The Business Models Handbook

Paul Hague is founder of B2B International Ltd, a global market research company. Based in Manchester, UK, he is Fellow of the Market Research Society and the author of ten books, sharing 30 years of practical experience in market research and marketing. He is a visiting fellow at Manchester Metropolitan University and a guest lecturer at Manchester Business School. He is the author of Market Research in Practice and co-author of B2B Customer Experience, also published by Kogan Page.

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;