Integrating business strategies into business models: benefits of a structured and visual approach

Abstract

Purpose Firms operating in dynamic and innovation-driven environments face mounting pressure to align strategic intent with adaptable business models (BMs). Yet translating business strategies (BSs) into concrete BM transformations remains a persistent challenge. Design/methodology/approach This study proposes a conceptual approach that models BSs as systematic structural modifications, building on recent advances in BM innovation that adopt an operator-based design logic. The approach unfolds in three steps: establishing a baseline “Seed BM,” selecting BSs for integration and applying restructuring and specialization operators to capture their structural effects. A stylized illustration involving a delivery firm, DeliExpress, demonstrates the framework’s ability to visualize, compare and communicate how alternative strategies reshape components, channels and activities within a consistent representation. Findings This study shows that the proposed approach provides decision-makers with a structured method to embed strategic choices into BM design, enabling clearer assessment of trade-offs, comparability of alternatives and improved communication across stakeholders. Originality/value The originality of this study lies in formalizing BS integration as operator-driven BM transformations, thereby bridging the gap between abstract strategic intent and operational execution. While conceptual and demonstrated through a hypothetical case, the framework highlights avenues for empirical validation and broader application across industries. It offers practical implications by equipping managers with a visual and systematic decision-support tool and research implications by extending the strategic management literature with a theory-informed mechanism to operationalize the BS–BM relationship.