Includes bibliographical references and index.

Business models are about making money and most firms are in business to make money. This text draws on the latest research in strategic management to examine business models explicitly and fully. It explores which activities a firm performs, how it carries them out, and when it executes them to make a profit.

Pt. 1. Positions, activities, resources, industry factors, and cost -- Ch. 1. Introduction and overview -- Ch. 2. Customer value and relative positioning -- Ch. 3. Pricing to optimize revenues -- Ch. 4. Sources of revenues and market targets -- Ch. 5. Connected activities for a profitable business model -- Ch. 6. Resources and capabilities : the roots of business models -- Ch. 7. Executing a business model -- Ch. 8. Innovation, sustainability, and change -- Ch. 9. Analyzing the cost of a business model -- Ch. 10. Analyzing the sources of profitability and competitive advantage in a business model -- Ch. 11. Financing and valuing a business model -- Ch. 12. Business model planning process -- Ch. 13. Corporate social responsibility and governance -- Pt. 2. Cases -- Case 1. Viagra : a hard act to follow -- Case 2. Eclipse : the next big thing in small aircraft -- Case 3. Salton, Inc. and the George Foreman Grill -- Case 4. Satellite Digital Audio Radio Service (SDARS) -- Case 5. Segway : segue to ... -- Case 6. LEGO bionicle : the building blocks to core competency? -- Case 7. KPN mobile and the introduction of i-Mode in Europe -- Case 8. Lipitor : at the heart of Warner-Lambert -- Case 9. eBay : growing the world's largest online trading community -- Case 10. Borders : responding to change.

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