商业模式概述外文文献翻译.docx

商业模式概述外文文献翻译.docx

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商业模式概述外文文献翻译

商业模式概述-外文文献翻译

西安邮电大学毕业设计（论文）

外文文献翻译

学院:

经济与管理学院

专业:

市场营销

班级:

营销0802

学生姓名:

薛春林导师姓名:

欧晓华职称:

讲师

起止时间:

2010年12月20日至2011年6月20日

英文原文

Overviewofbusinessmodel

Abusinessmodeldescribestherationaleofhowanorganizationcreates,delivers,andcapturesvalue[1]economic,social,orotherformsofvalue.Theprocessofbusinessmodelconstructionispartofbusinessstrategy.

Intheoryandpracticethetermbusinessmodelisusedforabroadrangeofinformalandformaldescriptionstorepresentcoreaspectsofabusiness,includingpurpose,offerings,strategies,infrastructure,organizationalstructures,tradingpractices,andoperationalprocessesandpolicies.Theliteraturehasprovidedverydiverseinterpretationsanddefinitionsofabusinessmodel.Asystematicreviewandanalysisofmanagerresponsestoasurveydefinesbusinessmodelsasthedesignoforganizationalstructurestoenactacommercialopportunity[2].Furtherextensionstothisdesignlogicemphasizetheuseofnarrativeorcoherenceinbusinessmodeldescriptionsasmechanismsbywhichentrepreneurscreateextraordinarilysuccessfulgrowthfirms[3].

Wheneverabusinessisestablished,iteitherexplicitlyorimplicitlyemploysaparticularbusinessmodelthatdescribesthearchitectureofthevaluecreation,delivery,andcapturemechanismsemployedbythebusinessenterprise.Theessenceofabusinessmodelisthatitdefinesthemannerbywhichthebusinessenterprisedeliversvaluetocustomers,enticescustomerstopayforvalue,andconvertsthosepaymentstoprofit:

itthusreflectsmanagement’shypothesisaboutwhatcustomerswant,howtheywantit,andhowanenterprisecanorganizetobestmeetthoseneeds,getpaidfordoingso,andmakeaprofit.[4]

Businessmodelsareusedtodescribeandclassifybusinessesespeciallyinanentrepreneurialsetting,buttheyarealsousedbymanagersinsidecompaniestoexplorepossibilitiesforfuturedevelopment.Also,wellknownbusinessmodelsoperateasrecipesforcreativemanagers.[5]Businessmodelsarealsoreferredtoinsomeinstanceswithinthecontextofaccountingforpurposesofpublicreporting.

Overtheyears,businessmodelshavebecomemuchmoresophisticated.Thebaitandhookbusinessmodelalsoreferredtoasthe"razorandbladesbusinessmodel"orthe"tiedproductsbusinessmodel"wasintroducedintheearly20thcentury.Thisinvolvesofferingabasicproductataverylowcost,oftenatalossthe"bait",thenchargingcompensatoryrecurringamountsforrefillsorassociatedproductsorservicesthe"hook".Examplesinclude:

razorbaitandbladeshook;cellphonesbaitandairtimehook;computerprintersbaitandinkcartridgerefillshook;andcamerasbaitandprintshook.AninterestingvariantofthismodelisAdobe,asoftwaredeveloperthatgivesawayitsdocumentreaderfreeofchargebutchargesseveralhundreddollarsforitsdocumentwriter.

Inthe1950s,newbusinessmodelscamefromMcDonald'sRestaurantsandToyota.Inthe1960s,theinnovatorswereWal-MartandHypermarkets.The1970ssawnewbusinessmodelsfromFedExandToysRUs;the1980sfromBlockbuster,HomeDepot,Intel,andDellComputer;the1990sfromSouthwestAirlines,Netflix,eBay,Amazon,andStarbucks.

Today,thetypeofbusinessmodelsmightdependonhowtechnologyisused.Forexample,entrepreneursontheinternethavealsocreatedentirelynewmodelsthatdependentirelyonexistingoremergenttechnology.Usingtechnology,businessescanreachalargenumberofcustomerswithminimalcosts.

Businessmodelframeworks

Therearevariouswaystodefineandconceptualizebusinessmodels.Inthefollowingsomeoftheseconceptualizationsareintroduced.

Businessmodelcanvas

BusinessModelCanvas:

Ninebusinessmodelbuildingblocks,Osterwalder,Pigneur,&al.2010[1]

Osterwalder'swork[1][6]proposeasinglereferencemodel,calledBusinessModelCanvasbasedonthesimilaritiesofawiderangeofbusinessmodelconceptualizations.Itisnowadaysoneofthemostusedframeworksfordescribingtheelementsofbusinessmodels.

Withthisbusinessmodeldesigntemplate,anenterprisecaneasilydescribetheirbusinessmodel.AspectsofthetemplateareInfrastructure,Offering,Customers,Finances,etc.

Otherapproaches

Businessreferencemodel

Businessreferencemodelisareferencemodel,concentratingonthearchitecturalaspectsofthecorebusinessofanenterprise,serviceorganizationorgovernmentagency.

Componentbusinessmodel

TechniquedevelopedbyIBMtomodelandanalyzeanenterprise.Itisalogicalrepresentationormapofbusinesscomponentsor"buildingblocks"andcanbedepictedonasinglepage.Itcanbeusedtoanalyzethealignmentofenterprisestrategywiththeorganization'scapabilitiesandinvestments,identifyredundantoroverlappingbusinesscapabilities,etc.

AlthoughWebvanfailedinitsgoalofdisintermediatingtheNorthAmericansupermarketindustry,severalsupermarketchainslikeSafewayInc.havelaunchedtheirowndeliveryservicestotargetthenichemarkettowhichWebvancatered.

Industrializationofservicesbusinessmodel

Businessmodelusedinstrategicmanagementandservicesmarketingthattreatsserviceprovisionasanindustrialprocess,subjecttoindustrialoptimizationprocedures

BusinessModelling

BusinessModellingisanimportanttooltocapture,design,innovateandtransformthebusiness.[7]However,inordertotransformonesorganizationandalignthemtoonesbusinessmodel,abusinessmodelshouldnotbeseenseparately,butinconnectionwith[8]:

Astep-by-steproadmapthatdescribesthesynergyandcontextbetweenBusinessModelandalignmentofStrategyMap,Scorecards,etc.intotheorganization.

Themainbusinessgoalsoftheorganization,e.g.strategicbusinessobjectives,criticalsuccessfactorsandkeyperformanceindicators,whichaholisticbusinessmodelapproachshouldinclude.

ThemainbusinessIssues/painpointsandtherebyorganizationalweakness,whichaholisticbusinessmodelapproachshouldincludefortheyrepresentthethreattothecompany’sbusinessmodel.

Aclearcauseandeffectlinkagesbetweenthecompetencies,desiredoutcomesandperformancemeasurementse.g.scorecards.

Anemphasisonbusinessmodelmanagementandtherebyacontinuousimprovementandgovernanceapproachtothebusinessmodel.

Thebusinessmaturitylevel,inordertodeveloptheorganizationrepresentationofcoredifferentiatedandcorecompetitivecompetencies[linkedtostrategy],whichisabasisforbuildingabusinessmodelastheytherepresentsomeofthemostimportantsourcesofuniqueness.Thesearethethingsthatacompanycandouniquelywell,andthatno-oneelsecancopyquicklyenoughtoaffectcompetition.

Linkagesamongcompetencesandcompetencydevelopment.

Thepossiblevaluecreationandrealizationoftheorganization.

Theinformationflow,andtherebyinformationneedforeffectiveandefficientdecisionmaking.

Suchaholisticapproachwouldhelpclarifybothintentandsourcesofsynergyanddisconnectbetweenbusinessmodel,strategy,scorecards,information,innovation,processesandITsystems.Thisincludesarchitecturalalignmentaswellasbusinesstransformationandvalueandperformanceviews.SuchdialoguesallowExecutivestousethebusinessmodelwiththeirbusinessalignment.

Theoreticalandempiricalinsightstobusinessmodels

DesignLogicandNarrativeCoherence

Designlogicviewsthebusinessmodelasanoutcomeofcreatingneworganizationalstructuresorchangingexistingstructurestopursueanewopportunity.GerryGeorgeandAdamBock2011conductedacomprehensiveliteraturereviewandsurveyedmanagerstounderstandhowtheyperceivedthecomponentsofabusinessmodel.Inthatanalysis,theseauthorsshowthatthereisadesignlogicbehindhowentrepreneursandmanagersperceiveandexplaintheirbusinessmodel.Infurtherextensionstothedesignlogic,GeorgeandBock2012usecasestudiesandtheIBMsurveydataonbusinessmodelsinlargecompaniestodescribehowCEOsandentrepreneurscreatenarrativesorstoriesinacoherentmannertomovethebusinessfromoneopportunitytoanother.Theyalsoshowthatwhenthenarrativeisincoherentorthecomponentsofthestoryaremisalignedthatthesebusinessestendtofail.TheyrecommendwaysinwhichtheentrepreneurorCEOcancreatestrongnarrativesforchange.

BusinessModel2.0

Chen2009pointedoutthatthebusinessmodelinthetwenty-firstcenturyhastotakeintoaccountthecapabilitiesofWeb2.0,suchascollectiveintelligence,networkeffects,usergeneratedcontent,andthepossibilityofself-improvingsystems.Hesuggestedthattheserviceindustrysuchastheairline,traffic,transportation,hotel,restaurant,InformationandCommunicationsTechnologyandOnlinegamingindustrieswillbeabletobenefitinadoptingbusinessmodelsthattakeintoaccountthecharacteristicsofWeb2.0.HealsoemphasizedthatBusinessModel2.0hastotakeintoaccountnotjustthetechnologyeffectofWeb2.0butalsothenetworkingeffect.HegavetheexampleofthesuccessstoryofAmazoninmakinghugeprofitseachyearbydevelopingafullblownopenplatformthatsupportsalargeandthrivingcommunityofcompaniesthatre-useAmazon’sOnDemandcommerceservices.[9]

Complementaritiesofbusinessmodelsbetweenpartneringfirms

Studyingcollaborativeresearchandtheaccessingofexternalsourcesoftechnology,Hummeletal.2010foundthatindecidingonbusinesspartners,itisimportanttomakesurethatbothparties’businessmodelsarecomplementary[10].Forexample,theyfoundthatitwasimportanttoidentifythevaluedriversofpotentialpartnersbyanalyzingtheirbusinessmodels,andthatitis