Abstract The competition between enterprises is no longer a simple product-level competition but a business model competition. Enterprises must choose a business model suitable for their own development based on their own resources and endowments, combined with the external environment, and continue to innovate as the objective environment changes...
At present, competition among enterprises is no longer a simple product-level competition but a business model competition. Enterprises must choose a business model suitable for their own development according to their own resources and endowments, combined with the external environment, and continue to innovate as the objective environment changes, and obtain sustainable competitive advantage and core competitiveness. In short, the business model is the means and method for companies to generate revenue and profits. Although this is not surprisingly conceptual, every business model innovation has become the focus of attention. This is not only because in a certain industry, the value of the company is very different from the profitability due to different business models, but also because the business model innovation based on a certain idea not only subverts the traditional profit model or development model. It has also become a decisive factor in leading the direction of the industry.
Since the reform and opening up, the success of many Chinese companies has been plagued by accidental failures due to business models. In fact, successful business models are very different and very different. The very similar is that this model innovatively combines internal resources, external environment, profit model and operating mechanism to continuously improve its profitability, coordination, value, risk control capability, sustainable development capability and industry status. Very different is that this model is successful under certain conditions and certain circumstances, more individuality, can not be simply copied or copied, and must be constantly revised to maintain the company's long-lasting vitality. Therefore, innovation based on reference is always the core value of business intelligence in business models.
Key features of a successful business model
First, it is formed based on the decomposition of the industrial value chain. Business model innovation is mainly embodied in the way of technology-based, relying on the industrial value chain, and focusing on management innovation. Among them, the value orientation, profit source selection, and profit point selection based on the exogenous factors of the industrial value chain are crucial. Therefore, relying on the industrial value chain to explore business opportunities and launch business model innovation has become a watershed in the construction and practice of business models. The core part of the business model, the profit model, relies entirely on the decomposition of the industrial value chain. At present, it is necessary to deepen, specialize, and elevate a certain link or sub-area, or to couple the value chains of different industries, and become the mainstream of strengthening and expanding enterprises. The integration of industries such as vertical integration and the whole industry chain is suitable for the beginning of a new industry, but it cannot be regarded as a long-term development strategy.
Second, there is a unique, long-lasting profit model. The business model is most concerned with not the content of the transaction but the way. The purpose is not the reorganization of the concept but the realization of revenue and profit. Therefore, the profit model is the core element of the successful business model. At the same time, a profit model must have a certain value proposition and the guidance and support of the operating mechanism, so it is a concentrated expression of a successful business model. A successful business model must have a certain degree of uniqueness and durability. The so-called "uniqueness" is the competitive advantage that can constitute a company, and it is difficult to be imitated or adopted by competitors in the same industry; the so-called "persistence" refers to the ability to support the company's continued profitability.
Finally, there is a certain originality or strong innovation. Innovation is the logical starting point and driving force for the formation of a business model, and it is also the decisive factor that distinguishes a business model from another business model. Innovation is therefore the soul and value of a successful business model. At this stage, there are many ways to form a business model for Chinese enterprises. From the perspective of economic development, the “successful business model†does not have to be completely original but cannot be completely imitated. It requires the specific thinking or characteristics of the Chinese and the special market economy. The development environment is combined to form a business model that can be used in the world. Since the reform and opening up, China's successful business model has mainly come from two levels: First, it has complete originality, or has achieved a strong originality in the breakthrough of key links; Second, it imitates or draws on the latest foreign business models. Some innovations have been made, but with strong Chinese characteristics.
Ten successful business models after reform and opening up
The author believes that since the reform and opening up, China's "Ten Successful Business Models" have come from a group of outstanding performances in terms of continuing operations, profitability, core competitiveness, growth posture, influence and volume, in terms of success and innovation. Excellent business.
From the perspective of industrial value chain positioning, Tencent seizes the opportunity of the Internet to change the lifestyle of people to form a new format, and establishes China's largest online community to “provide one-stop online life service for usersâ€, which affects people's lives. The way to embed the main business. Profit model: Influencing and changing the communication methods and living habits of hundreds of millions of netizens on a huge convenient communication platform, and embedding various value-added services with this influence. Innovative: Take advantage of the Internet to change the way people change their lifestyles, and provide value-added services as a way to realize value output and profit sources by providing basic services in a free way.
From the perspective of industrial value chain positioning, Alibaba seizes the opportunity of combining Internet and corporate marketing, and concentrates its e-commerce business on B2B information flow to create a convenient online trading channel for all. Profit model: By providing display space to domestic and foreign suppliers on their own websites in exchange for fixed compensation, the information flow of the display space is transformed into a strong revenue stream and emphasizes value-added services. Innovative: Provide domestic and international distribution channels and market opportunities to customers through the Internet, enabling SMEs to reduce their reliance on major customers in the traditional market and marketing expenses and benefit from the Internet.
From the perspective of industrial value chain positioning, Ctrip seizes the opportunity of combining the Internet with the traditional travel industry, and strives to play the role of “channel dealer†of airlines and hotels, to issue membership cards to attract target business customers, and rely on a large telephone call center. Booking services, etc., take the full range of travel services including airfare, hotel reservations, vacation bookings, business travel management, special merchants and travel information as the core business. Profit model: By cooperating with many hotels and major airlines across the country to purchase large quantities to reduce costs, and through consumers to book rooms and air tickets on the Internet to accumulate passenger flow, the more passenger flow, the stronger the bargaining power of Ctrip, the lower the cost. There will be more passenger flow and eventually a profitable growth model. Innovative: Based on the profit model of traditional travel service companies, it mainly completes an intermediary task through “Internet + Call Centerâ€, and uses IT and Internet technology to infinitely enlarge the profit level and become a model of “mouse + cement†mode.
From the perspective of industrial value chain positioning, China Merchants Bank seized the opportunity of combining information technology with traditional financial industry, established a service brand with “financial electronicizationâ€, and launched the first bank debit card based on customer number management in China. An online bank, the first dual currency *** that meets international standards, the first golden sunflower wealth management for high-end customer wealth management products, the first private banking service and cross-bank cash management. Profit model and profitability: Obtain multi-faceted interest income and value-added income by expanding service areas and extending service lines. Innovative: Introduce information technology into the development of the financial industry, and continue to introduce new services with “innovation, leadership, and change for you†to lead the development of the financial industry.
From the perspective of industrial value chain positioning, Suning Appliance strengthens its control over the market back-end by means of home appliance chain, and strengthens cooperation with nearly 10,000 well-known home appliance suppliers around the world to create an efficient supply chain of value creation and benefit sharing, and strengthen itself. The dominant position in the entire industry value chain. Profit model: Based on the SAP system and B2B supply chain project, the revenue is reduced by reducing the operating cost of the entire supply chain system, stocking reserves and providing better service to customers. Innovative: Strengthen the control of the market back-end by means of home appliance chain, and strengthen the penetration of upstream manufacturing links based on this, so that retail and manufacturing can cooperate with business partners to improve the efficiency of the entire supply chain, and then open up the entire industry value. Chains for higher value returns.
From the perspective of industrial value chain positioning, Baidu strives to “make people get the most convenient information and find what they are looking forâ€, and provide a series of products and services based on search engines for netizens, covering all the search needs of the Chinese online world. Profit model: Revenue is achieved through an online payment method that pays for results. Innovative: With the advantage of the platform of large traffic, we have established the world's largest network alliance with all kinds of high-quality websites, so that the value of search promotion and brand marketing of various enterprises will be greatly increased, and the profit source will be expanded. .
From the perspective of industrial value chain positioning, Huawei is positioned as a system integration service provider and mass production company in the field of communication equipment, providing customers with competitive end-to-end communication solutions and surrounding the field of communication equipment. The entire product life cycle forms a complete product line. Profit model: mainly rely on the entire product life cycle of the entire communication product to make money. Innovative: With the revenue of the complete product line in the entire product life cycle of the communication equipment field, at the expense of temporary losses, the new products put into the market will be priced according to the model of mass production two or three years later, using the scale efficiency of the enterprise, low Cost-effective and efficient supply chain management, non-core outsourcing, process optimization and other methods to extract cost advantages or effectively curb domestic competitors, and use the low-cost advantage of research and development to quickly grab the international market share, ** at a disadvantage in cost Western competitors form the famous "Huawei advantage."
Judging from the positioning of the industry value chain, the Group firmly grasps the links of “battalion†and “sale†in the enterprise value chain, defines new products or services through subversive “battalionâ€, and adopts “carpet†and “flankâ€. The "sale" of the offense strengthens the control of the back end of the market. Profit model: Although on the surface, “Melaton Platinumâ€, “Golden Partner†and “Golden Wine†use the traditional profit model and the “Journey†game adopts the “Basic Service Free + Item Charge†model, but in essence the giant is through The new concept of product service formed by marketing innovation realizes revenue. Innovative: Focusing on the actual needs of consumers' consumption habits, consumption decision-making situations, consumer psychology, consumer mentality, etc., brand new “battalion†and “sales†methods to give new concepts to products or services with low actual quality. And quickly involved in the market from the flank with shorter sales channels and a wider sales network.
From the perspective of industrial value chain positioning, BYD relies on the technological advantages of a certain industrial field and, in the context of the transformation or rise of related industries, shifts its industrial advantages to the reverse industry in this field, forming a cross-cutting and steadily rising Industrial expansion. Profit model: In the process of industrial transfer and expansion, the company will realize the revenue by changing the industry framework, setting new game rules, merging market segments, and integrating customer needs to achieve value innovation. Innovative: Based on the absolute competitive advantage and industrial advantages in the battery field, after successful in the existing commercial field, with strong replication capability, stability, technological innovation, etc., focus on internal resources and integrate the dominant elements in each business group. To shape the transfer and adjustment of industrial layout to emerging fields or transition industries, and to reproduce one after another new business, to achieve the unification of shaping the blue ocean, industrial expansion and value creation.
From the perspective of industrial value chain positioning, Lenovo relies on a strong sales network, from the "trade technology" to the "innovation-driven" path, around the international computer and information service industry value chain, from the low-end link of processing and sales to research and development, The high-end links and high-level business of heavy service have climbed and evolved. Profit model: In the process of industrial upgrading, gradually shift from the previous large-scale low-cost manufacturing as a profit source to the direction of service value-added as a profit growth point. Innovative: Under the “detour†of lacking and even weakening independent intellectual property rights, relying on the huge domestic market and government support, using the national complex to establish a huge marketing system, service network and market advantage, and gradually adopt the industrial back end (market The control power is increased to control the mid-end (capital) of the industry, and the control of the industrial front-end (technology) is enhanced by the control of the mid-end (capital) of the industry.
It is not difficult to find out the above business models:
First, the “Top Ten Successful Business Models†show a pattern of “less ends and more middles†from the perspective of the age. The enterprises involved have achieved sustainable operations and have strong profitability and certain volume.
Second, the “Top Ten Successful Business Models†can be further classified into “based on technological breakthroughs and innovations†and “mainly relying on the integration and decomposition of industrial value chainsâ€, and different in different fields and industrial value chains. The degree of innovation.
This shows that successful business models are very different and very different. The very similar is the innovative combination of internal resources, external environment, profit model and operating mechanism, and continuously improve its profitability, coordination, value, risk control capabilities, sustainable development capabilities and industry status. Very different is the success under certain conditions and certain circumstances, more individuality, can not be simply copied or copied, and must be constantly revised to maintain the company's lasting vitality. Innovation based on reference is always the core value of business intelligence in business models.
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