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Whenever a commercial enterprise is founded, it either directly or indirectly employs a specific business model that defines the design or architecture of the value creation, provision, and capture mechanisms it employs [1]. The spirit of a business model is in defining the method by which the enterprise delivers value to customers, tempts customers to pay for value, and converts those payments to profit [2]. It thus reflects management’s assumption about what customers want, how they want it, and how the enterprise can establish to best meet those needs, get rewarded for doing so, and make a profit [3]. This reflects the significance of business models and explores their connections with business strategy, innovation management, and economic philosophy [4].

Comparing Strategic Concepts, A New Strategic Mindset and Copin g with an Ever-Growing Toolbox