商业模式创新外文文献翻译

文献信息：文献标题：BusinessModelInnovation:It'sNotJustaboutTechnologyAnymore(商业模式创新：超越技术问题)国外作者：HenryChesbrough文献出处：Strategy&Leadership,2007(6)Vol.35:12T7字数统计：英文1764单词，9111字符；中文2436汉字外文文献：BusinessModelInnovation:It'sNotJustaboutloTgeychnoAnymoreWhatisabusinessmodel?Everycompanyhasabusinessmodel,whethertheyarticulateitornot.Atitsheart,abusinessmodelperformstwoimportantfunctions:valuecreationandvaluecapture.First,itdefinesaseriesofactivities,fromprocuringrawmaterialstosatisfyingthefinalconsumer,whichwillyieldanewproductorserviceinsuchawaythatthereisnetvaluecreatedthroughoutthevariousactivities.Thisiscrucial,becauseifthereisnonetcreationofvalue,theothercompaniesinvolvedinthesetofactivitieswon'tparticipate.Second,abusinessmodelcapturesvaluefromaportionthoseactivitiesforthefirmdevelopingandoperatingit.Thisisequallycritical,foraT ・ ・ ・ ・ ・companythatcannotearnaprofitfromsomeportionofitsactivitiescannotsustainthoseactivitiesovertime.Therecanberealtensionsbetweentheaspectsofabusinessmodelthatcreatevalueandthosethathelptocaptureaportionofthatvalue.Ahigh-valueproprietarytechnology,forexample,easilyearnsaprofitforthefirm,ifalternativesofferlesservalue.Butinmanycircumstancescustomersarereluctanttobuysuchproducts(becauseofprice,limitedavailability,ordeliveryorserviceissues).Yetmakingthetechnologymoreopen,whichmakesitmoreappealingtocustomers,makesithardertocapturevaluefromtheoffering.Sotheseoffsettingfactorsmustbebalanced.Howtodefineabusinessmodel?Theterm‘‘businessmodel''isoftenused,butnotoclearlydefined.RichardS.Rosenbloom,ProfessorEmeritusofHarvard,andIhavedevelopedaspecificworkingdefinition(seeExhibit1).Abetterbusinessmodeloftenwillbeatabetterideaortechnology.Onebenefitofthisworkingdefinitionisthateachofitssixparametersidentifieswhereinnovationmightgeneratenewvalueinanindustry.Exhibit1FunctionsofabusinessmodelThefunctionsofabusinessmodelare:|1.Articulatethevalueproposition,thatis,thevaluecreatedforusersbytheofferingIdentifyamarketsegment,thatis,theuserstowhomtheofferingisusefulandforwhatpurposeDefinethestructureofthevaluechainrequiredbythefirmtocreateanddistributetheoffering,anddeterminethecomplementaryassetsneededtosupportthefirm'spositioninthischain.Thisineludesthefirm'ssuppliersandcustomers,andshouldextendfromrawmaterialstothefinalcustomerSpecifytherevenuegenerationmechanism(s)forthefirm,andestimatethecoststructureandprofitpotentialofproducingtheoffering,giventhevaluepropositionandvaluechainstructurechosenDescribethepositionofthefirmwithinthevaluenetwork(alsoreferredtoasanecosystem)linkingsuppliersandcustomers,includingidentificationofpotentialcomplementorsandcompetitorsFormulatethecompetitivestrategybywhichtheinnovatingfirmwillgainandholdadvaintageoverrivalsValueproposition.TheGEAircraftenginesunitcraftedaninnovativevaluepropositionwhentheyshiftedfromsellingairlinesjetenginestosellingthemflighthours.ThisshiftedtheriskofdowntimefromtheairlinecustomertoGE,andenabledGEtoestablishaveryprofitableserviceoperation.Targetmarket.Ryanair,agrowingEuropeandiscountairline,innovatedadifferenttargetmarketbygoingafterleisuretravelers,insteadoftheusualbusinesstravelers.Valuechain.Wal-Mart(whichtargetedaninnovativemarketbygoingafterunderservedruralcommunitiesinitsearlydays)iscelebratedforitsmanagementofitssupplychain.Revenuemechanism(s).Xeroxgotitsstartinthecopierbusinessbyleasingitscopiers,insteadofsellingthem.AirProductsgetspaidforthedeliveryofitsindustrialgasesrighttothemanufacturingstationinsidetheplant,insteadofbytheboxcar.Valuenetworkorecosystem.Ryanairagaininnovatedhere,bystrikingnovelarrangementswithunderutilizedregionalairports.Ryanairgetsapercentageofconcessionsalesattheseairports,andinsomecircumstancesevengetspaidforlandingpassengersattheairports.Competitivestrategy.Oneinterestingaspectofbusinessmodelsishowdifficultitisforotherstoimitatethem.ManyairlineshavetriedtoemulateSouthwest'slowcostapproach.Mostoftheirattemptshavenotfaredwell.CopyingtheSouthwestmodelapparentlycreatestoomanyconflictswiththeairlines'establishedbusinessmodel.Thusthisworkingdefinitionpointsthewaytocertainimprovementsthatcanbemadetoabusinessmodel.Butmorecanbedonetoimproveaspecificbusinessmodelifmanagersthinkofstagesofbusinessmodeladvancement.TheBusinessModelFramework(BMF)isamodelthatsequencespossiblebusinessmodelsfromverybasic(andnotveryvaluable)modelstofarmoreadvanced(andveryvaluable)models.UsingtheBMF,companiescanassesswheretheircurrentbusinessmodelstandsinrelationtoitspotentialandthendefineappropriatenextstepsforthefurtheradvancementofthatmodel.TheBusinessModelFrameworkType1-CompanyhasanundifferentiatedbusinessmodelThevastmajorityofcompaniesoperatingtodaydonotarticulateadistinctbusinessmodel,andlackaprocessformanagingit.ThesecompaniesareoperatingwithType1businessmodels.Abusinessusingtheundifferentiatedmodelcompetesonpriceandavailability,andservescustomerswhobuyonthosecriteria.Inaword,firmsutilizingType1businessmodelsaresellingcommodities,andaredoingsoinwaysthatarenodifferentfrommany,manyotherfirms.Theyoftenarecaughtinthe‘‘commoditytrap''.Thinkofrestaurantsandbarbershopsasexamplesofthiscommoditymodel.Type2-CompanyhassomedifferentiationinitsbusinessmodelIncompaniesusingType2businessmodels,thecompanyhascreatedsomedegreeofdifferentiationinitsproductsorservices.ThisdifferentiationcanalsoleadtoadifferentbusinessmodelfromthatoftheType1company,allowingthecompanytotargetacustomerotherthanthosethatbuysimplyuponpriceandavailability(suchasaperformance-orientedcustomer).ThisallowstheType2companytoserveadifferentandlesscongestedmarketsegmentfromthatservedbyitsType1counterpart.TheType2companymaylacktheresourcesandstayingpowertoinvestinthesupportinginnovationstosustainitsdifferentiatedposition.Thisgivesrisetothepatternofso-called‘‘onehitwonders'',whereacompanyorinventorhasasuccessfulfirstproduct,butisunabletofollowupthissuccesswithadditionalproductsofsimilarsuccess.Manytechnologystartupcompaniesfallintothistype.Type3-CompanydevelopsasegmentedbusinessmodelThecompanynowcancompeteindifferentsegmentssimultaneously.Moreofthemarketisthusserved,andmoreprofitisextractedfromthemarketaswell.Thepricesensitivesegmentprovidesthevolumebaseforhighvolume,lowcostproduction.Theperformancesegmentsupplieshighmarginsforthebusiness.Othernichescannowbeaddressed,creatingastrongerpresenceinthedistributionchannels.Thefirm'sbusinessmodelnowismoredistinctiveandprofitable,whichsupportsthefirm'sabilitytoplanforitsfutureviaproductandtechnologyroadmaps.WhileitsgreaterlevelofplanninghelpstheType3companyaverttheone-hitwondersyndrome,problemsstillremain.TheType3firmremainsvulnerabletoanymajornewtechnicalshiftbeyondthescopeoftheircurrentbusinessandinnovationactivities,andalsotomajorshiftsinthemarket.Thinkofamature,verticallyintegratedindustrialcompany,asanexampleofthiskindofmodel.OrintheITspace,thinkofanERPsystemthatisdeeplyconnectedtobusinessprocesses,buthasfewwaystolinkinothersoftwareontopofitsowncode.Type4-CompanyhasanexternallyawarebusinessmodelInthisbusinessmodel,thecompanyhasstartedtoopenitselftoexternalideasandtechnologiesinthedevelopmentandexecutionofthebusiness.Thisunlocksasignificantlygreatersetofresourcesavailabletosuchacompany.TheroadmapsoftheType4firmprovideashoppinglistofneedswithinthefirmforexternalideasandtechnologies.Relationshipswithoutsidershelpidentifyexternalprojectsthatfulfillsomeoftheseneeds.Thisreducesthecostofservingthebusiness,reducesthetimeittakestogetnewofferingstomarket,andsharestherisksofnewproductsandprocesseswithexternalparties.Internalroadmapsarenowsharedwithsuppliersandcustomersonafrequentbasis.Thisenablesthefirmtomakemuchmoresystematicuseofinnovativeideasfromsuppliersandfromcustomers.ItalsoallowssuppliersandcustomerstoplanT・ ・・・・ ・ ・・・ 、 ・theirownactivitiesinconcertwiththeinnovativeactivitiesofthefirm.Companiesthatmakeitapracticetosharereal-timeinformationwiththeirsuppliersexemplifythisapproach.Type5-CompanyintegratesitsinnovationprocesswithitsbusinessmodelInaType5model,thecompany'sbusinessmodelnowplaysakeyintegrativerolewithinthecompany.Suppliersandcustomersnowenjoyformalizedinstitutionalaccesstothefirm'sinnovationprocess,andthisaccessisnowreciprocatedbythesuppliersandcustomers.Customersandsuppliersnowsharetheirownroadmapswiththecompany,givingthecompanymuchbettervisibilityintothecustomers'futurerequirements.Inthisstage,companiesbegintoexperimentmoredirectlywiththebusinessmodelitself.Type5companiesnowtakethetimetounderstandthesupplychainallthewaybacktothebasicrawmaterials,astheylookformajortechnicalshiftsorcostreductionopportunities.Type5companiesalsoinvestsubstantialresourcestostudy‘‘thecustomer'scustomer''tolearnaboutthedeeperunmetneedsandopportunitiesinthemarket.Someexperimentationisconductedonalternativedistributionchannels,andindeed,uponalternativeconfigurationsofthebusinessmodel.Companiesthataremovingfromofferingproductstoofferingservices,andarebringinginexternaltechnologiestosupportthisnewapproachareexamplesofType5models.Type6一Company'sbusinessmodelisanadaptiveplatformTheType6businessmodelisanevenmoreopenandadaptivemodelthantypes4or5.Thisabilitytoadaptrequiresacommitmenttoexperimentationwithoneormorebusinessmodelvariants.Thisexperimentationcantakeanumberofdifferentforms.Somecompaniesutilizecorporateventurecapitalasameanstoexplorealternativebusinessmodelsinsmallstartupcompanies.Someutilizespin-offsandjointventuresasmeanstocommercializetechnologiesoutsideoftheirowncurrentbusinessmodel.Somehavecreatedinternalincubatorstocultivatepromisingideasthatarenotyetreadyforhighvolumecommercialization.InType6firms,keysuppliersandcustomersbecomebusinesspartners,enteringintorelationshipsinwhichbothtechnicalandbusinessriskmaybeshared.Thebusinessmodelsofsuppliersarenowintegratedintotheplanningprocessesofthecompany.Thecompanyinturnhasintegrateditsbusinessmodelintothebusinessmodelofitskeycustomers.Intel,MicrosoftandWal-Martareexampleshere.Oneimportantcapabilitythatenablesthisintegrationofbusinessmodelsthroughoutavaluechainistheabilityofthecompanytoestablishitstechnologiesasthebasisforaplatformofinnovationforthatvaluechain.Inthisway,thecompanycanattractothercompaniestoinvesttheirresources,expandingthevalueoftheplatformwithoutconsumingextrainvestmentbytheplatformmaker.Forexample,anyonemakingsoftwareforPCs,accessoriesforiPods,orgamesforcellphonesisindirectlycontributingtothevalueofeachoftheseplatforms.中文译文：商业模式创新：超越技术问题商业模式的定义每个公司都有其商业模式，无论他们是否能清楚地表明。商业模式有两个核心功能：价值创造和价值获取。首先，它界定了一系列诸如从原材料采购到满足终端顾客等关键环节。这些关键环节使得产品或服务产生同时包含着净值。这至关重要，因为如果没有价值净创造，其他相关公司是不会参与的。其次，公司开发并运营商业模式，而商业模式则保证其从关键环节中获取部分价值。这也同样重要，无法从价值创造的关键环节获取利润的公司是不会持久的。商业模式在价值创造和价值获取两方面可能是相互制约的。例如，如果替代品价值较低，高价值附加的技术能使公司轻易获得利润。但是很多情况下顾客并不愿意购买（鉴于价格、可获性以及运送和服务问题）。于是，推广技术，以使其更具吸引力，却使价值获取反而更困难。所以，这对矛盾因素间需要平衡。如何界定商业模式？“商业模式”一词已司空见惯，却很少有明确的定义。哈佛大学名誉教授理查德•S•罗森布鲁姆（RichardS.Rosenbloom）和我做了一个明确有效的界定（见表1）。表1商业模式的功能商业模式的功能有："■1.阐明价值主张，即，价值创造的服务对象。"2识别细分市场,，即，确定有致受众。"3.界定公司制造和分销的价值链结构，确保足够■资源以支持公司在其中的地位。

价值链包含供应商和顾客，其构成应涵盖从原材料釆购到终端销售。*乩根据既定价值主张和价值链结构，明确公司的收益产生机制，评怙成本结构及产品的潘在利润。"5棍据价值网络〔亦作经济体系）描述公司与供应商及顾客的相对地位，包括对潘在补给品级竞争者的识别」6.制定竞争战略，15公司通过创新養取竞争优势。屮这个定义的优点是六个参数中每个都能识别创新产生新价值的产业领域：价值主张。当通用电气飞机引擎部将卖点由喷气机引擎转向引擎的飞行时间时，他们提出了新的机制主张。这减少了通用电气客户的停工风险，确立了通用电气的高利润服务经营。目标市场。爱尔兰瑞安航空，一个欧洲的成长型廉价航空公司，创造性地确立不寻常的目标市场：锁定休闲旅行者，而非传统商务旅行者。价值链。沃尔玛（早期创造性地锁定了价值较小的乡村社区市场）以其供应链管理闻名。收益机制。施乐（Xerox）的复印机业务始于复印机出租而不是出售。空气化工产品（AirProducts）从直接运送其工业气体到制造商工厂内的基地（而非通过棚车）获利。价值网络或经济共同体。瑞安航空通过重新安排为充分使用的区域性机场又进行了创新。瑞安在这些机场获得部分让利，有时甚至直接获得机场费。竞争战略。商业模式的有个方面很有意思：竞争者模仿的难度。许多航空公司试图模仿西南航空的低成本运营方式，大都失败了。模仿西南航空的商业模式明显与公司现有商业模式冲突很大。商业模式框架第1类——公司的商业模式无差异化这是目前大多数公司的商业模式。这种商业模式没有明显的独特性，并却缺乏管理机制。采用这种商业模式的是：以价格和数量竞争取胜顾客的业务。总之，采取这种商业模式的公司的业务经营与其它同类公司差别不大。他们市场陷入“商品陷阱”