The Business Models Handbook

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;