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“Integrating” Business Model and Strategy

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Integrated Reporting

Abstract

This chapter explores the potential role of Integrated Reporting in supporting the relationships between a company’s strategy and the development (i.e. design and implementation) of its business model. To this aim, we draw on the relevant literature on strategy and on business models, as well as on the recent guidelines provided by the International Integrated Reporting Council framework, to suggest a three step process for linking the company’s strategy to the development of the related business model. An example of such process is presented in the context of low-cost airline companies.

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Notes

  1. 1.

    For instance, Osterwalder and Pigneur (2010) have proposed a scheme based on a set of nine components (i.e. customer segments, value propositions, distribution channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure), arguing the necessity of “re-interpreting strategy through the lens of the Business Model Canvas”. According to this other perspective, strategy is so not included in the business model, rather the former supports the assessment and management of the latter.

  2. 2.

    On these topics see Ansoff (1965); Andrews (1971); Wernerfelt (1984); Porter (1985, 1996); Barney (1991); Warren (2002, 2008) and Morecroft (2007).

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Author information

Authors and Affiliations

  1. Department of Business Studies and Law, University of Siena, Siena, Italy

    Federico Barnabè

  2. Department of Business Administration, Finance, Management and Law, University of Milano-Bicocca, Milan, Italy

    Maria Cleofe Giorgino

Authors
  1. Federico Barnabè
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  2. Maria Cleofe Giorgino
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Corresponding author

Correspondence to Federico Barnabè .

Editor information

Editors and Affiliations

  1. J.E. Cairnes School of Business & Econ., National University of Ireland, Galway, Ireland

    Cristiano Busco

  2. Kellstadt Graduate School of Business, DePaul University, Chicago, Illinois, USA

    Mark L. Frigo

  3. University of Siena, University of Siena, Siena, Italy

    Angelo Riccaboni

  4. The University of Edinburgh, Edinburgh, United Kingdom

    Paolo Quattrone

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Barnabè, F., Giorgino, M.C. (2013). “Integrating” Business Model and Strategy. In: Busco, C., Frigo, M., Riccaboni, A., Quattrone, P. (eds) Integrated Reporting. Springer, Cham. https://doi.org/10.1007/978-3-319-02168-3_7

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