The article explores how managers of creative service firms navigate conflicting goals in their business models. By studying real-life cases, the researchers identified tactics used by managers to balance economic and creative value. They found that managers make strategic decisions in areas like services, clients, networking, revenue models, and new ventures to address tensions within their business models. This study sheds light on how business models are crafted in practice to resolve conflicts and paradoxes, offering new insights for both business model and paradox theories.