Far too many people confuse business models with business plans and assume that they are something just for starting new businesses and the like. Oh, what a waste! A book like this is perfect for bringing the concept and versatility of business models to the fore, written in a clear language that makes it ripe for consideration and implementation.

It is a simple concept, take a large number of business frameworks, templates and models, present them individually and describe what they do, how they can help individual challenges and show with a real-world case study their practical utility and usage. It can be a question of finding the tool you feel most comfortable using to achieve a specific goal. In many cases there can be several choices on offer – and just like anything where there is a choice there can be subtle differences that attract, or detract, in the specific eye of the beholder.

There is no shortage of material to consider, even though each business model is presented directly without padding or masses of in-depth academic discussion. A book for doing and encouraging the do-ers. Some of the business models will be familiar to anybody who has undertaken even an undergraduate business studies course, others may be less familiar, but this book will change that, and a sequential read-through is strongly recommended to become familiar with the range of business models on offer, their particular intentions, strengths and weaknesses. Of course, it is also designed as a grab-and-refresh reference book – it meets both requirements with aplomb, and you will surely find a useful business model within the 50 on offer! It may encourage you to dig deeper and, naturally, there is no shortage of uber-professional and academic reference works on the subject. There is a perceived bias towards the strategic analysis-side of things, but this need not be a problem as everything boils down to, or references strategy, no matter how you slice and dice it.

It is appreciated that the author has not sought to try and steer the reader explicitly to a particular business model since each business will have different needs and implementation requirements that can be unique. It is true, of course, that specific business models can be universally helpful in some circumstances, but just because you may use a flat-bladed screwdriver for many repair jobs, it doesn’t mean that at times you’d be better using a Torx screwdriver or even a chisel. Having a toolbox stocked with tools that you know how to wield, and when, is very valuable indeed!

Nothing else needs to be said. Buy the book! Read it, consume it and prepare to learn (or be refreshed) about more than business models!

The Business Models Handbook Book Cover The Business Models Handbook
Paul Hague
Kogan Page