The document provides information on a company's business model strategy. It discusses the key elements of a business model including mission, targets, value proposition, go-to-market strategy, and organization. It also discusses different types of business strategies that can be used across these business model elements. The document is intended to help the company develop and refine its business model and strategies.

1. INSERT COMPANY LOGO OR NAME
202X
BUSINESS MODEL STRATEGY
1
INSERT COMPANY LOGO OR NAME
202X
BUSINESS MODEL STRATEGY
1

2. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
A business model is made up of the mission, targets, value proposition, go-to-market and organization
The Organization efficiently &
effectively develops & delivers…
…the Customer Value Proposition &
Go-to-Market to fulfill the needs… …the Mission
…of the Target Customers better than
competitors for the purpose of achieving…
1. ORGANIZATION 2. VALUE PROPOSITION
3. GO TO MARKET
4. TARGETS 5. MISSION
z
$
Store
Services
Products
Price
Distribution
Sales
People
Infrastructure
Partners Geography
Markets
Target
Customers
Process
Value Prop Go-to-Market
Marketing
2

3. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
Business Strategy is simply the goals the
organization focuses on across a business
model on and the actions it takes to
achieve those goals
Sometimes it takes a tweak, other times it takes a lot more
ç
MISSION
Markets Customers Geographies
Marketing
Pricing
Distribution
Products
Team
Members
Infrastructure
Partners
Processes
Services
Functions (Sales, Operations, Finance, etc.)
TARGETS
VALUE PROPOSITION GO TO MARKET
ORGANIZATION
Sales
$
A BUSINESS MODEL
3

4. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
• Organizational Strategy
• Human Resource Strategy
• Talent Strategy
• Knowledge Strategy
• Cultural Strategy
• Communications Strategy
• Compensation Strategy
• Benefits Strategy
• Development Strategy
• IT Strategy
• Vendor Strategy
• Process Strategy
• Operations Strategy
• Finance Strategy
• Reporting Strategy
• Governance Strategy
• Risk Strategy
• Sustainability Strategy
• Product Strategy
• Service Strategy
• Pricing Strategy
• Innovation Strategy
• Design Strategy
• Development Strategy
• IP Strategy
• Supply Chain Strategy
• Manufacturing Strategy
• Distribution Strategy
• Sales Strategy
• Marketing Strategy
• Ecommerce Strategy
• Content Strategy
• Advertising Strategy
• Social Strategy
• Reseller Strategy
• PR Strategy
• Market Strategy
• Competitive Strategy
• Customer Strategy
• Segmentation Strategy
• Geographic Strategy
• M&A Strategy
• Expansion Strategy
• Joint Venture Strategy
• Corporate Strategy
• Business Model Strategy
• Business Unit Strategy
• Financial Strategy
• Growth Strategy
• Long-term Strategy
The challenge with strategy is there are so many different types across a business model
ç
MISSION
Markets Customers Geographies
Marketing
Pricing
Distribution
Products
Team
Members
Infrastructure
Partners
Processes
Services
Functions (Sales, Operations, Finance, etc.)
TARGETS
VALUE PROPOSITION GO TO MARKET
ORGANIZATION
Sales
$
A BUSINESS MODEL
4

5. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
Gives Purpose
“WHY”
Provides Focus
“WHO & WHERE”
Is the Core
”WHAT”
Amplifies the
Value Prop
”HOW BIG”
The Efficiency & Effectiveness
Execution Machine
”HOW”
ç
MISSION
Markets Customers Geographies
Marketing
Pricing
Distribution
Products
Team
Members
Infrastructure
Partners
Processes
Services
Functions (Sales, Operations, Finance, etc.)
TARGETS
VALUE PROPOSITION GO TO MARKET
ORGANIZATION
Sales
$
A BUSINESS MODEL
To develop a winning business model, answer the why, who, where, what, and how
5

6. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
ç
MISSION
Markets Customers Geographies
Marketing
Pricing
Distribution
Products
Team
Members
Infrastructure
Partners
Processes
Services
Functions (Sales, Operations, Finance, etc.)
TARGETS
VALUE PROPOSITION GO TO MARKET
ORGANIZATION
Sales
$
A BUSINESS MODEL
To solve a business model, work your way from the top to the bottom
Solve the business model from the top down:
1. Mission
2. Targets
• Markets, Customers & Geographies
3. Value Proposition
• Products, Services, Pricing
4. Go To Market
• Distribution, Sales, Marketing
5. Functional Strategies
• HR, IT, Procurement, Finance, Ops, etc.
Visit for more information - https://www.stratechi.com/business-model/
6

7. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
(NAME OF COMPANY) STRATEGIC VISION
TARGETS
(WHO & WHERE?)
Customer Segments
Markets
CUSTOMER VALUE
PROPOSITION
(WHAT?)
Geographies
MISSION & GOALS
(WHY?)
What markets are you going to win in? What are the
important market dynamics?
Who are your target customers? Why? What are their
most important needs?
Where are you going to win? Expand to?
Differentiation
What is the core differentiation of your value
prop to beat the competition?
Mission
What are the big ideas for products & services, which will drive value for
customers and the business?
The Ultimate Goals
What is the mission and purpose of the business? What are the ultimate financial, market, and customer goals?
Distribution
Products & Services
What is the distribution model? The big ideas to
improve it?
Sales
What sales strategies will drive growth in a cost-
effective manner?
Marketing
What campaigns and marketing strategies will cost-
effectively grow the customer funnel?
Time frame: What time frame does this strategy cover?
What pricing strategy will maximize long-
term growth & profitability
Pricing
$
GO-TO-MARKET
(HOW BIG?)
Core Competencies
Goals
Transformation Initiatives
ORGANIZATION
(HOW?) What organizational competencies need to be world-class to continuously drive
core differentiation and competitive advantage?
What are the values of the organization to serve as the foundation for the
culture and people strategy?
Abc Abc
Abc Abc
Abc Abc
Abc Abc
Values
Big Org Goals

8. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
What are the mission and ultimate goals?
• X
• X
What is the mission and purpose
of the business?
What are the ultimate financial,
market, and customer goals?
Mission
Ultimate Goals
Answers & Rationale
8

9. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
Let’s first focus on the target markets, customer segments, and geographies
Customer Segments
Markets
Geographies
What markets are you going
to win in? What are the
important market dynamics?
Who are your target
customers? Why? What are
their most important needs?
Where are you going to win?
Expand to?
• X
• X
• X
Answers & Rationale
9

10. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
Let’s define the value proposition which will beat the competition with the target customers
• X
• X
• X
Differentiation
What is the core differentiation of your
value prop to beat the competition?
What are the big ideas for products &
services, which will drive value for
customers and the business?
Products & Services
What pricing strategy will maximize long-
term growth & profitability
Pricing
$
Answers & Rationale
10

11. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
Let’s define a strong go-to-market strategy to best amplify the value prop for the target customers
Answers & Rationale
• X
• X
• X
Distribution / Partners
What sales strategies will drive
growth in a cost-effective
manner?
Sales
What campaigns and marketing
strategies will cost-effectively
grow the customer funnel?
Marketing
What is mutually lucrative
distribution / partner model for our
target customers? Why?
11

12. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
What core competencies, values and initiatives do we need to ensure our org can scale and deliver on
our value proposition and go-to-market?
• X
• X
• X
What are the values of the organization
to serve as the foundation for the
culture and people strategy?
What transformation initiatives do we
need to execute the strategy (people,
process, technology, and partners)?
Org Transformation
Initiatives
What organizational competencies need
to be world-class to continuously drive
core differentiation and competitive
advantage?
Core Competencies
Values
Answers & Rationale
12

13. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
What are the core transformation initiatives for the business model strategy?
Vertical Sales Model
Overview
Initiative 2
Initiative 3
Initiative 4
Initiative 5
Initiative 6
Initiative 7
Initiative 8
Initiative Goal Resources / Timing
• 25% sales growth in top 3
markets
• xx
• xx
• xx
• xx
• xx
• xx
• xx
• 4 months and 3 FTE
• xx
• xx
• xx
• xx
• xx
• xx
• xx
• Develop key account coverage model for top 3 markets and reorganize
sales team from regional to vertical focus with plans, training, and new
comp plan
• xx
• xx
• xx
• xx
• xx
• xx
• xx
13

14. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
APPENDIX

15. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
The prioritization matrix can help you prioritize potential business model answers and initiatives
HOW DO YOU ASSIGN VALUE?
Value can be determined from an absolute or relative
perspective. An absolute perspective is when the
appropriate analysis of value has determined an actual
value. For example, the actual market potential of
products or the cost savings of different IT solutions.
A relative value can be created, when you are
hypothetically comparing different options and there
may be hypotheses of the value, but no actual analysis.
Relative value is used when there is a good relative
sense that one option is more valuable than another
option.
HOW DO YOU ASSIGN COST / EFFORT?
The effort axis can represent cost, capital, ease of
implementation, people, timing or other effort levers.
Once again, you can assign levels of efforts on an
absolute or relative basis. If you have actual data and
analysis then use the data to plot projects. If you don’t,
you typically have a good intuition on the relative levels
of efforts of different options.
Visit for more information - https://www.stratechi.com/prioritization-matrix/
15

16. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
Prioritization Matrix Template
LOW
HIGH
HIGH
LOW
BENEFIT /
VALUE
EFFORT / COST
LOW-HANGING FRUIT BIG BETS
MAYBES (WORK ON IMPROVING) NOT WORTH THE EFFORT
IDEA / INITIATIVE
IDEA / INITIATIVE
IDEA / INITIATIVE IDEA / INITIATIVE
IDEA / INITIATIVE
16

17. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
External
Factors
Internal
Factors
STRENGTHS WEAKNESSES
THREATS
OPPORTUNITIES
SWOT ANALYSIS
Harmful
Helpful
Doing a SWOT analysis can help you develop insights into your business model
Visit for more information - https://www.stratechi.com/swot-analysis/
17

18. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
A Porter’s Five Forces competitive analysis can provide insight into business model strategy
Visit for more information - https://www.stratechi.com/porters-5-forces/
OVERALL ASSESSMENT OF
COMPETITIVE INTENSITY
…
Major Players
Assessment Overview of Key Dynamics & Impact to the Organization
• XX
•HIGH • XX
NEW ENTRANTS
INDUSTRY RIVALRY
SUPPLIER POWER
BUYER POWER
POTENTIAL
SUBSTITUTES
…
CURRENT 5 YEARS FROM NOW
• XX
•HIGH • XX
• XX
•HIGH • XX
• XX
•HIGH • XX
• XX
•HIGH • XX
18

19. INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER
TERMS OF USE
Stratechi.com is owned and operated by StratTools Limited.
Stratechi.com offers products including PowerPoint and Excel templates and content that include designs, text, icons, graphics, maps, pictures, and other digital
content.
Below these templates and the contents will also be described as “products”.
The products are provided only via direct download.
USAGE
Stratechi.com permits you to download and use products, only in accordance with the terms below.
IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUB-LICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THE
PRODUCTS IN HARD COPY, DIGITAL FORM OR ANY OTHER MEDIUM WHETHER EXISTING OR NOT YET EXISTING, EXCEPT AS SPECIFICALLY PERMITTED BELOW.
1. LIMITED LICENSE
You are granted a limited, non-exclusive, non-transferable license to use the products for the ALLOWED USAGE (2). You are not allowed to use the products except for
that which is specifically listed in section ALLOWED USAGE (2).
2. ALLOWED USAGE
Subject to the restrictions and limitations described under NOT ALLOWED USAGE (3), the products can be used to create derivative works or modifications to fit your
own professional needs, provided that such works are not intended to be re-sold or published publicly for free distribution.
3. NOT ALLOWED USAGE
a. Sell, distribute, sub-license, transfer or assign rights to the products and templates and any derivative products.
b. Use or display the products and derivative works on websites or web pages (or similar) to induce or involving sale, license or other distribution of physical and
digital products.
c. Use, display, incorporate or bundle the products and derivative works on any product that results in a re-distribution or re-use of the website or web pages (or
similar) to induce or involving sale, license or other distribution of digital products including presentation templates, websites templates, websites designs, stock
images (this includes custom designed websites).
d. Use the products and derivative works in design template applications intended for resale, online or by other means.
e. Use the products and derivative works in any way that could be considered defamatory, libelous, immoral, obscene or fraudulent, or illegal, either by making
physical changes to it, in the juxtaposition to accompanying text or images, or otherwise.