Paul Hague

Business Models Handbook

The Tools, Techniques and Frameworks Every Business Professional Needs to Succeed

• Broschiertes Buch

Produktbeschreibung

Enhance your business planning with this collection of the most valuable business models, including expertly explained theory, case studies and supporting templates.

Produktdetails

• Verlag: Kogan Page Ltd
• 2 Revised edition
• Seitenzahl: 392
• Erscheinungstermin: 3. August 2023
• Englisch
• Abmessung: 234mm x 156mm x 21mm
• Gewicht: 598g
• ISBN-13: 9781398611757
• ISBN-10: 1398611751
• Artikelnr.: 67568373

Autorenporträt

Paul Hague

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;