The perfect model: Integrating business models and business strategy

Abstract

Purpose of this paper

Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

One of the interesting comparisons between startups and larger, more established businesses is the extent to which they spend time thinking about how they do business. For a startup, almost every second of every day is spent focusing on who is buying what, when and how; whether they can scale up or pivot if necessary to access another market. For bigger corporations, it isn’t like they don’t think about that as well, but the relative time they spend on it gets less and less the more they grow. This is not good or bad, it’s just a natural progression when an organization increases in size.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

What is original/value of paper?

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2019), "The perfect model: Integrating business models and business strategy", Strategic Direction, Vol. 35 No. 10, pp. 24-26. https://doi.org/10.1108/SD-07-2019-0128