The Business Models Handbook

Business frameworks sit at the heart of every successful enterprise. They bring structure and clarity to business challenges and can help practitioners overcome the everyday problems they face.

The Business Models Handbook draws together the most helpful and widely used templates and frameworks into a single, invaluable resource. The book gives an overview of 50 of the best-known frameworks, including the BCG matrix, the Ansoff matrix, the Price Quality Strategy model, the Stage Gate model and the Service Profit Chain. Each chapter focuses on an individual model and expertly explains how it will help an organization grow and be profitable.

Written by the leading global market researcher who has worked on over 3,000 research projects The Business Models Handbook is, quite simply, a must-read for any business student or professional.

1. Introduction: an overview of business and marketing models
2. The 4Ps: how to design your marketing mix
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
3. ADL matrix: strengthening a product portfolio or strategic business units
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
4. AIDA: a business model for improving marketing communications
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
5. Ansoff matrix: how to grow your company
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
6. Benchmarking: setting targets for business and marketing KPIs
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
7. Blue ocean strategy: kick-starting innovation and new product development
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
8. Boston Consulting Group (BCG) matrix: planning a product portfolio or multiple strategic business units
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
9. Brand audit: improving the strength of a brand
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
10. Competitive intelligence: assessing market strengths and weaknesses
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
11. Conjoint analysis: assessing optimum pricing and the value of component parts
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
12. Customer journey maps: asses the current performance of marketing and sales processes
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
13. Customer lifetime value: estimating customer spend over the lifetime with the company
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
14. Customer value proposition: creating a compelling purchase motive
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
15. Diffusion of innovation: launching new products and services
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
16. Directional policy matrix: how to prioritize segments or new ideas
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
17. Disruptive innovation model: identifying unique ways of beating the competition
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
18. Edward de Boni's six thinking hats: brainstoming problems and generating new ideas
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
19. EFQM excellence model: improving an organization's quality and performance
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
20. Four corners: analysing competitor strategies
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
21. Gap analysis: improving areas of weakness in a company
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
22. Greiner's growth model: recognition and transition through different phases of company growth
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
23. Kano model: identifying purchase motivations
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
24. Kotler's five product levels: adding value to a product or service
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
25. Market sizing: assessing the size and value of a server or potential market
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
26. Maslow's hierarchy: differentiating market positioning
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
27. McKinsey 7S: a company 'health check' audit tool
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
28. Mintzberg's 5Ps for strategy: devising a competitive strategy
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
29. MOSAIC: setting objectives for current and potential opportunities and how to reach them
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
30. Net Promoter Score: a tool for driving customer excellence
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
31. New product pricing (Gabor-Granger and van Westendorp): pricing new products
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
32. Personas: improving the focus of marketing messages
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
33. PEST: assessing four major macro factors that shape a company's future
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
34. Porter's five forces: assessing five economic factors for competitive intensity
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
35. Porter's generic strategies: pinpointing the strongest competitive position
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
36. Price elasticity: outlining opportunities for raising or lowering prices
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
37. Price quality strategy: guiding a company's pricing strategy
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
38. Product life cycle: determining a long-term product strategy
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
39. Product service positioning matrix: positioning products according to quality and service value
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
40. Segmentation: using customer groups to gain competitive advantage
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
41. Service profit chain: connecting employee satisfaction and performance with company profits
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
42. SERVQUAL: aligning customer expectations and company perfromance
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
43. SIMALTO: identifying the customer value placed on product or service improvements
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
44. Stage gate new product development: planning the development and launch of new products and services
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
45. SWOT analysis: analysing growth opportunities at product, team or business level?
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
46. System 1 and System 2 thinking: identifying the emotional forces that drive decisions
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
47. USP: pinpointing the unique selling point of a product or service
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
48. Value-based marketing: adding value to products and services to improve profitability
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
49. Value chain: identifying product or service value during the manufacturing process
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
50. Value equivalence line: managing price and product benefits in a business strategy
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes
51. Value net: how to benefit from competitor collaboration
• What the model looks like and how it works
• The origins of the model
• Developments of the model
• The model in action
• Some things to think about
• Notes

Well, first a caveat, it is not about traditional business models, but about tools, techniques etc for marketing and strategy. In fact, probably more than enough to get you through most of an MBA.

And it is extremely well written, with logical flows, explanations, etc, that I find few faults with it.

Unfortunately, the author limited himself to "only" 50 topics, I would have loved to see another 20-25 in there (like Balanced Scorecards, Strategyzers models, etc.), but you can't have everything you want and the topics covered are very well thought through.

Absolutely recommended.