The Role Of The Business Model And Strategy

考问商业模式１：Business Model参考模型
2009-4-18 　 全球品牌网 　  刘海铭
Business Model 已经成为挂在创业者和风险投资者嘴边的一个名词。几乎每一个人都确信，有了一个好的 Business Model，成功就有了一半的保证。那么，到底什么是 Business Model？它包含什么要素，又有哪些常见类型呢？根据企业的生态环境变化，企业不断就商业模式进行适应性更新与变革是核心成长力的终极体现，也是企业成功的DNA内核。
商业模式是一个比较新的名词。尽管它第一次出现在50年代，但直到90年代才开始被广泛使用和传播。 近来，“商业模式”一词又开始在国内热了起来。第一次热潮是在1999－2000年的网络热时期，而此次的重新热起到底与什么样的背景有关！
关于业务模式（或商业模式），刘海铭致力于“孵化模式”的研究和实践，提出如下观点：一、孵化模式的本质是孵化平台与载体。二、孵化模式的目的是孵化项目与标准。三、孵化模式的途径是孵化人才与团队。
Business Model的参考模型
商业模式的定义有很多，但目前最为管理学界接受的是Osterwalder, Pigneur 和 Tucci 在2005年发表的《厘清商业模式：这个概念的起源、现状和未来》一文中提出的定义：“商业模式是一种包含了一系列要素及其关系的概念性工具，用以阐明某个特定实体的商业逻辑。它描述了公司所能为客户提供的价值以及公司的内部结构、合作伙伴网络和关系资本等用以实现(创造、营销和交付)这一价值并产生可持续、可盈利性收入的要素。”
Osterwalder (2004) 在综合了各种概念的共性的基础上，提出了一个包含九个要素的参考模型。这些要素包括：
１　价值主张（Value Proposition）：即公司通过其产品和服务所能向消费者提供的价值。价值主张确认了公司对消费者的实用意义。
２　消费者目标群体（Target Customer Segments）：即公司所瞄准的消费者群体。这些群体具有某些共性，从而使公司能够（针对这些共性）创造价值。定义消费者群体的过程也被称为市场划分（Market Segmentation）。
３分销渠道（Distribution Channels）：即公司用来接触消费者的各种途径。这里阐述了公司如何开拓市场。它涉及到公司的市场和分销策略。
４　客户关系（Customer Relationships）：即公司同其消费者群体之间所建立的联系。我们所说的客户关系管理（Customer Relationship Management）即与此相关。
５　价值配置（Value Configurations）：即资源和活动的配置。
６　核心能力（Core Capabilities）：即公司执行其商业模式所需的能力和资格。
７　合作伙伴网络（Partner Network）：即公司同其他公司之间为有效地提供价值并实现其商业化而形成的合作关系网络。这也描述了公司的商业联盟（Business Alliances）范围。
８　成本结构（Cost Structure）：即所使用的工具和方法的货币描述。
９　收入模型（Revenue Model）：即公司通过各种收入流（Revenue Flow）来创造财富的途径。
考问商业模式２：商业模式的系统分类
2009-4-18 　 全球品牌网 　  刘海铭
一个商业模式，是对一个组织如何行使其功能的描述，是对其主要活动的提纲挈领的概括。它定义了公司的客户、产品和服务。它还提供了有关公司如何组织以及创收和盈利的信息。商业模式与（公司）战略一起，主导了公司的主要决策。商业模式还描述了公司的产品、服务、客户市场以及业务流程。
关于业务模式（或商业模式），刘海铭致力于“孵化模式”的研究和实践，提出如下观点：一、孵化模式的本质是孵化平台与载体。二、孵化模式的目的是孵化项目与标准。三、孵化模式的途径是孵化人才与团队。
商业模式的系统分类
每一次商业模式的革新都能给公司带来一定时间内的竞争优势。但是随着时间的改变，公司必须不断地重新思考它的商业设计。随着（消费者的）价值取向从一个工业转移到另一个工业，公司必须不断改变它们的商业模式。一个公司的成败与否最终取决于它的商业设计是否符合了消费者的优先需求。
有一些学者和专家曾尝试过对商业模式进行系统的分类。最早进行这一尝试的人里有Timmers和Rappa。
订阅模式（The subscription business model）
饵与钩模式（The razor and blades business model (bait and hook)）
金字塔模式或层压式推销模式（The pyramid scheme business model）
多层式推销模式或传销模式（The multi-level marketing business model）
网络效应模式（The network effects business model）
垄断模式（The monopolistic business model)
直销模式（The cutting out the middleman model）
拍卖模式（The auction business model）
在线拍卖模式（The online auction business model）
水泥加鼠标模式（The bricks and clicks business model）
忠诚模式（The Loyalty business models）
集合模式（The Collective business models）
服务工业化模式（The industrialization of services business model）
产品服务化模式（The servitization of products business model）
低成本运送模式（The low-cost carrier business model）
在线内容模式（The online content business model）
The business model The strategy
What is a Business Model?
While the word model often stirs up images of mathematical formulas, a business model is in fact a story of how a business works. In general terms, a business model is the method of doing business by which a company can generate revenue. Both start-up ventures and established companies take new products and services to the market through a venture shaped by a specific business model. In their paper, The Role of the Business Model in Capturing Value from Innovation, Henry Chesbrough and Richard S. Rosenbloom outlined the six basic elements of a business model:
Articulate the value proposition – the value created to users by using the product
Identify the market segment – to whom and for what purpose is the product useful; specify how revenue is generated by the firm.
Define the value chain – the sequence of activities and information required to allow a company to design, produce, market, deliver and support its product or service.
Estimate the cost structure and profit potential – using the value chain and value proposition identified.
Describe the position of the firm with the value network – link suppliers, customers, complementors and competitors.
Formulate the competitive strategy – how will you gain and hold your competitive advantage over competitors or potential new entrants.
Joan Magretta in her article Why Business Models Matter took the concept of the business model a little further. Magretta suggests every business model needs to pass two critical tests, the narrative test and the numbers test. The narrative test must tell a good story and explain how the business works, who is the customer, what do they value and how a company can deliver value to the customer. The numbers test means your profit and loss assumptions must add up. At the most basic level, if your model doesn’t work, then your model has failed one of the two tests.
To begin the modeling process you need to articulate a value proposition on the product or service being provided. The model must then describe the target market. The customer will then value the product on its ability to reduce costs, solve a problem or create new solutions. A market focus is needed to identify what product attributes need to be targeted and how to resolve product trade-offs such as quality versus cost. You also need to identify how much to charge and how the customer will pay.
Think of business modeling as the managerial equivalent of the scientific method - you start with a hypothesis, which you then test in action and revise when necessary. The business model also plays a part of a planning tool by focusing managements on how all the elements and activities of the business work together as a whole. At the end of the day, the business model should be condensed onto one page consisting of: a diagram outlining how the business generates revenue, how cash flows through the business and how the product flows through the business and; a narrative describing the product/ service components, financial projections or other important elements not captured in the diagram.
Business Models and Strategy
It is important to note that completing a business model does not constitute strategic planning. Strategic planning factors in the one thing a business model doesn’t; competition.
What is strategy?
According to the Collins English Dictionary, strategy is “a particular long-term plan for success”. For our purposes, we will consider the essence of strategy as a formula for coping with the competition. Competitive strategy is about being different and the goal for a corporate strategy is to find a position in the industry where the company is unique and can defend itself against market forces. To do this the company must choose a set of activities that can deliver a unique mix of value.
Market Forces and Strategy
The determination of a strategy is rooted in determining how a company stacks up against basic market forces, how it can defend itself against these forces and how it can influence these forces. Fortunately, Michael E. Porter in his article How Competitive Forces Shape Strategy defined these market forces for us. Known as Porter’s 5 forces they consist of:
The industry – this is the jockeying for position among current competitors, this can consists of price competition, new product introduction or advertising slugfests.
The threat of new entrants - the seriousness of the threat of entry depends on the barriers to entry and reaction from existing companies. There are 6 major barriers to entry: 1) economies of scale 2) product differentiation 3) capital requirements 4) cost disadvantages independent of size 5) access to distribution channels 6) government policy. A new company will generally have second thoughts about entering an industry if the incumbent has substantial resources to fight back, the incumbent seems likely to cut prices or industry growth is slow.
The threat of substitute products/services - substitutes can place a ceiling on prices that are charged and limit the potential of an industry.
The bargaining power of suppliers - suppliers can squeeze profitability by increasing prices or lowering the quality of the goods.
The bargaining power of buyers (customers) - customers can force down prices, demand better quality, more service or play competitors off on each other.
Once you assess how the market forces are affecting competition in your industry and their underlying causes, you can identify the underlying strength and weaknesses of your company, determine where it stands against each force and then determine a plan of action. Plans of action may include:
Positioning the company – match your strengths and weaknesses to the company’s industry, build defenses against competitive forces or find a position in the industry where forces are the weakest. You need to know your company’s capabilities and the causes of the competitive forces
Influencing the balance – take the offensive, for example innovative marketing can raise brand identification or differentiate the product.
Exploiting industry change – an evolution of an industry can bring changes in competition. For example, in an industry life-cycle growth rates change and/or product differentiation declines; anticipate shifts in the factors underlying these forces and respond to them.
The framework for analyzing the industry and developing a strategy provides the road map for answering the question “what is the potential of this business?”
About the Author:
Jeff Schein is a CGA and offers advisory services in the areas of business planning, business modeling, strategic planning, business analysis and financial management for new ventures and growing small businesses. Visitwww.companyworkshop.com ormailto:jeff@companyworkshop.com.
http://articles.directorym.com/The_Role_Of_The_Business_Model_And_Strategy_Palm_Harbor_FL-r973036-Palm_Harbor_FL.html
http://business-model-design.blogspot.com/
Business model
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A business model is a framework for creating economic, social, and/or other forms of value. The term business model is thus 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 practices, and operational processes and policies.
Contents
[hide]
1 Conceptualization2 Evolution2.1 Examples
3 Importance4 Related Concepts5 See also6 References7 External links
[edit] Conceptualization

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Conceptualizations of business models try to formalize informal descriptions into building blocks and their relationships[1]. While many different conceptualizations exist[2][3][4][5][6][7][8][9], Osterwalder proposed[10] a synthesis of different conceptualizations into a single reference model based on the similarities of a large range of models, and constitutes a business model design template which allows enterprises to describe their business model:

Business model design template: Nine building blocks and their relationships, Osterwalder 2004[10]
Infrastructure
Core capabilities: The capabilities and competencies necessary to execute a company's business model. Partner network: Thebusiness alliances which complement other aspects of the business model. Value configuration: The rationale which makes a business mutually beneficial for a business and its customers.
Offering
Value proposition: The products and services a business offers. Quoting Osterwalder (2004), a value proposition "is an overall view of .. products and services that together represent value for a specific customer segment. It describes the way a firm differentiates itself from its competitors and is the reason why customers buy from a certain firm and not from another."
Customers
Target customer: The target audience for a business' products and services. Distribution channel: The means by which a company delivers products and services to customers. This includes the company'smarketing anddistribution strategy. Customer relationship: The links a company establishes between itself and its different customer segments. The process of managing customer relationships is referred to ascustomer relationship management.
Finances
Cost structure: The monetary consequences of the means employed in the business model. A company's DOC. Revenue: The way a company makes money through a variety of revenue flows. A company's income.
[edit] Evolution
A brief history of the development of business models might run as follows. The oldest and most basic business model is the shopkeeper model. This involves setting up a store in a location where potential customers are likely to be and displaying aproduct or service.
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 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 refills (hook); and cameras (bait) and prints (hook). An interesting variant of this model is a software developer that gives away its word processor reader for free but charges several hundred dollars for its word processor writer.
In the 1950s, new business models came fromMcDonald's Restaurants andToyota. In the 1960s, the innovators wereWal-Mart andHypermarkets. The 1970s saw new business models fromFedEx andToys R Us; the 1980s fromBlockbuster,Home Depot,Intel, andDell Computer; the 1990s fromSouthwest Airlines,Netflix,eBay,Amazon.com, andStarbucks. Poorly thought out business models were a problem with manydot-coms.
Today, the type of 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.
[edit] Examples
Auction business modelBricks and clicks business modelCollective business modelsCutting out the middleman modelDirect sales modelDistribution business models, variousFranchiseFreemium business modelIndustrialization of services business modelLow-cost carrier business modelLoyalty business modelsMonopolistic business modelMulti-level marketing business modelNetwork effects business modelOnline auction business modelOnline content business modelPremium business modelProfessional open-source modelPyramid scheme business modelRazor and blades business model (bait and hook)Servitization of products business modelSubscription business modelValue Added Reseller model
[edit] Importance
Malone et al.[11] atMIT find 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 model mattered.
Perhaps the most overlooked dimension in developing a business model especially for a new product/service/business is the dimension of time, more specifically the timing of investments/expenses or cash flow out versus the receipt of revenues/accounts receivables or cash flow in. The principle issues are: 1) Essentially how much of the product or service has to be built before customers can make some level of either actual purchase decision and/or purchase commitment? 2) How much investment/expense is required to secure these revenues/commitments from customers? and 3 )How much risk is there in achieving net positive cash flow, given the required upfront investment and the future time to capture revenues/receivables cash inflow, within an acceptable timeframe, if ever?
These business model issues often make or break new ventures. Business models that are optimized to reduce the upfront investment, that accelerate the revenue/receivables cash inflow, that obtain cogent and reliable customer feedback often and earlier, and that take other measures to reduce the investment risk all have a higher probability of business success.
For example, in the entertainment industry, does one have to produce a movie for $100 million plus before any box office revenues can be derived, or can the business model be evolved by licensing certain established characters/signing leading movie stars for secondary licensing rights for fast-food chain promotional-tie-ins, movie merchandise licenses, etc. can generate pre-release cash inflow through licensing fees? Or a different entertainment business model might be to create and promote a "Weirdest Video" website platform for users to contribute the content and then based on site traffic, sell advertising for revenues. Here, the upfront investment for creating and promoting the site could be a fraction of the investment to produce a movie and the chances that it would be more popular than a movie may be much higher, as it can be tweaked as it is developed while a movie is an all-or-nothing production.
It comes down to a nitty gritty question: Can we make to order or do we have to create a new mousetrap and then wait to see if the world will come to it, or somewhere in-between?
[edit] Related Concepts
The process of business model design is part ofbusiness strategy. The implementation of a company's business model into organizational structures (e.g. organigrams, workflows, human resources) and systems (e.g. information technology architecture, production lines) is part of a company'sbusiness operations. It is important to understand thatbusiness modeling commonly refers tobusiness process design at the operational level, whereas business models andbusiness model design refer to defining the business logic of a company at the strategic level.
[edit] See also
Business model designBusiness planBusiness process modelingBusiness reference modelBusiness ruleCompetitive advantageComponent business modelCore competencyGrowth PlatformsMarket formsMarketingMarketing planMonopolyStrategic managementStrategic planningStrategy dynamicsValue migration
[edit] References
^ Not to be confused with the termbusiness architecture that structures the accountability over business activities^ The Role of the Business Model in captualue from Innovation: Evidence from XEROX Corporation’s Technology Spinoff Companies., H. Chesbrough and R. S. Rosenbloom , Boston, Massachusetts, Harvard Business School, 2000.^ Leading the revolution., G. Hamel, Boston, Harvard Business School Press, 2000.^ Changing Business Models: Surveying the Landscape, J. Linder and S. Cantrell, Accenture Institute for Strategic Change, 2000.^ Developing Business Models for eBusiness., O. Peterovic and C. Kittl et al., International Conference on Electronic Commerce 2001, 2001.^ Place to space: Migrating to eBusiness Models., P. Weill and M. R. Vitale, Boston,Harvard Business School Press, 2001.^ Value-based Requirements Engineering - Exploring Innovative e-Commerce Ideas, J. Gordijn, Amsterdam, Vrije Universiteit, 2002.^ Internet Business Models and Strategies, A. Afuah and C. Tucci, Boston, McGraw Hill, 2003.^Focus Theme Articles: Business Models for Content Delivery: An Empirical Analysis of the Newspaper and Magazine Industry, Marc Fetscherin and Gerhard Knolmayer, International Journal on Media Management, Volume 6, Issue 1 & 2 September 2004 , pages 4 - 11, September 2004. ^abThe Business Model Ontology - A Proposition In A Design Science Approach, Thesis by Alexander Osterwalder, 2004^Do Some Business Models Perform Better than Others?, Malone et al., May 2006
[edit] External links
Wikimedia Commons has media related to:Business models
Context description for an article onBusiness Models and Evolving Economic Paradigms: A Systems Science Approach presented atISSS Madison 2008
Retrieved from "http://en.wikipedia.org/wiki/Business_model"