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This paper aims to discuss the importance of reconsidering the business model in the organizations, to ensure success over time. The paper lies on the analysis and development of the strategies of ten “Società” Canottieri’ – multi-sports clubs in Northern Italy.

The strategies of these clubs have been studied via detailed interviews, as well as data and document analysis. Subsequently, two workshops with the management of the clubs were carried out, to collect evidence of the challenges to their sustainability and to identify possible strategies to overcome these challenges.

Drawing on Osterwalder’s Business Model Canvas framework and Demil et Lecocq’s approach to business model (a Penrosian approach about the on-going dimension of change as a permanent state of organization), the paper describes how recently emerging issues (external and internal changes) have challenged the traditional business model of these clubs. Finally, authors identify specific actions necessary to (re)create a new value proposition and to modify the sports clubs’ organization in the future, to assure sustainability and success.

Currently, business model analysis within contexts of (apparent) no economic value creation still remains a relatively unexplored field. The paper describes an effective methodology to implement the business model analysis into a group of independent non-profit organizations. To implement this analysis, the authors adopted the model of Business Model Canvas, but using a transformational and dynamic approach.

The purpose of this paper is to examine the role of export consortia in developing countries as a means to develop intangible resources that enhance SMEs' competitiveness.

The paper presents a framework for the analysis of the processes through which intangible resources are developed within export consortia. The methodology employed involves in‐depth case studies of nine export consortia supported by UNIDO in Morocco, Peru, Tunisia, and Uruguay, during the period 2004‐2007.

The participation in export consortia is very important not only to develop intangible resources that increase competitiveness abroad, but also for becoming more competitive at domestic level. This is particularly relevant for SMEs from developing countries.

The findings are based on nine case studies of export consortia in developing countries. All these consortia are rather young and developed with the support of UNIDO. Future studies should explore the issues addressed in the paper through the analysis of consortia of different size and age as well as different countries.

The findings and the framework proposed can be used by SMEs, consultants and agencies that support export consortia in the formulation of the consortium strategy and by policy‐makers to identify conditions for successful cooperation among SMEs.

The research is among the few that analyze export consortia and the first to offer a conceptual framework and empirical evidence linking intangible resources, export consortia, SMEs and developing countries.