ABSTRACT
Our final case reveals that it is possible to employ a business model framework of analysis to review the nature of non-corporate activities and in this case we employ voluntary hospices. Our reason for choosing this case is that it reveals how the hospice business model has evolved from simply taking in donations which are then used to provide palliative case for terminally ill patients. The activities and stakeholder interactions that constitute the hospice business model are more complex now compared with an earlier period. At the same time UK government policy towards the so-called third sector is also changing as funding constraints encourage governments to seek the support of the voluntary sector within national health-care provision.
