Knowledge is an important matter for consulting firms - as a resource, as a product or service, and as a trigger for internal value creation processes. Therefore, a strategy for management and utilisation of knowledge in its different state is needed. It is sensible to assume, that this strategy is strongly influenced by a respective consulting firm’s business model. This paper provides an analysis of the interrelation between business model and Knowledge Management strategy. Four determinants are defined to allow a detailed description of different Knowledge Management strategies. Methods and techniques of Knowledge Management are subsumed under these determinants. The use of these methods determine, whether a Knowledge Management strategy is dominated by central or de-central elements. This article describes different types of business models and derives recommendations for corresponding Knowledge Management strategies. Case studies of four Grolik,Kalmring,Lehner,Frigerio KM Strategies in Consulting Firms international consulting firms with different business models and different Knowledge Management strategies are used to validate these recommendations.