Creating the model model: An alternative route to growth

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Fierce competition and challenging economic conditions are unwelcome norms of the current business climate. It has therefore become more critical than ever for companies to stand out from the crowd. A typical response is to focus on product development, acquisition, entering new markets or gaining deeper customer insights. Achieving growth by such means is a tried and trusted formula. But the considerable drain on time and resources is something that most organizations can do without. And since there is no guarantee of success, firms are naturally concerned about the sizeable investment required. These uncertainties have prompted greater emphasis on business models. Companies appreciate that creating the right model can prove a swift and cost‐effective method of increasing value.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2012), "Creating the model model: An alternative route to growth", Strategic Direction, Vol. 28 No. 10, pp. 18-22. https://doi.org/10.1108/02580541211268410