Title The Business Models Handbook
Subtitle Templates, Theory and Case Studies
Author Paul Hague
ISBN 9780749481872
List price GBP 19.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 336
Book size 159 x 235 mm
Publishing year 2019
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
About the book Send Enquiry
  
 

Reviews:

“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

 

“An excellent guide from a trusted source, this book will fast-track knowledge for managers wishing to develop their strategy or indeed their strategic thinking.”

Professor Stuart Roper, Huddersfield Business School, University of Huddersfield

 

Paul Hague has produced an excellent all-in-one handbook that covers a multitude of business models that are used every day by marketing professionals. Thanks to his lifelong experience as a market researcher, Hague is able to thoroughly explain these models and also to provide case studies on how to use them. The Business Models Handbook is a practical text that all marketing experts should read.”

Jeroen Beukeboom, Global Market Intelligence Leader and Senior Analyst, AkzoNobel Industrial Coatings

 

“As well as being an absolute must for any MBA student, this superbly well-chosen collection of tools and models will not only save the life of many a business executive with a challenging presentation to make, but might just make life a little better for their audiences into the bargain. Too much time has been wasted at management meetings by businesses misusing or misunderstanding these hugely valuable and important tools. Now there is no excuse!”

Peter Cheverton, Director, INSIGHT Marketing and People Ltd

 

“A comprehensive toolkit for managers wishing to learn the key insights from academic research of the last 60 years, and how they can help business.”

Dr Chris Raddats, Senior Lecturer in Marketing and Operations, Management School, University of Liverpool


Description:

Business frameworks sit at the heart of every successful business. They add structure and clarity to business problems and can help practitioners overcome the everyday challenges they face. The Business Models Handbook brings together the most helpful and widely used templates and frameworks into a single, invaluable resource. Each chapter focuses on an individual business framework, giving an overview of 50 of the best known frameworks and how it will help an organization grow and be profitable. Each supported by a real-world case study, these include ANSOFF matrix, Price-Quality-Strategy model, Stage-Gate model, Service Profit Chain and many more.

Authored by a leading global market researcher with a background working on over 3,000 different research projects, The Business Models Handbook is an invaluable resource for any student or professional. Online resources include lecture slides that align with each chapter.


Contents:

Preface

Chapter 1: Introduction: an overview of business and marketing models

Chapter 2: The 4Ps: how to design your marketing mix • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 3: ADL matrix: strengthening a product portfolio or strategic business units • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about

Chapter 4: AIDA: a business model for improving marketing communications • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 5: Ansoff matrix: how to grow your company • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 6: Benchmarking: setting targets for business and marketing KPIs • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 7: Blue ocean strategy: kick-starting innovation and new product development • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 8: Boston Consulting Group (BCG) matrix: planning a product portfolio or multiple strategic business units • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 9: Brand audit: improving the strength of a brand • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Note

Chapter 10: Competitive intelligence: assessing market strengths and weaknesses • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 11: Conjoint analysis: assessing optimum pricing and the value of component parts • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 12: Customer journey maps: assessing the current performance of marketing and sales processes • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Note

Chapter 13: Customer lifetime value: estimating customer spend over their lifetime with the company • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Note

Chapter 14: Customer value proposition: creating a compelling purchase motive • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 15: Diffusion of innovation: launching new products and services • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 16: Directional policy matrix: how to prioritize segments or new ideas • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Note

Chapter 17: Disruptive innovation model: identifying unique ways of beating the competition • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 18: Edward de Bono’s six thinking hats: brainstorming problems and generating new ideas • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 19: EFQM excellence model: improving an organization’s quality and performance • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 20: Four corners: analysing competitor strategies • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 21: Gap analysis: improving areas of weakness in a company • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 22: Greiner’s growth model: recognition and transition through different phases of company growth • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Note

Chapter 23: Kano model: identifying purchase motivations • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 24: Kotler’s five product levels: adding value to a product or service • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 25: Market sizing: assessing the size and value of a served or potential market • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Note

Chapter 26: Maslow’s hierarchy: differentiating market positioning • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 27: McKinsey 7S: a company ‘health check’ audit tool • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 28: Mintzberg’s 5Ps for strategy: devising a competitive strategy • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 29: MOSAIC: setting objectives for current and potential opportunities and how to reach them • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Note

Chapter 30: Net Promoter Score®: a tool for driving customer excellence • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 31: New product pricing (Gabor–Granger and van Westendorp): pricing new products • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 32: Personas: improving the focus of marketing messages • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 33: PEST: assessing four major macro factors that shape a company’s future • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 34: Porter’s five forces: assessing five economic factors for competitive intensity • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 35: Porter’s generic strategies: pinpointing the strongest competitive position • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 36: Price elasticity: outlining opportunities for raising or lowering prices • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 37: Price quality strategy: guiding a company’s pricing strategy • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 38: Product life cycle: determining a long-term product strategy • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 39: Product service positioning matrix: positioning products according to quality and service value • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about

Chapter 40: Segmentation: using customer groups to gain competitive advantage • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 41: Service profit chain: connecting employee satisfaction and performance with company profits • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 42: SERVQUAL: aligning customer expectations and company performance • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Note

Chapter 43: SIMALTO: identifying the customer value placed on product or service improvements • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about

Chapter 44: Stage gate new product development: planning the development and launch of new products and services • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about

Chapter 45: SWOT analysis: analysing growth opportunities at product, team or business level • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 46: System 1 and System 2 thinking: identifying the emotional forces that drive decisions • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 47: USP: pinpointing the unique selling point of a product or service • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 48: Value-based marketing: adding value to products and services to improve profitability • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 49: Value chain: identifying product or service value during the manufacturing process • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 50: Value equivalence line: managing price and product benefits in a business strategy • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Chapter 51: Value net: how to benefit from competitor collaboration • What the model looks like and how it works • The origins of the model • Developments of the model • The model in action • Some things to think about • Notes

Index


About the Author:

Paul Hague is a founder of B2B International. With 35 years of experience running market research agencies, his books share a wealth of practical experience and expertise. Paul Hague’s clients include some of the largest corporations in Europe and the United States. He is a Visiting Fellow at Manchester Metropolitan university and a guest lecturer at Manchester Business School. His books have been translated into Italian, Indonesian, Bulgarian, Polish, Portuguese and Chinese.


Target Audience:

This book will fast-track knowledge for managers wishing to develop their strategy or indeed their strategic thinking.

 

 
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