Business Models & Corporate Strategy

A business model determines how a company combines capabilities, customers, contracts and capital to earn revenue. Changing what a company charges for, entering a new country or transferring ownership can alter several of those relationships at once. The relevant question is which responsibilities and costs change, and which remain with the company.

Recurring revenue can address a continuing customer need, but it also requires the supplier to deliver the promised service throughout the contract. Usage, availability and output are different commitments. An offer that produces regular invoices can still expose the supplier to variable costs or a long-term financing obligation.

Growth through partners changes which capabilities a company needs to own. Shared fulfilment can reduce the operations a smaller brand must build itself, while leaving it responsible for product, demand and retained margin. Employee ownership through a trust raises a different question: how authority is divided between management, trustees and employee representatives within the relevant legal and organisational arrangements.

These guides examine business decisions about entering markets, dividing responsibilities with partners, using AI, financing growth and investing in industrial capacity. Documented examples distinguish a proposed business model from the resources and operating conditions needed to deliver it. Business Model Monitor provides the associated research on strategy and the development of sustainable sources of revenue.