商业模式创新外文文献翻译

文献信息：

文献标题：Business Model Innovation: It’s Not Just about Technology

Anymore（商业模式创新：超越技术问题）

国外作者：Henry Chesbrough

文献出处：Strategy & Leadership, 2007(6) Vol.35:12-17

字数统计：英文1764单词，9111字符；中文2436汉字

外文文献：

Business Model Innovation: It’s Not Just about Technology

Anymore

What is a business model?

Every company has a business model, whether they articulate it or not. At its

heart, a business model performs two important functions: value creation and value

capture. First, it defines a series of activities, from procuring raw materials to

satisfying the final consumer, which will yield a new product or service in such a way

that there is net value created throughout the various activities. This is crucial,

because if there is no net creation of value, the other companies involved in the set of

activities won’t participate. Second, a business model captures value from a portion of

those activities for the firm developing and operating it. This is equally critical, for a

company that cannot earn a profit from some portion of its activities cannot sustain

those activities over time.

There can be real tensions between the aspects of a business model that create

value and those that help to capture a portion of that value. A high-value proprietary

technology, for example, easily earns a profit for the firm, if alternatives offer lesser

value. But in many circumstances customers are reluctant to buy such products

(because of price, limited availability, or delivery or service issues).Yet making the

technology more open, which makes it more appealing to customers, makes it harder

to capture value from the offering. So these offsetting factors must be balanced. How

to define a business model? The term ‘‘business model’’ is often used, but not often

clearly defined. Richard S. Rosenbloom, Professor Emeritus of Harvard, and I have

developed a specific working definition (see Exhibit 1).

A better business model often will beat a better idea or technology.

One benefit of this working definition is that each of its six parameters identifies

where innovation might generate new value in an industry.

Value proposition. The GE Aircraft engines unit crafted an innovative value

proposition when they shifted from selling airlines jet engines to selling them flight

hours. This shifted the risk of downtime from the airline customer to GE, and enabled

GE to establish a very profitable service operation.

Target market. Ryanair, a growing European discount airline, innovated a

different target market by going after leisure travelers, instead of the usual business

travelers.

Value chain. Wal-Mart (which targeted an innovative market by going after

underserved rural communities in its early days) is celebrated for its management of

its supply chain.

Revenue mechanism(s). Xerox got its start in the copier business by leasing its

copiers, instead of selling them. Air Products gets paid for the delivery of its industrial

gases right to the manufacturing station inside the plant, instead of by the box car.

Value network or ecosystem. Ryanair again innovated here, by striking novel

arrangements with underutilized regional airports. Ryanair gets a percentage of

concession sales at these airports, and in some circumstances even gets paid for

landing passengers at the airports.

Competitive strategy. One interesting aspect of business models is how difficult

it is for others to imitate them. Many airlines have tried to emulate Southwest’s low

cost approach. Most of their attempts have not fared well. Copying the Southwest

model apparently creates too many conflicts with the airlines’ established business

model.

Thus this working definition points the way to certain improvements that can be

made to a business model. But more can be done to improve a specific business model

if managers think of stages of business model advancement. The Business Model

Framework (BMF) is a model that sequences possible business models from very

basic (and not very valuable) models to far more advanced (and very valuable)

models. Using the BMF, companies can assess where their current business model

stands in relation to its potential and then define appropriate next steps for the further

advancement of that model.

The Business Model Framework

Type 1 – Company has an undifferentiated business model

The vast majority of companies operating today do not articulate a distinct

business model, and lack a process for managing it. These companies are operating

with Type 1 business models. A business using the undifferentiated model competes

on price and availability, and serves customers who buy on those criteria. In a word,

firms utilizing Type 1 business models are selling commodities, and are doing so in

ways that are no different from many, many other firms. They often are caught in the

‘‘commodity trap’’. Think of restaurants and barber shops as examples of this

commodity model.

Type 2 – Company has some differentiation in its business model

In companies using Type 2 business models, the company has created some

degree of differentiation in its products or services. This differentiation can also lead

to a different business model from that of the Type 1 company, allowing the company

to target a customer other than those that buy simply upon price and availability (such

as a performance-oriented customer). This allows the Type 2 company to serve a

different and less congested market segment from that served by its Type 1

counterpart.

The Type 2 company may lack the resources and staying power to invest in the

supporting innovations to sustain its differentiated position. This gives rise to the

pattern of so-called ‘‘one hit wonders’’, where a company or inventor has a successful

first product, but is unable to follow up this success with additional products of

similar success. Many technology startup companies fall into this type.

Type 3 – Company develops a segmented business model

The company now can compete in different segments simultaneously. More of

the market is thus served, and more profit is extracted from the market as well. The

price sensitive segment provides the volume base for high volume, low cost

production. The performance segment supplies high margins for the business. Other

niches can now be addressed, creating a stronger presence in the distribution channels.

The firm’s business model now is more distinctive and profitable, which supports the

firm’s ability to plan for its future via product and technology roadmaps.

While its greater level of planning helps the Type 3 company avert the one-hit

wonder syndrome, problems still remain. The Type 3 firm remains vulnerable to any

major new technical shift beyond the scope of their current business and innovation

activities, and also to major shifts in the market. Think of a mature, vertically

integrated industrial company, as an example of this kind of model. Or in the IT space,

think of an ERP system that is deeply connected to business processes, but has few

ways to link in other software on top of its own code.

Type 4 – Company has an externally aware business model

In this business model, the company has started to open itself to external ideas

and technologies in the development and execution of the business. This unlocks a

significantly greater set of resources available to such a company.

The roadmaps of the Type 4 firm provide a shopping list of needs within the firm

for external ideas and technologies. Relationships with outsiders help identify external

projects that fulfill some of these needs. This reduces the cost of serving the business,

reduces the time it takes to get new offerings to market, and shares the risks of new

products and processes with external parties.

Internal roadmaps are now shared with suppliers and customers on a frequent

basis. This enables the firm to make much more systematic use of innovative ideas

from suppliers and from customers. It also allows suppliers and customers to plan

their own activities in concert with the innovative activities of the firm. Companies

that make it a practice to share real-time information with their suppliers exemplify

this approach.

Type 5 – Company integrates its innovation process with its business model

In a Type 5 model, the company’s business model now plays a key integrative

role within the company. Suppliers and customers now enjoy formalized institutional

access to the firm’s innovation process, and this access is now reciprocated by the

suppliers and customers. Customers and suppliers now share their own roadmaps with

the company, giving the company much better visibility into the customers’ future

requirements.

In this stage, companies begin to experiment more directly with the business

model itself. Type 5 companies now take the time to understand the supply chain all

the way back to the basic raw materials, as they look for major technical shifts or cost

reduction opportunities. Type 5 companies also invest substantial resources to study

‘‘the customer’s customer’’ to learn about the deeper unmet needs and opportunities

in the market. Some experimentation is conducted on alternative distribution channels,

and indeed, upon alternative configurations of the business model. Companies that are

moving from offering products to offering services, and are bringing in external

technologies to support this new approach are examples of Type 5 models.

Type 6 – Company’s business model is an adaptive platform

The Type 6 business model is an even more open and adaptive model than types

4 or 5. This ability to adapt requires a commitment to experimentation with one or

more business model variants. This experimentation can take a number of different

forms. Some companies utilize corporate venture capital as a means to explore

alternative business models in small startup companies. Some utilize spin-offs and

joint ventures as means to commercialize technologies outside of their own current

business model. Some have created internal incubators to cultivate promising ideas

that are not yet ready for high volume commercialization.

In Type 6 firms, key suppliers and customers become business partners, entering

into relationships in which both technical and business risk may be shared. The

business models of suppliers are now integrated into the planning processes of the

company. The company in turn has integrated its business model into the business

model of its key customers. Intel, Microsoft and Wal-Mart are examples here.

One important capability that enables this integration of business models

throughout a value chain is the ability of the company to establish its technologies as

the basis for a platform of innovation for that value chain. In this way, the company

can attract other companies to invest their resources, expanding the value of the

platform without consuming extra investment by the platform maker. For example,

anyone making software for PCs, accessories for iPods, or games for cell phones is

indirectly contributing to the value of each of these platforms.

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（Richard S. Rosenbloom）和我做了一个明确有效的界定（见表1）。

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（Air Products）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”。饭店和理发店是其中的代表。

第2类——公司的商业模式部分差异化

采取这种商业模式的公司主要是产品或服务上的差异。这种差异化使公司的商业模式与第1类不同，使公司目标定位于非价格和数量决定购买的特定顾客（如绩效导向的顾客）。这就使公司可以服务不同的，竞争相对缓和的市场，而不必在第1类市场中挣扎。

第3类——公司的细分市场商业模式

公司能在不同的细分市场同时展开竞争。大多数市场都属于这样的竞争环境，大多数的利润也是在这样的市场中实现。价格敏感性细分市场对高端低成本产品具有保护作用。绩效细分市场则提供了较高的利润。其它市场缝隙能被发掘，在分销渠道表现更强劲。这样的公司商业模式更具独特性，也更有利可图，这使得公司未来的产品和技术计划有了强有力的支持。

虽然高度计划水平有助于扭转公司单一的竞争手段的不利局面，但是问题还是存在的。对于超过他们商业创新行为能力的技术革新，这种类型的公司将难以招架。而如果市场大势发生变化，他们也会如此。可以考虑一下成熟，纵向一体化产业的公司的例子。或者，考虑下IT业的企业资源计划（ERP）系统。它与业务过程紧密联系，但由于源代码独特性，却很难与其他软件相联系。

第4类——公司的商业模式是外部警觉型的

这种商业模式下，公司在业务发展和执行中，对外部创意与技术是开放的。这使公司开启了大量可以利用的资源。

第4类公司的计划提供了公司所需的外部创意与技术，与外部相关者的关系有助于公司识别一些实现所需的创意与技术。这使公司降低了业务运作成本，缩短了新产品上市时间，并且分散了新产品和开发过程的风险。

内部计划与供应商及顾客经常分享，能使公司更系统地利用供应商及顾客的创意。这也使供应商及顾客可以计划自身与该公司创新活动相关的关键活动。应用此模式的公司与供应商分享实时信息能使这种方式更加有效。

第5类——公司商业模式与创新过程一体化

这种商业模式下，公司的商业模式是公司整合的关键。供应商与顾客能通过正式渠道得益于公司的创新流程，公司也会通过这些渠道从供应商与顾客处获益。供应商与顾客会将自身的计划与公司分享，是公司能更明确顾客的未来需求。

这一阶段，公司较为直接地对商业模式展开实验。这种类型的公司在追寻主流技术动向及降低成本的机会时，需要想方设法花时间理解从基础原材料开始的供应链。这种类型的公司也要舍得投入研究“潜在顾客”，以深入了解未发觉的市场需求与机遇。一些实验方法被用于给予不同商业模式结构的各种销售渠道。公司将提供产品转向提供服务。吸纳外部技术支撑新模式的公司是这种类型的代表。

第6类——公司商业模式是不断适应不断调整的平台

这种商业模式比第4，第5类更开放，更具适应性。这种适应能力需要坚决采取实验法，检验更多的商业模式变量。实验法的形式多种多样。有的公司利用风险资本在新兴小公司中探索不同的商业模式，也有公司通过分拆或合资使商业模式以外的技术商业化，另有公司设立内部保育机制，来培养有潜力但仍不适合

高度商业化的创意。

在这种类型的公司中，关键供应商及顾客成了业务伙伴，所形成的关系分散了技术与业务风险。供应商的商业模式整合进入公司的计划流程。公司转而将其商业模式整合进入关键客户的商业模式。英特尔，微软及沃尔玛是典型代表。

公司对价值链创新的技术平台的支撑能力是使通过价值链整合商业模式的重要力量。如此，公司能够吸引其他公司投入资源，不通过自身多余投资就扩展平台价值。例如，家用电脑的软件制造商，iPOD附件制造商，以及便携电话的游戏开发商都间接对产品平台的价值提升起到贡献。