We begin this section with the Magr

We begin this section with the Magretta's (2002) statement, which is despite of its *age*, in our opinion, still very much true: *Today, *business model* and *strategy* are among the most sloppily used terms in business; they are often stretched to mean everything-and end up meaning nothing. It's true that any attempt to draw sharp boundaries around abstract terms involves some arbitrary choices. But unless we are willing to draw the line somewhere, these concepts will remain confusing and difficult to use. When it comes to concepts that are so fundamental to performance, no organisation can afford fuzzy thinking.* Authors debating the differences between strategy and business models differ considerably in their opinion. Some use the terms *strategy* and *business model* interchangeably (Magretta, 2002). Often they use it to refer to everything they believe would give them a competitive advantage (Stähler, 2002). Yet, a review of the literature shows that the view that business models and strategy are linked, but distinct notions, is more common.