Linking product–market strategy and business models: the Cube-14 framework

Purpose Strategy and business model research address complementary dimensions of firm performance, yet they have largely evolved as separate discourses. This separation creates conceptual blind spots, particularly in situations of strategic change, where product–market positioning and value realization logic must be aligned: strategy without a business model perspective remains abstract, while business models considered without strategic direction risk lacking orientation. This paper addresses this integration gap. Design/methodology/approach The paper adopts a conceptual-theoretical approach. It systematically contrasts product-market strategy and business models and develops the Cube-14 framework as a conceptually grounded integration model. Building on Ansoff’s product-market logic, the framework links differentiated product-market movements with business model configurations and structures their interdependence within an integrated decision-making space. Findings The Cube-14 framework conceptualizes strategic change as a configurational alignment problem between competitive positioning and value realization. It identifies 14 ideal-typical strategic action options by combining strategic growth or withdrawal with business model retention or modification. The analysis shows that identical product-market movements may lead to fundamentally different performance outcomes depending on how the value proposition, value architecture, and value capture are configured and aligned with the chosen strategic direction. Originality/value The Cube-14 framework enables strategic change to be analyzed as a coherent configuration problem rather than as isolated decisions concerning market positioning or business model adaptation. It increases transparency regarding strategic options, facilitates the assessment of feasibility and coherence, and reduces blind spots arising when strategic movements and value realization logic are considered separately. In doing so, it clarifies how strategic positioning, organizational configuration, and value realization interact in shaping strategic reorientation.