a retail company 197
3.50 Strategic projects of DELTA 198
3.51 Corporate culture: performance profile and strategy based
target profile 200
3.52 Early warning system for a computer company 202
3.53 The practice of strategic controllership 203
4.1 Strategic thinking the road to development 206
4.2 Major shifts in strategic thinking and the positioning of
integrated value management 207
|
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| id | DE-604.BV012734116 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:32:45Z |
| institution | BVB |
| isbn | 1861522401 |
| language | English |
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| physical | XVI, 222 S. graph. Darst. |
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| spelling | Gomez, Peter 1947- Verfasser (DE-588)133437434 aut Integrated value management London [u.a.] Internat. Thomson Business Press 1999 XVI, 222 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisatieonderzoek gtt Organisatieontwikkeling gtt Strategisch management gtt Industrial management Value analysis (Cost control) Management (DE-588)4037278-9 gnd rswk-swf Shareholder-Value-Analyse (DE-588)4353913-0 gnd rswk-swf Shareholder-Value-Analyse (DE-588)4353913-0 s Management (DE-588)4037278-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008658714&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Gomez, Peter 1947- Integrated value management Organisatieonderzoek gtt Organisatieontwikkeling gtt Strategisch management gtt Industrial management Value analysis (Cost control) Management (DE-588)4037278-9 gnd Shareholder-Value-Analyse (DE-588)4353913-0 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4353913-0 |
| title | Integrated value management |
| title_auth | Integrated value management |
| title_exact_search | Integrated value management |
| title_full | Integrated value management |
| title_fullStr | Integrated value management |
| title_full_unstemmed | Integrated value management |
| title_short | Integrated value management |
| title_sort | integrated value management |
| topic | Organisatieonderzoek gtt Organisatieontwikkeling gtt Strategisch management gtt Industrial management Value analysis (Cost control) Management (DE-588)4037278-9 gnd Shareholder-Value-Analyse (DE-588)4353913-0 gnd |
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