湖北典型上市公司商业模式研究
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摘要
本文对湖北省三家典型上市公司与六家国内外参照企业的商业模式进行了对比研究总结。研究方法采用了案例分析法和对比分析法,每家湖北典型上市公司都从行业内选择了一家国内领先企业进行对比分析,以找出它商业模式上成功的经验和不足。此外,还从行业内世界一流企业中选择了一家后发型企业,对其商业模式进行总结,为湖北企业提供借鉴。
本文首先提出了研究的意义、内容、方法,并对国内外商业模式的理论进行了总结,在总结的基础上选取了本文的研究框架并说明了数据来源。然后在对三家典型企业和国内参照企业商业模式进行分析的基础上,把他们的商业模式进行了对比分析,并进行了总结,并在国内外参照企业商业模式总结的基础上提出了对湖北企业发展的启示。最后在前面分析的基础上总结了湖北企业存在的共性问题,并根据参照企业的商业模式总结提出了对湖北企业的启示和政府的启示。
商业模式是企业经营成败的根本原因,成功的商业模式可以为其他企业提供借鉴。本文通过对三家湖北典型企业以及六家参照企业的商业模式进行分析和总结,总结了湖北典型上市公司成功的商业模式,并和国内外成功企业的商业模式进行了对比,以找出他们存在的问题,最后提出了相应的建议,为湖北企业和政府提供参考。
This paper analysis the business models of three typical listed companies of Hubei Province and six other comparative companies of domestic and abroad. The methodology of analysis is case study and comparative analysis, for each Hubei typical listed company, this paper chose a leading domestic enterprise to conduct a comparative analysis to identify the successful experiences and inadequate of its business model. In addition, this paper chooses an enterprise which does best in the world in the industry to summary its business model and provide reference for Hubei companies.
The paper first point out the signification, aim and study methods, summarize the theory of business model, select the study framework and explains the sources of information on the basis of conclusion. Then summarize the business models of three typical Hubei listed companies and their based on the analysis of their business models. According to Their reference companies’business model analysis and summary, this paper give some advices to Hubei companies. At last this paper sum up Hubei Enterprises’common problems and give some advices for the Hubei companies and government, according to the business model analysis above.
Business model is the fundamental reason for the success or failure of enterprises, a successful business model can provide an example for other enterprises. This paper through analysis the business model of the three Hubei companies and six their comparative enterprises summary sum up the Hubei typical listed company successful business model and the existing problems which are given some corresponding recommendations for Hubei enterprises and the government.
本文首先提出了研究的意义、内容、方法,并对国内外商业模式的理论进行了总结,在总结的基础上选取了本文的研究框架并说明了数据来源。然后在对三家典型企业和国内参照企业商业模式进行分析的基础上,把他们的商业模式进行了对比分析,并进行了总结,并在国内外参照企业商业模式总结的基础上提出了对湖北企业发展的启示。最后在前面分析的基础上总结了湖北企业存在的共性问题,并根据参照企业的商业模式总结提出了对湖北企业的启示和政府的启示。
商业模式是企业经营成败的根本原因,成功的商业模式可以为其他企业提供借鉴。本文通过对三家湖北典型企业以及六家参照企业的商业模式进行分析和总结,总结了湖北典型上市公司成功的商业模式,并和国内外成功企业的商业模式进行了对比,以找出他们存在的问题,最后提出了相应的建议,为湖北企业和政府提供参考。
This paper analysis the business models of three typical listed companies of Hubei Province and six other comparative companies of domestic and abroad. The methodology of analysis is case study and comparative analysis, for each Hubei typical listed company, this paper chose a leading domestic enterprise to conduct a comparative analysis to identify the successful experiences and inadequate of its business model. In addition, this paper chooses an enterprise which does best in the world in the industry to summary its business model and provide reference for Hubei companies.
The paper first point out the signification, aim and study methods, summarize the theory of business model, select the study framework and explains the sources of information on the basis of conclusion. Then summarize the business models of three typical Hubei listed companies and their based on the analysis of their business models. According to Their reference companies’business model analysis and summary, this paper give some advices to Hubei companies. At last this paper sum up Hubei Enterprises’common problems and give some advices for the Hubei companies and government, according to the business model analysis above.
Business model is the fundamental reason for the success or failure of enterprises, a successful business model can provide an example for other enterprises. This paper through analysis the business model of the three Hubei companies and six their comparative enterprises summary sum up the Hubei typical listed company successful business model and the existing problems which are given some corresponding recommendations for Hubei enterprises and the government.
引文
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[2] Amit R, Zott. C.“Value creation in e-business”. Strategic Management Journal. 2001, 22( 6-7 ) : 493-520
[3] Applegate L M. Overview of e-business models. Boston: Harvard Business School, 2000
[4] Chaharbaghi, K.. Fendt, C., Willis, R. Meaning, Legitimacy and Impact of Business Models in Fast-moving Environments. Management Decision. 2003, 41(4). 372-382.
[5] Chesbrough, H., Rosenbloom, R. S. The Role of the Business Model in capturing value from Innovation Evidence from XEROX Corporation's Technology Spinoff Companies Boston Massachusetts. Harvard Business School, 2000
[6] Daft, R. L. Organization theory and design. 6th ed., Cincinnati, OH: South-Western College Publishing, 1998.
[7] Daniels, W., Mathers, J. Change ABLE Organization: Key Management Practices for Speed and Flexibility. New York: Plenum Press, 1989.
[8] Galpin, T. J. Connecting culture to organizational change. HR Magazine, 1996, 41(3):84-89.
[9] Gharajedaghi, J. Systems thinking: managing chaos and complexity: a platform for designing business architecture. Butterworth-Heinemann. Boston, 1999.
[10] Hall, G., Rosenthal, J., & Wade, J. How to make reengineering really work Harvard Business Review, 1993, 71(6):119-131.
[11] Hawkins R. The Phantom of the Marketplace Searching for New E-Commerce Business Models. Euro CPR, Barcelona. 2002. 24一26
[12] Jaffe, D. T., Scott. C. D. Rekindling work commitment and effectives through a new work contract. In Growing, M. K. & Kraft, J. D. (Eds.) The New Organizational Reality: Downsizing, Restructuring, and Revitalization. Washington, DC: American Psychological Association, 1998.
[13] Joseph A. S. Capitalism, Socialism and Democracy. New York: Harper,1942
[14] Joseph A. Schumpeter. Capitalism, Socialism and Democracy. New York: Harper, 1942.
[15] Judson, A. S. Invest in a high yield strategic plan. Journal of Business Strategy, 1991, 12(4):34-40.
[16] Kennedy, C. J. Studying Organizational change: A Change Response Model With Readiness Factors, A Case Study, and Research Implications. ProQuest Information and Learning Company, 2002.
[17] Kirzner I.M. Competition and Entrepreneurship [M]. Chicago: The University of Chicago Press, 1973
[18] Kirzner, I.M. Perception, Opportunity, and Profit: Studies in the theory of Entrepreneurship. Chicago: The University of Chicago Press, 1979.
[19] Knox, A. B. Adult Development and Learning. San Francisco: Jossey-Bass Publishers, 1977.
[20] Kotter, J. P. , Schlesinger, L. Choosing strategies for change. Harvard Business Review, 1979, 57(2): 106-114.
[21] Linder, J., Cantrell, S. Changing Business Models Surveying the Landscape. Accenture Institute for Strategic Change. 2000
[22] Magretta J.. Why business models matter [J]. Harvard Business Review, 2002, (May): 86-92.
[23] Magretta, J. Why Business Models Matter. Harvard Business Review. 2002, 80( 5): 86-92
[24] McAfee, R. B., Paul J. C. Organizational behavior: a manager’s view. West Publishing Co., U. S. A., 1987.
[25] Miller, D., Friesen, P. H. Structural change and performance: Quantum versus piecemeal–incremental approaches. Academy of Management Journal, 1982, 25(4): 867-892.
[26] Ostenwalder. A., Pigneur Y., and C.L. Tucci.. CLARIFYING BUSINESS MODELS: ORIGINS,. PRESENT, AND FUTURE OF THE CONCEPT. Communications of the association for information systerms. www.businessmodeldesign.com/publications/ Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%,2005
[27] Osterwalder, A. "Understanding ICT-Based Business Models in Developing Countries." International Journal of Innovation and Technology and Management IJITM,2004
[28] Petrovic, O.; Kittl, C.; & Teksten, R. D. Developing Business Models for eBusiness, Proceedings of the International Conference on Electronic Commerce. 31. st. October. 2001 to 4. Th. November 2001, Vienna, Austria
[29] Prahalad C. K., Gary H. Competing for the Future .Harvard press, 1994
[30] Rappa, P. Business Models on the Web. http//digitalenterprise.org/models/ models.html. Last accessed. Apri1,20,2003
[31] Salthe, S. H. Development and Evolution: Complexity and Change in Biology. Cambridge: The MIT Press, 1993.
[32] Schmid, B., Alt, R., Zimmermann, H., Buchet, B. Anniversary Edition: Business Models. Electronic Markets, 2001, 11(1).
[33] Schumpeter, J.A. Business Cycles: A Theoretical, Historical and Statistical Analysis of the Capitalist Process, vol.I, New York: Mc Graw-Hill, 1939
[34] Timmers, P. Business Models for Electronic Markets. Journal on Electronic Markets. 1998, 8(2): 3-8
[35] Tushman, M. L., Romanelli, E. Organizational evolution: A metamorphosis model of convergence and reorienlation. In Cummings, L. L. & Staw, V. M. (Eds), Research in Organizational Behavior, Greenwich, CT: JAI Press, 1985(7): 171-222.
[36] vander A.W., Elfring T. Realizing Innovation in Services, Scandinavian Journal of Management, 2002, 18(2)
[37] Voelpel, C.S., Leibold, M., Tekie E.B.The Wheel of Business Model Reinvention: How to Reshape Your Business Model to Leapfrog Competitors. Journal of Change Management, Sep 2004,4(3):259-276
[38] Wagner III, J. A., Hollenbeck, J. R. Organizational Behavior Securing Competitive Advantage. 3rded. Upper Saddle River, NJ: Prentice Hall, 1998.
[39] Weil P, Vitale M R. Place to Space Migrating to eBusiness Models Boston. Harvard Business School Press. 2001.
[40]陈德智,肖宁川.韩国汽车产业引进跨越模式研究.管理科学,2003(4)(2):87-91
[41]程振彪.东风汽车公司发展历程及前景.汽车工业研究,2003(7):11-14
[42]东风汽车公司.在双赢中与狼共舞-东风汽车公司与跨国公司的战略重组.企业管理,2005(5):60-63
[43]方琢.价值链理论发展及其应用.价值工程.价值工程,2001(6):2-3
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