译文模板(翻译成中文以后3000字左右)

1、西安邮电学院 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班 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business modela business model describes the rationale of how an organization creates, delivers, and captures value1 (economic, social, or other forms of value). the process of

2、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, organizational structures, trading

3、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 organizational structures to enact a commercial

4、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 explicitly or implicitly employs a part

5、icular 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 customers, entices customers to pay for

6、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 describe and classify businesses (espe

7、cially 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 instances within the context of account

8、ing 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 century. this involves offering a

9、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) and ink cartridge r

10、efills (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 restaurants an

11、d 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, a, and starbucks.today, the type of business models m

12、ight 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 frameworksthere are va

13、rious 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 model, called bus

14、iness 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 model. aspects o

15、f the template are infrastructure, offering, customers, finances, etc.other approaches business 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. component busines

16、s 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 capabilities and investmen

17、ts, 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 webvan catere

18、d. 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, design, innovat

19、e 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 alignment of strateg

20、y 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 organizat

21、ional 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 management an

22、d 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 they the r

23、epresent 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 organizat

24、ion. 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 incl

25、udes 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 bus

26、iness 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. in

27、 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 possibili

30、ty 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

31、of 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

32、 and 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

33、 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 beneficial to find partner firms that understand key aspects of our o

34、wn firms business model.11 applicationsmalone et al.12 at mit found that some business models, as defined by them, indeed performed better than others in a dataset consisting of the largest u.s. firms, in the period 1998 through 2002, while they did not prove whether the existence of a business mode

35、l mattered.the concept of a business model has been incorporated into certain accounting standards. for example, the international accounting standards board (iasb) utilizes an entitys business model for managing the financial assets as a criterion for determining whether such assets should be measu

36、red at amortized cost or at fair value in its financial instruments accounting standard, ifrs 9.13141516 at least two members of the u.s. based financial accounting standards board (fasb) have expressed the position that the business model of an entity should be used as a criterion for the classific

37、ation of financial liabilities.17 the concept of business model has also been introduced into the accounting of deferred taxes under international financial reporting standards with 2010 amendments to ias 12 addressing deferred taxes related to investment property.181920both iasb and fasb have propo

38、sed using the concept of business model in the context of reporting a lessors lease income and lease expense within their joint project on accounting for leases.2122 the concept has also been proposed as an approach for determining the measurement and classification when accounting for insurance con

39、tracts.2324 as a result of the increasing prominence the concept of business model has received in the context of financial reporting, the european financial reporting advisory group (efrag), which advises the european union on endorsement of financial reporting standards, commenced a project on the

40、 role of the business model in financial reporting in 2011.25examples of business modelsin the early history of business models it was very typical to define business model types such as bricks-and-mortar or e-broker. however, these types usually describe only one aspect of the business (most often

41、revenue model). therefore, more recent literature on business models concentrates on describing business model as a whole instead of one most visible aspect. following examples provide an overview for various business model types that have been in discussion since the invent of term business model:

42、bricks and clicks business modelbusiness model by which a company integrates both offline (bricks) and online (clicks) presences. one example of the bricks-and-clicks model is when a chain of stores allows the user to order products online, but lets them pick up their order at a local store. collect

43、ive business modelsbusiness organization or association typically composed of relatively large numbers of businesses, tradespersons or professionals in the same or related fields of endeavor, which pools resources, shares information or provides other benefits for their members. cutting out the midd

44、leman modelthe removal of intermediaries in a supply chain: cutting out the middleman. instead of going through traditional distribution channels, which had some type of intermediate (such as a distributor, wholesaler, broker, or agent), companies may now deal with every customer directly, for examp

45、le via the internet. direct sales modeldirect selling is marketing and selling products to consumers directly, away from a fixed retail location. sales are typically made through party plan, one to one demonstrations, and other personal contact arrangements. a text book definition is: the direct per

46、sonal presentation, demonstration, and sale of products and services to consumers, usually in their homes or at their jobs.26 distribution business models, various fee in, free outbusiness model which works by charging the first client a fee for a service, while offering that service free of charge

47、to subsequent clients. franchisefranchising is the practice of using another firms successful business model. for the franchisor, the franchise is an alternative to building chain stores to distribute goods and avoid investment and liability over a chain. the franchisors success is the success of th

48、e franchisees. the franchisee is said to have a greater incentive than a direct employee because he or she has a direct stake in the business. freemium business modelbusiness model that works by offering basic web services, or a basic downloadable digital product, for free, while charging a premium

49、for advanced or special features.27the process of business model design is part of business strategy. the implementation of a companys business model into organisational structures (e.g. organigrams, workflows, human resources) and systems (e.g. information technology architecture, production lines)

50、 is part of a companys business operations.it is important to understand that business modeling commonly refers to business process design at the operational level, whereas business models and business model design refer to defining the business logic of a company at the strategic level.citation nee

51、dedthe brand is a consequence of and has a symbiotic relationship with the business model since the business model determines the brand promise and the brand equity becomes a feature of the model. managing this is a task of integrated marketing.the standard terminology and examples of business model

52、s do not apply to most nonprofit organizations, since their sources of income are generally not the same as the beneficiaries. the term funding model is generally used instead.28business model improvementas mark von rosing defined it8, revenue model is one of the three different types of business mo

53、del innovations and transformations that exist:mark von rosings competitive forces model. revenue model innovation - innovate how the company makes money by changing the value proposition (product/service/value mix) and the pricing model. industry model innovation - redefine an existing industry, mo

54、ve into a new industry or create an entirely new one. enterprise business model innovation - innovate the way the organization operates, rethinking the organizational boundaries of what is done in-house and what is done through collaboration and partnering.during periods of relative stability in the

55、 industry landscape, companies can make incremental adjustments to their business model over extended periods of time. they can continue to realize the economic benefits of their existing business model. during periods of extensive industry change, however, companies must choose to either shake up t

56、heir industries harness disruptive technologies, go after new customer segments, dislodge competitors or face their own demise.strategic competitiveness and differentiation has been defined in the literature29 as an organizations ability to identify major changes in the external environment, to quic

57、kly commit resources and capabilities to new courses of action, and to act promptly when it is time to halt or reverse such capability and resource commitments. in the attached figure von rosings competitive forces model the different competitive forces impacting the internal and external environmen

58、t of an organization are illustrated.organizations in nearly every industry face the above competitive forces exerted by suppliers, customers, rivals, potential new entrants, complementors, and substitute products. the stronger these competitive forces, the less profitable the industrys organizations are likely to be.30 where the competitive forces on industry organizations are low, allowing these organizations to be, on average, more profitable than organiz