商业模式的相关外文翻译

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：
学生姓名：
导师姓名：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
Overview of business model
A business mode l describes the rationale of how an organization creates, delivers, and captures value[1] (economic, social, or other forms of value). The process of 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 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 opportunity[2]. 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 particular 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 value, and converts those payments
to profit: it thus reflects manage ment’s 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.[4]
Business models are used to describe and classify businesses (especially 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 accounting 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 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 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 McDonald's Restaurants and 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, , and Starbucks.
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.
Business model frameworks
There are various ways to define and conceptualize business models. In the following some of these conceptualizations are introduced.
Business model canvas
Business Model Canvas: Nine business model building blocks, Osterwalder, Pigneur, & al. 2010[1]
Osterwalder's work [1][6] propose a single reference model, called Business 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 of the template are Infrastructure, Offering, Customers, Finances, etc.
Other approaches
∙Business reference model
Business reference model is a reference model, concentrating on the architectural aspects of the core business of an enterprise, service organization or government agency.
∙Component business model
Technique 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 organization's capabilities and investments, 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 catered.
∙Industrialization of services business model
Business model used in strategic management and services marketing that treats service provision as an industrial process, subject to industrial optimization procedures
Business Modelling
Business Modelling is an important tool to capture, design, innovate 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 with[8]:
A step-by-step roadmap that describes the synergy and context between Business
Model and alignment of Strategy 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 organizational weakness, which a holistic business model approach should include for they represent the threat to the company’s 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 and 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
represent 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 organization.
∙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 includes 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 models
Design Logic and Narrative Coherence
Design logic views the business 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 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 describe 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 entrepreneur or CEO can create strong narratives for change.
Business Model 2.0
Chen (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 possibility 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 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 and thriving community of companies that re-use Amazon’s On Demand commerce services.[9]
Complementarities of business models between partnering firms
Studying collaborative research and the accessing of external sources of technology, Hummel et al. (2010) found that in deciding on business partners, it is important to make sure that both parties’ business models are complementary[10]. 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 own firm’s business model.[11]
Applications
Malone 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 model mattered.
The concept of a business model has been incorporated into certain accounting standards. For example, the International Accounting Standards Board (IASB) utilizes an "entity's business model for managing the financial assets" as a criterion for determining whether such assets should be measured at amortized cost or at fair value in its financial instruments accounting standard, IFRS 9.[13][14][15][16] 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 classification 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.[18][19][20]
Both IASB and FASB have proposed using the concept of business model in the context of reporting a lessor's lease income and lease expense within their joint project on accounting for leases.[21][22] The concept has also been proposed as an approach for determining the measurement and classification when accounting for insurance contracts.[23][24] 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 "Role of the Business Model in Financial Reporting" in 2011.[25]
Examples of Business models
In 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 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:
中文译文
商业模式概述
商业模式业务模型描述了如何创建组织的理由，提供和捕捉价值（经济，社会，或其他形式的价值）。

商业模式建设的过程，是业务战略的一部分。

在理论和实践中商业模式是用于范围广泛的正式和非正式的描述，代表企业的核心业务，包括目的，产品，战略，基础设施，组织结构，贸易惯例，业务流程和政策。

文献提供的商业模式有着不同的解释和定义。

系统回顾和分析的一项调查显示，作为组织结构的设计，用制定一个商业机会来定义的商业模式。

这种设计逻辑的进一步扩展，强调叙事的连贯性，或在业务模型描述的机制使用由企业家创造非常成功的增长企业。

每当一个企业成立的，明示或暗示了其采用的特殊商业模式，介绍了创造价值，交付，企业利润的捕获机制的架构。

一个商业模式的本质是，它定义的商业企业，通过提供价值客户，诱使客户支付的价值，以及将这些款项转换获利的方式：它因此反映管理层的假设客户想要什么，如果他们想要它，一个企业如何组织，以更好地满足这些需求，怎样做支付，并赚取利润。

商业模式是用来描述和分类，企业（尤其是在创业的设置），但他们也由企业内部的管理人员使用，以探索未来发展的可能性。

此外，众所周知的商业模式运作，创意商业模式也被称为在某些情况下，公开报告在会计方面。

多年来，商业模式变得更为复杂。

20世纪初，出现了诱饵和钩的商业模式（也称为“剃刀和刀片商业模式”或“捆绑产品的商业模式”）。

这涉及到在一个非常低的成本提供一个基本的产品，往往处于亏损状态（“诱饵”），然后充电笔芯或相关产品或服务（“钩子”）的补偿经常金额。

例子包括：剃须刀（饵）和刀片（钩），手机（饵）和空气中的时间（钩）;电脑打印机（饵）和墨盒笔芯（钩），相机（饵）和照片（钩）。

这种模式的一个有趣的变种是Adobe，软件开发，其文档阅读器的费用，但其文档作家的收费几百元的免费赠送。

在20世纪50年代，新的商业模式来自麦当劳和丰田。

在20世纪60年代，创新是沃尔玛和大卖场。

20世纪70年代从联邦快递公司和玩具反斗城看到新的商业模式; 20世纪80年代，20世纪90年代从西南航空公司，Netflix公司，易趣，亚马逊，星巴克一鸣惊人，家得宝，英特尔，戴尔电脑。

今天，商业模式的类型可能取决于如何运用技术。

例如，在互联网上的企业家们也创造了全新的模式完全依赖于现有或新兴技术。

利用技术，企业可以用最低的成本达到了大批客户。

商业模式框架。

有各种不同的方式定义和概念的商业模式。

在下面的这些概
念化的一些介绍。

商业模式的分类：九个业务模型积木，Osterwalder，Pigneur，与人的。

2010osterwalder的工作提出一个单一的参考模型，被称为商业模式帆布基于广泛的业务模式概念化的相似之处。

这是时下最常用的框架描述商业模式的元素之一。

与这种商业模式的设计模板，企业可以很容易地描述他们的商业模式。

模板方面的基础设施，发售，客户，财务等其他方法。

•业务参考模型是一个参考模型，专注于核心业务的企业，服务组织或政府机构的建筑方面。

•组件的商业模式由IBM开发的技术进行建模和分析企业。

这是一个合乎逻辑的陈述或业务组件或“积木”的地图，并可以在一个页面上描绘。

它可以用来对准企业战略与组织的能力和投资分析，找出重复或重叠的业务能力，等等。

北美超市行业disintermediating目标虽然Webvan的失败，一些连锁超市（如Safeway的公司）纷纷推出自己的送货服务Webvan的照顾瞄准利基市场。

•产业化服务的业务模式在战略管理和服务营销提供服务当作一个工业过程中使用的商业模式，产业优化程序商业模型商业模型是一个重要的工具，捕捉，设计，创新和改造业务。

然而，为了改造的组织和调整他们的商业模式，商业模式不应该被视为分开，但在与一步一步的路线图，描述商业模式和战略地图，记分卡等调整到组织之间的协同和上下文。

•该组织的主要业务目标，例如：业务战略目标，关键成功因素和关键绩效指标，其中一个全面的商业模式的方法应包括，主营业务问题、痛点和弱点，从而组织，一个整体的商业模式的方法应包括为他们所代表的公司的商业模式的威胁、明确病因的能力，预期成果和业绩测量与效果之间的联系，例如记分卡。

强调业务管理模式，从而连续的改善和治理方法的商业模式。

•业务的成熟程度，以发展核心的差异化和核心竞争能力的组织表示策略，这是为建立一个业务模型的基础上，作为他们的代表的一些独特的最重要来源。

这些公司可以做的唯一的事情，并没有其他人可以迅速复制到足以影响竞争。

能力和能力发展之间的联系。

该组织可能创造价值和实现。

信息流，从而为有效和高效的决策信息需求。

这种整体性的办法，将有助于澄清意图和协同来源和断开之间的商业模式，战略，记分卡，信息，创新，流程和IT系统。

这包括建筑对齐，以及业务转型和价值和性能的意见。

这样的话，允许管理人员使用的业务模式与业务对齐的。

商业模式的理论和实证，我们通过商业模式来见解设计逻辑和叙事的连贯性设计逻辑视为创造新的组织结构，或改变现有结构，以追求一个新的机会。

乔治·格里和亚当·博克（2011）进行了全面的文献回顾和调查的经理，以了解他们认为一种商业模式的组成部分。

在分析，这些表明，有一个背后的企业家和管
理者如何看待和解释他们的商业模式的设计逻辑。

在设计逻辑的进一步扩展，乔治和Bock（2012）利用案例研究和对IBM的业务模式在大型企业的调查数据来描述的CEO和企业家如何建立在一个连贯的方式叙述或故事，从一个机会移动业务另一个。

他们还表明，当是不连贯的叙述或故事的组成部分是错位，这些企业往往要失败的。

他们建议在企业家或CEO的变化可以创建强大的叙事方式。

商业模式2.0，在二十一世纪的商业模式考虑到了Web 2.0的功能，如集体智慧，网络效应，用户生成的内容，和自我提高的系统的可能性。

他认为，服务行业，如航空，交通，运输，酒店，餐饮，信息和通信技术和网络游戏产业将能够受益于采用的商业模式，考虑到Web 2.0的特点。

他还强调，商业模式2.0
考虑到不只是Web 2.0技术的效果，但也是网络效应。

每年由开发一个完全成熟的开放式平台，支持大公司重新使用亚马逊的按需电子商务服务，例如亚马逊的成功故事。

合作公司的商业模式之间的互补性学习合作研究和技术，赫梅尔等外部来源的资料存取发现，在决定业务合作伙伴，重要的是，以确保双方的商业模式是相辅相成的。

例如，他们发现，重要的是，以确定潜在的合作伙伴，通过分析其业务模式的价值驱动因素，并寻找合作伙伴公司，了解我们自己公司的商业模式的关键环节，它是有益的。

马龙等人发现，在麻省理工学院的一些商业模式，他们的定义，确实表现比别人更好的在最大的美国公司组成的数据集，在1998年期间，到2002年，而他们并不能证明是否存在重要的商业模式。

一种商业模式的概念已被纳入一定的会计准则。

例如，在国际会计准则委员会（IASB）的利用作为标准确定是否这些资产应该可以在摊销成本或以公允价值计量的金融工具的会计标准“的实体的金融资产管理业务模式”，国际财务报告准则第9号、美国财务会计准则委员会（FASB）至少有两名成员所表达的立场，应作为金融分类标准的业务实体模型负债。

商业模式的概念也被引入递延税项的会计根据国际财务报告准则，2010修订处理有关投资物业递延税项国际会计准则第12。

无论国际会计准则委员会和财务会计准则委员会已提出报告他们对会计的联合项目内的租赁1出租人的租赁收入和租赁费用的情况下使用的商业模式的概念已经也被提议作为一种确定方法占保险合同时，测量和分类作为一个日益突出的商业模式的概念已在财务报告中，欧洲财务报告咨询组（EFRAG），收到的意见欧洲联盟，通过财务报告准则“的经营模式，在财务报告中的作用”在2011年开始的一个项目。

在早期历史中这是非常典型的定义，如砖和砂浆或电子经纪业务模式类型。

然而，这些类型通常是描述业务的一个方面（最常见的收入模型）。

因此，最近的文献集中在商业模式描述为一个最明显的方面，而不是整个商业模式。