商业模式概述外文文献翻译.docx

1、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Overview of business modelA business model describes the rationale of how an organization creates, delivers, and captures value1 economic, social, or o

2、ther forms of value. The process of business model construction is part of business strategy.In theory and practice the term business model is used for a broad range of informal and formal descriptions to represent core aspects of a business, including purpose, offerings, strategies, infrastructure,

3、 organizational structures, trading practices, and operational processes and policies. The literature has provided very diverse interpretations and definitions of a business model. A systematic review and analysis of manager responses to a survey defines business models as the design of organization

4、al structures to enact a commercial opportunity2. Further extensions to this design logic emphasize the use of narrative or coherence in business model descriptions as mechanisms by which entrepreneurs create extraordinarily successful growth firms 3.Whenever a business is established, it either exp

5、licitly or implicitly employs a particular business model that describes the architecture of the value creation, delivery, and capture mechanisms employed by the business enterprise. The essence of a business model is that it defines the manner by which the business enterprise delivers value to cust

6、omers, entices customers to pay for value, and converts those payments to profit: it thus reflects managements hypothesis about what customers want, how they want it, and how an enterprise can organize to best meet those needs, get paid for doing so, and make a profit.4Business models are used to de

7、scribe and classify businesses especially in an entrepreneurial setting, but they are also used by managers inside companies to explore possibilities for future development. Also, well known business models operate as recipes for creative managers.5 Business models are also referred to in some insta

8、nces within the context of accounting for purposes of public reporting.Over the years, business models have become much more sophisticated. The bait and hook business model also referred to as the razor and blades business model or the tied products business model was introduced in the early 20th ce

9、ntury. This involves offering a basic product at a very low cost, often at a loss the bait, then charging compensatory recurring amounts for refills or associated products or services the hook. Examples include: razor bait and blades hook; cell phones bait and air time hook; computer printers bait a

10、nd ink cartridge refills hook; and cameras bait and prints hook. An interesting variant of this model is Adobe, a software developer that gives away its document reader free of charge but charges several hundred dollars for its document writer.In the 1950s, new business models came from McDonalds Re

11、staurants and Toyota. In the 1960s, the innovators were Wal-Mart and Hypermarkets. The 1970s saw new business models from FedEx and Toys R Us; the 1980s from Blockbuster, Home Depot, Intel, and Dell Computer; the 1990s from Southwest Airlines, Netflix, eBay, Amazon, and Starbucks.Today, the type of

12、business models might depend on how technology is used. For example, entrepreneurs on the internet have also created entirely new models that depend entirely on existing or emergent technology. Using technology, businesses can reach a large number of customers with minimal costs.Business model frame

13、worksThere are various ways to define and conceptualize business models. In the following some of these conceptualizations are introduced.Business model canvasBusiness Model Canvas: Nine business model building blocks, Osterwalder, Pigneur, & al. 20101Osterwalders work 16 propose a single reference

14、model, called Business Model Canvas based on the similarities of a wide range of business model conceptualizations. It is nowadays one of the most used frameworks for describing the elements of business models.With this business model design template, an enterprise can easily describe their business

15、 model. Aspects of the template are Infrastructure, Offering, Customers, Finances, etc.Other approachesBusiness reference modelBusiness reference model is a reference model, concentrating on the architectural aspects of the core business of an enterprise, service organization or government agency.Co

16、mponent business modelTechnique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or building blocks and can be depicted on a single page. It can be used to analyze the alignment of enterprise strategy with the organizations capabilitie

17、s and investments, identify redundant or overlapping business capabilities, etc.Although Webvan failed in its goal of disintermediating the North American supermarket industry, several supermarket chains like Safeway Inc. have launched their own delivery services to target the niche market to which

18、Webvan catered.Industrialization of services business modelBusiness model used in strategic management and services marketing that treats service provision as an industrial process, subject to industrial optimization proceduresBusiness ModellingBusiness Modelling is an important tool to capture, des

19、ign, innovate and transform the business.7 However, in order to transform ones organization and align them to ones business model, a business model should not be seen separately, but in connection with8:A step-by-step roadmap that describes the synergy and context between Business Model and alignmen

20、t of Strategy Map, Scorecards, etc. into the organization.The main business goals of the organization, e.g. strategic business objectives, critical success factors and key performance indicators, which a holistic business model approach should include.The main business Issues/pain points and thereby

21、 organizational weakness, which a holistic business model approach should include for they represent the threat to the companys business model.A clear cause and effect linkages between the competencies, desired outcomes and performance measurements e.g. scorecards.An emphasis on business model manag

22、ement and thereby a continuous improvement and governance approach to the business model.The business maturity level, in order to develop the organization representation of core differentiated and core competitive competencies linked to strategy, which is a basis for building a business model as the

23、y the represent some of the most important sources of uniqueness. These are the things that a company can do uniquely well, and that no-one else can copy quickly enough to affect competition.Linkages among competences and competency development.The possible value creation and realization of the orga

24、nization.The information flow, and thereby information need for effective and efficient decision making.Such a holistic approach would help clarify both intent and sources of synergy and disconnect between business model, strategy, scorecards, information, innovation, processes and IT systems. This

25、includes architectural alignment as well as business transformation and value and performance views. Such dialogues allow Executives to use the business model with their business alignment.Theoretical and empirical insights to business modelsDesign Logic and Narrative CoherenceDesign logic views the

26、 business model as an outcome of creating new organizational structures or changing existing structures to pursue a new opportunity. Gerry George and Adam Bock 2011 conducted a comprehensive literature review and surveyed managers to understand how they perceived the components of a business model.

27、In that analysis, these authors show that there is a design logic behind how entrepreneurs and managers perceive and explain their business model. In further extensions to the design logic, George and Bock 2012 use case studies and the IBM survey data on business models in large companies to describ

28、e how CEOs and entrepreneurs create narratives or stories in a coherent manner to move the business from one opportunity to another. They also show that when the narrative is incoherent or the components of the story are misaligned that these businesses tend to fail. They recommend ways in which the

29、 entrepreneur or CEO can create strong narratives for change.Business Model 2.0Chen 2009 pointed out that the business model in the twenty-first century has to take into account the capabilities of Web 2.0, such as collective intelligence, network effects, user generated content, and the possibility

30、 of self-improving systems. He suggested that the service industry such as the airline, traffic, transportation, hotel, restaurant, Information and Communications Technology and Online gaming industries will be able to benefit in adopting business models that take into account the characteristics of

31、 Web 2.0. He also emphasized that Business Model 2.0 has to take into account not just the technology effect of Web 2.0 but also the networking effect. He gave the example of the success story of Amazon in making huge profits each year by developing a full blown open platform that supports a large a

32、nd thriving community of companies that re-use Amazons On Demand commerce services.9Complementarities of business models between partnering firmsStudying collaborative research and the accessing of external sources of technology, Hummel et al. 2010 found that in deciding on business partners, it is important to make sure that both parties business models are complementary10. For example, they found that it was important to identify the value drivers of potential partners by analyzing their business models, and that it is