What are the alternative business models available for start-ups? What are the business models available for a business in crisis? Why is there a range of different business models? What are the trade-offs between different business models? How can understanding the determinants of a business model be used to create competitive advantage? How can these be used to leverage existing core competencies into new opportunities? What are the different ways to exploit a perceived business opportunity and what are the different strategies available to do this? The Drive of Business: Strategies for Creating Business Angles provides answers to these questions. Business opportunities are exploited by selecting an appropriate activity type. There are a range of quite different activity types available to choose from. The combination of the business opportunity and activity type provides a rich range of business angles. This approach to crafting business angles is applied to multi-sided platforms, and design principles are provided for a variety of situations. Strategies for competing under different market contexts are also described, and why market context makes a difference to the selection of the business angle is explained.
Table of Content
Introduction
ONE Business opportunities are perceived sources of profit
TWO Businesses share in the available value added
THREE The entire value network matters
FOUR Activity types available to participate in a market
FIVE The market for financial assets provides ways to share in a business opportunity
SIX The opportunity focused business parlays its position into new business angles
SEVEN Changing business angles by removing friction from the value network
EIGHT Turbulent markets are gold rushes so travel light with only essential core competencies
NINE Business opportunities have an unpredictable lifecycle so mind the options
TEN Continuous learning to make the most of scarce resources and speculation
Glossary
Index
About the author
Robert D. Hughes has more than 25 years of experience as a strategic management consultant. He is principal of the United Kingdom and New Zealand consulting firm Hughes Consulting Limited and former partner in the multinational business advisory firm KPMG. Hughes Consulting provides services to significant organisations in the private and public sectors. He is also experienced with business start-ups, having founded companies to exploit emerging business opportunities. Robert holds a Doctorate and professional credentials as a: Management Consultant, Information Technology Professional, Manager, and Engineer.
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