This site explains what you
need to know about business models in a strategic context.
- Strategies in mature markets
- Core businesses
- Market entry strategies
- Business Models based on collaboration strategies
In this paper, we examine ownership structures of franchise chains
and evaluate their impact on franchisor profit. Specifically we
compare pure forms of franchising with those that use both
companyowned and franchised outlets within one chain – a phenomenon
termed the plural form.
Top-Level and Mid-Level Managers' Perspectives: This study
identified the top five contemporary challenges of the matrix
organizational form. It also provides managers with the best
practices that will improve their matrix organizations.
Recent research on business models that target the ‘Bottom of the
Pyramid’ (BOP), the vast untapped potential market made up of the
world’s poorest people, has emphasized the need for multinationals
to radically change their approach and to fundamentally rethink
every step in their supply chains.
Companies that keep their intellectual property too close to the
vest risk missing out on critical business innovations that
idea-sharing could generate. Open business models foster
collaboration with customers and suppliers to everyone's benefit.
Business model, we argue, is a reflection of the firm’s realized
strategy. We find that in simple competitive situations there is a
one-to-one mapping between strategy and business model, which makes
it difficult to separate the two notions. We show that the concepts
of strategy and business model differ when there are important
contingencies upon which a well-designed strategy must be based.
This report discusses the contemporary relevance of Japanese
management practices to managers, policymakers and academic
researchers. Two decades of weak economic growth have undermined
this belief that Japanese management can serve as a role-model for
Western firms. pdf
We analyze the impact of product diversification on performance.
Performance is measured using Tobin's q for a sample of 103 large,
non-financial Spanish firms (1992-1995). Diversification is measured
by means of a categorical variable, as suggested by Varadarajan.
There’s a story behind each business success and business failure.
Here we propose a specific model explaining how large companies
create and sustain market leadership, or the traps that they fall
into that prevent them from doing so.
In this paper we review the literature on the business model
concept. We distinguish between the various business model
frameworks according to whether they concern generic descriptions of
the business or whether they are more specific in their
Seizing the White Space: Business Model Innovation for Growth and Renewal
by Mark Johnson
This title presents a practical approach to fuel game changing growth
through business model innovation. A deep understanding of how great
business models are made can provide the key to unlocking that growth.
This book describes how companies can achieve transformational growth in
new markets Or, simply put, how they can seize the white space. To step
out into the unknown and seize the white space requires a new language -
and a framework with which to understand an existing enterprise and the
white space it hopes to conquer
Models: A Strategic Management Approach
by Allan Afuah
Business Models: A Strategic Management Approach draws on the latest
research in strategic management to explicitly and fully explore business
models. It explores which activities a firm performs, how it performs
them, and when it performs them to make a profit. It offers an integrated
framework for understanding the relationship between the set of activities
that a firm chooses to perform, its revenue model, its cost structure, its
resources and capabilities, the competitive forces in the firm's industry,
and its ability to sustain a competitive advantage even in the face of
Ultimate Competitive Advantage: Secrets of Continually Developing a More
Profitable Business Model by Donald Mitchell, Carol Coles,
Authors Donald Mitchell and Carol Coles conducted a ten-year study of
companies that had grown the fastest over a three-year period. Their
research reveals that while unsuccessful companies doggedly apply outdated
business models, the successful ones improve their models every two to
four years. The Ultimate Competitive Advantage provides a straightforward,
systematic method any company can use to review and improve its business
model and each of its key components: pricing, costs of doing business,
and benefits added.