外文翻譯--商業(yè)模式創(chuàng)新超越技術(shù)問(wèn)題（節(jié)選）

1、<p>　　1700單詞，9100英文字符，2400漢字</p><p>　　出處：Chesbrough H. Business model innovation: it's not just about technology anymore[J]. Strategy & Leadership, 2007, 35(6):12-17.</p><p><b&g

2、t;　　外文文獻(xiàn)：</b></p><p>　　Business Model Innovation: It’s Not Just about Technology Anymore</p><p>　　H Chesbrough</p><p>　　What is a business model?</p><p>　　Every c

3、ompany 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

4、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 creat

5、ion of value, the other companies involved in the set</p><p>　　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 h

6、igh-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 ava

7、ilability, or delivery or service issues).Yet making the technology more open, which makes it more appealing to customers, makes it hard</p><p>　　A better business model often will beat a better idea or tech

8、nology.</p><p>　　One benefit of this working definition is that each of its six parameters identifies where innovation might generate new value in an industry.</p><p>　　Value proposition. The GE

9、 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 enab

10、led GE to establish a very profitable service operation.</p><p>　　Target market. Ryanair, a growing European discount airline, innovated a different target market by going after leisure travelers, instead of

11、 the usual business travelers.</p><p>　　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 supp

12、ly chain.</p><p>　　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 t

13、he manufacturing station inside the plant, instead of by the box car.</p><p>　　Value network or ecosystem. Ryanair again innovated here, by striking novel arrangements with underutilized regional airports. R

14、yanair gets a percentage of concession sales at these airports, and in some circumstances even gets paid for landing passengers at the airports.</p><p>　　Competitive strategy. One interesting aspect of busin

15、ess 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

16、too many conflicts with the airlines’ established business model.</p><p>　　Thus this working definition points the way to certain improvements that can be made to a business model. But more can be done to im

17、prove 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) mod

18、els to far more advanced (and very valuable) models. Using the BMF, companies can assess where their current business model stands in relation to it</p><p>　　The Business Model Framework</p><p>

19、　　Type 1 – Company has an undifferentiated business model</p><p>　　The vast majority of companies operating today do not articulate a distinct business model, and lack a process for managing it. These compan

20、ies 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 mo

21、dels are selling commodities, and are doing so in ways that are no different from many, many other firms. They often are caught in the ‘‘com</p><p>　　Type 2 – Company has some differentiation in its business

22、 model</p><p>　　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

23、 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

24、a different and less congested market segment from that served by its Type 1 counterpart.</p><p>　　The Type 2 company may lack the resources and staying power to invest in the supporting innovations to susta

25、in 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 product

26、s of similar success. Many technology startup companies fall into this type.</p><p>　　Type 3 – Company develops a segmented business model</p><p>　　The company now can compete in different segme

27、nts 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 segm

28、ent 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 t

29、he firm’s abil</p><p>　　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 sh

30、ift 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 th

31、e IT space, think of an ERP system that is deeply connected to business processes, but has few wa</p><p>　　Type 4 – Company has an externally aware business model</p><p>　　In this business model

32、, 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.</p>

33、<p>　　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 nee

34、ds. 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.</p><p>　　Internal roadma

35、ps 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

36、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.</p><p>　　Type 5

37、 – Company integrates its innovation process with its business model </p><p>　　In a Type 5 model, the company’s business model now plays a key integrative role within the company. Suppliers and customers now

38、 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 t

39、he company much better visibility into the customers’ future requirements.</p><p>　　In this stage, companies begin to experiment more directly with the business model itself. Type 5 companies now take the ti

40、me 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 cu

41、stomer’s customer’’ to learn about the deeper unmet needs and opportunities in the market. Some experimentation is conducted on alternative distribution chan</p><p>　　Type 6 – Company’s business model is an

42、adaptive platform</p><p>　　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

43、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 a

44、nd joint ventures as means to commercialize technologies outside of their own current business model</p><p>　　In Type 6 firms, key suppliers and customers become business partners, entering into relationship

45、s 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 bu

46、siness model of its key customers. Intel, Microsoft and Wal-Mart are examples here.</p><p>　　One important capability that enables this integration of business models throughout a value chain is the ability

47、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 plat

48、form without consuming extra investment by the platform maker. For example, anyone making software for PCs, accessories for iPods, or games for cell phones is indirec</p><p><b>　　譯文：</b></p>

49、;<p>　　商業(yè)模式創(chuàng)新：超越技術(shù)問(wèn)題</p><p><b>　　商業(yè)模式的定義</b></p><p>　　每個(gè)公司都有其商業(yè)模式，無(wú)論他們是否能清楚地表明。商業(yè)模式有兩個(gè)核心功能：價(jià)值創(chuàng)造和價(jià)值獲取。首先，它界定了一系列諸如從原材料采購(gòu)到滿(mǎn)足終端顧客等關(guān)鍵環(huán)節(jié)。這些關(guān)鍵環(huán)節(jié)使得產(chǎn)品或服務(wù)產(chǎn)生同時(shí)包含著凈值。這至關(guān)重要，因?yàn)槿绻麤](méi)有價(jià)值凈創(chuàng)造，其他

50、相關(guān)公司是不會(huì)參與的。其次，公司開(kāi)發(fā)并運(yùn)營(yíng)商業(yè)模式，而商業(yè)模式則保證其從關(guān)鍵環(huán)節(jié)中獲取部分價(jià)值。這也同樣重要，無(wú)法從價(jià)值創(chuàng)造的關(guān)鍵環(huán)節(jié)獲取利潤(rùn)的公司是不會(huì)持久的。</p><p>　　商業(yè)模式在價(jià)值創(chuàng)造和價(jià)值獲取兩方面可能是相互制約的。例如，如果替代品價(jià)值較低，高價(jià)值附加的技術(shù)能使公司輕易獲得利潤(rùn)。但是很多情況下顧客并不愿意購(gòu)買(mǎi)（鑒于價(jià)格、可獲性以及運(yùn)送和服務(wù)問(wèn)題）。于是，推廣技術(shù)，以使其更具吸引力，卻使價(jià)值獲取

51、反而更困難。所以，這對(duì)矛盾因素間需要平衡。 如何界定商業(yè)模式？“商業(yè)模式”一詞已司空見(jiàn)慣，卻很少有明確的定義。哈佛大學(xué)名譽(yù)教授理查德·S·羅森布魯姆（Richard S. Rosenbloom）和我做了一個(gè)明確有效的界定。</p><p>　　這個(gè)定義的優(yōu)點(diǎn)是六個(gè)參數(shù)中每個(gè)都能識(shí)別創(chuàng)新產(chǎn)生新價(jià)值的產(chǎn)業(yè)領(lǐng)域： </p><p>　　價(jià)值主張:當(dāng)通用電氣飛機(jī)引擎部將賣(mài)點(diǎn)由噴

52、氣機(jī)引擎轉(zhuǎn)向引擎的飛行時(shí)間時(shí)，他們提出了新的機(jī)制主張。這減少了通用電氣客戶(hù)的停工風(fēng)險(xiǎn)，確立了通用電氣的高利潤(rùn)服務(wù)經(jīng)營(yíng)。</p><p>　　目標(biāo)市場(chǎng):愛(ài)爾蘭瑞安航空，一個(gè)歐洲的成長(zhǎng)型廉價(jià)航空公司，創(chuàng)造性地確立不尋常的目標(biāo)市場(chǎng)：鎖定休閑旅行者，而非傳統(tǒng)商務(wù)旅行者。</p><p>　　價(jià)值鏈:沃爾瑪（早期創(chuàng)造性地鎖定了價(jià)值較小的鄉(xiāng)村社區(qū)市場(chǎng)）以其供應(yīng)鏈管理聞名。</p><

53、;p>　　收益機(jī)制:施樂(lè)（Xerox）的復(fù)印機(jī)業(yè)務(wù)始于復(fù)印機(jī)出租而不是出售。空氣化工產(chǎn)品（Air Products）從直接運(yùn)送其工業(yè)氣體到制造商工廠(chǎng)內(nèi)的基地（而非通過(guò)棚車(chē)）獲利。</p><p>　　價(jià)值網(wǎng)絡(luò)或經(jīng)濟(jì)共同體:瑞安航空通過(guò)重新安排為充分使用的區(qū)域性機(jī)場(chǎng)又進(jìn)行了創(chuàng)新。瑞安在這些機(jī)場(chǎng)獲得部分讓利，有時(shí)甚至直接獲得機(jī)場(chǎng)費(fèi)。</p><p>　　競(jìng)爭(zhēng)戰(zhàn)略:商業(yè)模式的有個(gè)方面很有意

54、思：競(jìng)爭(zhēng)者模仿的難度。許多航空公司試圖模仿西南航空的低成本運(yùn)營(yíng)方式，大都失敗了。模仿西南航空的商業(yè)模式明顯與公司現(xiàn)有商業(yè)模式?jīng)_突很大。</p><p><b>　　商業(yè)模式框架</b></p><p>　　第1類(lèi)——公司的商業(yè)模式無(wú)差異化</p><p>　　這是目前大多數(shù)公司的商業(yè)模式。這種商業(yè)模式?jīng)]有明顯的獨(dú)特性，并卻缺乏管理機(jī)制。采用這種

55、商業(yè)模式的是：以?xún)r(jià)格和數(shù)量競(jìng)爭(zhēng)取勝顧客的業(yè)務(wù)?？傊?，采取這種商業(yè)模式的公司的業(yè)務(wù)經(jīng)營(yíng)與其它同類(lèi)公司差別不大。他們市場(chǎng)陷入“商品陷阱”。飯店和理發(fā)店是其中的代表。</p><p>　　第2類(lèi)——公司的商業(yè)模式部分差異化</p><p>　　采取這種商業(yè)模式的公司主要是產(chǎn)品或服務(wù)上的差異。這種差異化使公司的商業(yè)模式與第1類(lèi)不同，使公司目標(biāo)定位于非價(jià)格和數(shù)量決定購(gòu)買(mǎi)的特定顧客（如績(jī)效導(dǎo)向的顧客）

56、。這就使公司可以服務(wù)不同的，競(jìng)爭(zhēng)相對(duì)緩和的市場(chǎng)，而不必在第1類(lèi)市場(chǎng)中掙扎。</p><p>　　第3類(lèi)——公司的細(xì)分市場(chǎng)商業(yè)模式</p><p>　　公司能在不同的細(xì)分市場(chǎng)同時(shí)展開(kāi)競(jìng)爭(zhēng)。大多數(shù)市場(chǎng)都屬于這樣的競(jìng)爭(zhēng)環(huán)境，大多數(shù)的利潤(rùn)也是在這樣的市場(chǎng)中實(shí)現(xiàn)。價(jià)格敏感性細(xì)分市場(chǎng)對(duì)高端低成本產(chǎn)品具有保護(hù)作用?？?jī)效細(xì)分市場(chǎng)則提供了較高的利潤(rùn)。其它市場(chǎng)縫隙能被發(fā)掘，在分銷(xiāo)渠道表現(xiàn)更強(qiáng)勁。這樣的公司商業(yè)

57、模式更具獨(dú)特性，也更有利可圖，這使得公司未來(lái)的產(chǎn)品和技術(shù)計(jì)劃有了強(qiáng)有力的支持。</p><p>　　雖然高度計(jì)劃水平有助于扭轉(zhuǎn)公司單一的競(jìng)爭(zhēng)手段的不利局面，但是問(wèn)題還是存在的。對(duì)于超過(guò)他們商業(yè)創(chuàng)新行為能力的技術(shù)革新，這種類(lèi)型的公司將難以招架。而如果市場(chǎng)大勢(shì)發(fā)生變化，他們也會(huì)如此?？梢钥紤]一下成熟，縱向一體化產(chǎn)業(yè)的公司的例子?；蛘?，考慮下IT業(yè)的企業(yè)資源計(jì)劃（ERP）系統(tǒng)。它與業(yè)務(wù)過(guò)程緊密聯(lián)系，但由于源代碼獨(dú)特性，

58、卻很難與其他軟件相聯(lián)系。 </p><p>　　第4類(lèi)——公司的商業(yè)模式是外部警覺(jué)型的</p><p>　　這種商業(yè)模式下，公司在業(yè)務(wù)發(fā)展和執(zhí)行中，對(duì)外部創(chuàng)意與技術(shù)是開(kāi)放的。這使公司開(kāi)啟了大量可以利用的資源。</p><p>　　第4類(lèi)公司的計(jì)劃提供了公司所需的外部創(chuàng)意與技術(shù)，與外部相關(guān)者的關(guān)系有助于公司識(shí)別一些實(shí)現(xiàn)所需的創(chuàng)意與技術(shù)。這使公司降低了業(yè)務(wù)運(yùn)作成本，縮短

59、了新產(chǎn)品上市時(shí)間，并且分散了新產(chǎn)品和開(kāi)發(fā)過(guò)程的風(fēng)險(xiǎn)。</p><p>　　內(nèi)部計(jì)劃與供應(yīng)商及顧客經(jīng)常分享，能使公司更系統(tǒng)地利用供應(yīng)商及顧客的創(chuàng)意。這也使供應(yīng)商及顧客可以計(jì)劃自身與該公司創(chuàng)新活動(dòng)相關(guān)的關(guān)鍵活動(dòng)。應(yīng)用此模式的公司與供應(yīng)商分享實(shí)時(shí)信息能使這種方式更加有效。</p><p>　　第5類(lèi)——公司商業(yè)模式與創(chuàng)新過(guò)程一體化</p><p>　　這種商業(yè)模式下，公司

60、的商業(yè)模式是公司整合的關(guān)鍵。供應(yīng)商與顧客能通過(guò)正式渠道得益于公司的創(chuàng)新流程，公司也會(huì)通過(guò)這些渠道從供應(yīng)商與顧客處獲益。供應(yīng)商與顧客會(huì)將自身的計(jì)劃與公司分享，是公司能更明確顧客的未來(lái)需求。</p><p>　　這一階段，公司較為直接地對(duì)商業(yè)模式展開(kāi)實(shí)驗(yàn)。這種類(lèi)型的公司在追尋主流技術(shù)動(dòng)向及降低成本的機(jī)會(huì)時(shí)，需要想方設(shè)法花時(shí)間理解從基礎(chǔ)原材料開(kāi)始的供應(yīng)鏈。這種類(lèi)型的公司也要舍得投入研究“潛在顧客”，以深入了解未發(fā)覺(jué)的市

61、場(chǎng)需求與機(jī)遇。一些實(shí)驗(yàn)方法被用于給予不同商業(yè)模式結(jié)構(gòu)的各種銷(xiāo)售渠道。公司將提供產(chǎn)品轉(zhuǎn)向提供服務(wù)。吸納外部技術(shù)支撐新模式的公司是這種類(lèi)型的代表。</p><p>　　第6類(lèi)——公司商業(yè)模式是不斷適應(yīng)不斷調(diào)整的平臺(tái)</p><p>　　這種商業(yè)模式比第4，第5類(lèi)更開(kāi)放，更具適應(yīng)性。這種適應(yīng)能力需要堅(jiān)決采取實(shí)驗(yàn)法，檢驗(yàn)更多的商業(yè)模式變量。實(shí)驗(yàn)法的形式多種多樣。有的公司利用風(fēng)險(xiǎn)資本在新興小公司中探

62、索不同的商業(yè)模式，也有公司通過(guò)分拆或合資使商業(yè)模式以外的技術(shù)商業(yè)化，另有公司設(shè)立內(nèi)部保育機(jī)制，來(lái)培養(yǎng)有潛力但仍不適合高度商業(yè)化的創(chuàng)意。</p><p>　　在這種類(lèi)型的公司中，關(guān)鍵供應(yīng)商及顧客成了業(yè)務(wù)伙伴，所形成的關(guān)系分散了技術(shù)與業(yè)務(wù)風(fēng)險(xiǎn)。供應(yīng)商的商業(yè)模式整合進(jìn)入公司的計(jì)劃流程。公司轉(zhuǎn)而將其商業(yè)模式整合進(jìn)入關(guān)鍵客戶(hù)的商業(yè)模式。英特爾，微軟及沃爾瑪是典型代表。</p><p>　　公司對(duì)價(jià)值