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Business frameworks sit at the heart of successful businesses. The second edition of The Business Models Handbook brings together the most helpful and widely used models into one invaluable resource. Business models add structure and clarity to business problems, help practitioners overcome the everyday challenges they face and enable the organization to grow and be profitable. Each chapter of this book focuses on an individual business framework, giving an overview of 50 of the best-known frameworks. These cover essential business topics such as benchmarking, competitive intelligence,…mehr
Business frameworks sit at the heart of successful businesses. The second edition of The Business Models Handbook brings together the most helpful and widely used models into one invaluable resource.
Business models add structure and clarity to business problems, help practitioners overcome the everyday challenges they face and enable the organization to grow and be profitable. Each chapter of this book focuses on an individual business framework, giving an overview of 50 of the best-known frameworks. These cover essential business topics such as benchmarking, competitive intelligence, gap analysis and value chains.
In this second edition, these include Kay's distinctive capabilities, Customer Activity Cycle and the 3C framework. It also covers the most recent developments in applying these models, including how to embed them remotely. Authored by a leading global market researcher with a background working on over 3,000 different research projects and supported by real-world case studies for each model, The Business Models Handbook is an invaluable resource for any professional or student. Online resources include lecture slides that align with each chapter.
Paul Hague, based in Manchester, UK, is co- founder of B2B International. With 45 years of experience running market research agencies, his clients include Samsung, Microsoft, Henkel and Michelin. He has over 35 years of practical experience in running a successful market research agency and is the author of Market Research in Practice 5e and The Business Model Handbook, also published by Kogan Page.
Inhaltsangabe
Chapter 01: Introduction An overview of business and marketing models; Chapter 02: 3C framework Maximizing a company's strength relative to the competition; Chapter 03: The 4Ps How to design your marketing mix; Chapter 04: ADL matrix Strengthening a product portfolio or strategic business units; Chapter 05: AIDA A business model for improving marketing communications; Chapter 06: Ansoff matrix How to grow your company; Chapter 07: Balanced scorecard Measures and targets for achieving a strategy or improving performance; Chapter 08: Benchmarking Setting targets for business and marketing KPIs; Chapter 09: Blue ocean strategy Kick starting innovation and new product development; Chapter 10: Boston Consulting Group (BCG) matrix Planning a product portfolio or multiple strategic business units; Chapter 11: Brand audit Improving the strength of a brand; Chapter 12: Bullseye for brand positioning Finding the core values of a brand; Chapter 13: Business model canvas Looking at key building blocks to see where improvements can be made; Chapter 14: Competitive advantage matrix Working out requirements to obtain a competitive advantage; Chapter 15: Competitive intelligence Assessing market strengths and weaknesses; Chapter 16: Conjoint analysis Assessing optimum pricing and the value of component parts; Chapter 17: Customer activity cycle Determining opportunities to lock in customers and give them more value; Chapter 18: Customer journey maps Assessing the current performance of marketing and sales processes; Chapter 19: Customer lifetime value Estimating customer spend over their lifetime with the company; Chapter 20: Customer value proposition Creating a compelling purchase motive; Chapter 21: Diffusion of innovation Launching new products and services; Chapter 22: Directional policy matrix How to prioritize segments or new ideas; Chapter 23: Disruptive innovation model Identifying unique ways of beating the competition; Chapter 24: Edward de Bono's six thinking hats Brainstorming problems and generating new ideas; Chapter 25: EFQM excellence model Improving an organization's quality and performance; Chapter 26: Four corners Analysing competitor strategies; Chapter 27: Gap analysis Improving areas of weakness in a company; Chapter 28: Greiner's growth model Recognition and transition through different phases of company growth; Chapter 29: Importance performance matrix Improving the effectiveness of any business initiative; Chapter 30: Kano model Identifying purchase motivations; Chapter 31: Kay's distinctive capabilities Adding value by identifying your distinctive capabilities; Chapter 32: Kotler's five product levels Adding value to a product or service; Chapter 33: Market sizing Assessing the size and value of a served or potential market; Chapter 34: Maslow's hierarchy Differentiating market positioning; Chapter 35: McKinsey 7S A company 'health check' audit tool; Chapter 36: Mintzberg's 5Ps for strategy Devising a competitive strategy; Chapter 37: MOSAIC Setting objectives for current and potential opportunities and how to reach them; Chapter 38: Net Promoter Score® A tool for driving customer excellence; Chapter 39: New product pricing (Gabor Granger and van Westendorp) Pricing new products; Chapter 40: Personas Improving the focus of marketing messages; Chapter 41: PEST Assessing four major macro factors that shape a company's future; Chapter 42: Porter's five forces Assessing five economic factors for competitive intensity; Chapter 43: Porter's generic strategies Pinpointing the strongest competitive position; Chapter 44: Price elasticity Outlining opportunities for raising or lowering prices; Chapter 45: Price quality strategy Guiding a company's pricing strategy; Chapter 46: Product life cycle Determining a long term product strategy; Chapter 47: Product service positioning matrix Positioning products according to quality and service value; Chapter 48: Segmentation Using customer groups to gain competitive advantage; Chapter 49: Service profit chain Connecting employee satisfaction and performance with company profits; Chapter 50: SERVQUAL Aligning customer expectations and company performance; Chapter 51: SIMALTO Identifying the customer value placed on product or service improvements; Chapter 52: Stage gate new product development Planning the development and launch of new products and services; Chapter 53: Strategy diamond Entering new markets; Chapter 54: SWOT analysis Analysing growth opportunities at product, team or business level; Chapter 55: System 1 and System 2 thinking Identifying the emotional forces that drive decisions; Chapter 56: Tipping point How small changes to behaviour can result in big achievements; Chapter 57: USP Pinpointing the unique selling point of a product or service; Chapter 58: Value chain Identifying product or service value during the manufacturing process; Chapter 59: Value equivalence line Managing price and product benefits in a business strategy; Chapter 60: Value net How to benefit from competitor collaboration; Chapter 61: Value based marketing Adding value to products and services to improve profitability; Chapter 62: VMOST Defining strategies and preparing a business plan; Chapter 63: Weisbord's six box model Assessing the efficient functioning of an organization;
Chapter - 01: Introduction - An overview of business and marketing models;
Chapter - 02: The 4Ps - How to design your marketing mix;
Chapter - 03: ADL matrix - Strengthening a product portfolio or strategic business units;
Chapter - 04: AIDA - A business model for improving marketing communications;
Chapter - 05: Ansoff matrix - How to grow your company;
Chapter - 06: Benchmarking - Setting targets for business and marketing KPIs;
Chapter - 07: Blue ocean strategy - Kick-starting innovation and new product development;
Chapter - 08: Boston Consulting Group (BCG) matrix - Planning a product portfolio or multiple strategic business units;
Chapter - 09: Brand audit - Improving the strength of a brand;
Chapter 01: Introduction An overview of business and marketing models; Chapter 02: 3C framework Maximizing a company's strength relative to the competition; Chapter 03: The 4Ps How to design your marketing mix; Chapter 04: ADL matrix Strengthening a product portfolio or strategic business units; Chapter 05: AIDA A business model for improving marketing communications; Chapter 06: Ansoff matrix How to grow your company; Chapter 07: Balanced scorecard Measures and targets for achieving a strategy or improving performance; Chapter 08: Benchmarking Setting targets for business and marketing KPIs; Chapter 09: Blue ocean strategy Kick starting innovation and new product development; Chapter 10: Boston Consulting Group (BCG) matrix Planning a product portfolio or multiple strategic business units; Chapter 11: Brand audit Improving the strength of a brand; Chapter 12: Bullseye for brand positioning Finding the core values of a brand; Chapter 13: Business model canvas Looking at key building blocks to see where improvements can be made; Chapter 14: Competitive advantage matrix Working out requirements to obtain a competitive advantage; Chapter 15: Competitive intelligence Assessing market strengths and weaknesses; Chapter 16: Conjoint analysis Assessing optimum pricing and the value of component parts; Chapter 17: Customer activity cycle Determining opportunities to lock in customers and give them more value; Chapter 18: Customer journey maps Assessing the current performance of marketing and sales processes; Chapter 19: Customer lifetime value Estimating customer spend over their lifetime with the company; Chapter 20: Customer value proposition Creating a compelling purchase motive; Chapter 21: Diffusion of innovation Launching new products and services; Chapter 22: Directional policy matrix How to prioritize segments or new ideas; Chapter 23: Disruptive innovation model Identifying unique ways of beating the competition; Chapter 24: Edward de Bono's six thinking hats Brainstorming problems and generating new ideas; Chapter 25: EFQM excellence model Improving an organization's quality and performance; Chapter 26: Four corners Analysing competitor strategies; Chapter 27: Gap analysis Improving areas of weakness in a company; Chapter 28: Greiner's growth model Recognition and transition through different phases of company growth; Chapter 29: Importance performance matrix Improving the effectiveness of any business initiative; Chapter 30: Kano model Identifying purchase motivations; Chapter 31: Kay's distinctive capabilities Adding value by identifying your distinctive capabilities; Chapter 32: Kotler's five product levels Adding value to a product or service; Chapter 33: Market sizing Assessing the size and value of a served or potential market; Chapter 34: Maslow's hierarchy Differentiating market positioning; Chapter 35: McKinsey 7S A company 'health check' audit tool; Chapter 36: Mintzberg's 5Ps for strategy Devising a competitive strategy; Chapter 37: MOSAIC Setting objectives for current and potential opportunities and how to reach them; Chapter 38: Net Promoter Score® A tool for driving customer excellence; Chapter 39: New product pricing (Gabor Granger and van Westendorp) Pricing new products; Chapter 40: Personas Improving the focus of marketing messages; Chapter 41: PEST Assessing four major macro factors that shape a company's future; Chapter 42: Porter's five forces Assessing five economic factors for competitive intensity; Chapter 43: Porter's generic strategies Pinpointing the strongest competitive position; Chapter 44: Price elasticity Outlining opportunities for raising or lowering prices; Chapter 45: Price quality strategy Guiding a company's pricing strategy; Chapter 46: Product life cycle Determining a long term product strategy; Chapter 47: Product service positioning matrix Positioning products according to quality and service value; Chapter 48: Segmentation Using customer groups to gain competitive advantage; Chapter 49: Service profit chain Connecting employee satisfaction and performance with company profits; Chapter 50: SERVQUAL Aligning customer expectations and company performance; Chapter 51: SIMALTO Identifying the customer value placed on product or service improvements; Chapter 52: Stage gate new product development Planning the development and launch of new products and services; Chapter 53: Strategy diamond Entering new markets; Chapter 54: SWOT analysis Analysing growth opportunities at product, team or business level; Chapter 55: System 1 and System 2 thinking Identifying the emotional forces that drive decisions; Chapter 56: Tipping point How small changes to behaviour can result in big achievements; Chapter 57: USP Pinpointing the unique selling point of a product or service; Chapter 58: Value chain Identifying product or service value during the manufacturing process; Chapter 59: Value equivalence line Managing price and product benefits in a business strategy; Chapter 60: Value net How to benefit from competitor collaboration; Chapter 61: Value based marketing Adding value to products and services to improve profitability; Chapter 62: VMOST Defining strategies and preparing a business plan; Chapter 63: Weisbord's six box model Assessing the efficient functioning of an organization;
Chapter - 01: Introduction - An overview of business and marketing models;
Chapter - 02: The 4Ps - How to design your marketing mix;
Chapter - 03: ADL matrix - Strengthening a product portfolio or strategic business units;
Chapter - 04: AIDA - A business model for improving marketing communications;
Chapter - 05: Ansoff matrix - How to grow your company;
Chapter - 06: Benchmarking - Setting targets for business and marketing KPIs;
Chapter - 07: Blue ocean strategy - Kick-starting innovation and new product development;
Chapter - 08: Boston Consulting Group (BCG) matrix - Planning a product portfolio or multiple strategic business units;
Chapter - 09: Brand audit - Improving the strength of a brand;
"As strategy is all about three things - implementation, implementation, implementation - The Business Models Handbook is especially useful because it not only discusses the most important business models, but also provides practical guidance on how each model can be used." Rennie Gould, CEO, Customize UK Training
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