From strategy to business models and to tactics
By: Ramon Casadesus-Masanell, Joan Enric Richart
Contributors: Ricart i Costa, Joan E., 1956-; Harvard Business School
Series: Working paper / Harvard Business School -- 10-036; Working paper (Harvard Business School) -- 10-036.
Publisher: Harvard Business School
Published: 2009
Place of publication: [Boston]
Language: eng
Number of pages: 43
Description: The notion of business model has been used by strategy scholars to refer to "the logic of the firm, the way it operates and how it creates value for its stakeholders." On the surface, this notion appears to be similar to that of strategy. We present a conceptual framework to separate and relate business model and strategy. Business model, we argue, is a reflection of the firm's realized strategy. We find that in simple competitive situations there is a one-to-one mapping between strategy and business model, which makes it difficult to separate the two notions. We show that the concepts of strategy and business model differ when there are important contingencies upon which a well-designed strategy must be based. Our framework also delivers a clear separation between tactics and strategy. This distinction is possible because strategy and business model are different constructs.
Notes: "November 2009"--Publisher's website.

Includes bibliographical references.