ct In the knowledge economy individuals and firms derive their competitive advantage from their knowledge and ability to act on this knowledge. Before knowledge can be traded for money it must be packaged and delivered. Knowledge may be packaged as and delivered by way of a service, e.g. a motor-mechanic or a management consultant sell their knowledge as a service; or knowledge may be packaged into products which are sold, e.g. Honda packaged knowledge of car an engine design into cars, motorbikes, lawn mowers, etc. To best exploit knowledge a firm must know when to sell products, when to sell services, when to switch from one to the other and when, and how, to use one to complement the other. This paper presents several business strategy patterns for dealing with this decision: