商业模式体系重构

商业模式从根本上讲是企业价值创造的逻辑。基于此种认识,笔者提出了商业模式的“3-4-8”的构成体系。“3-4-8”构成体系实质是一种从“远—中—近”三个层次对商业模式进行全面考察的立体架构。根据模块化的思想,商业模式变革可以遵循的三种基本路径:基于价值模块的商业模式变革路径、基于界面规则的商业模式变革路径、基于二者混合的商业模式变革路径。在三种基本路径的基础上,商业模式变革可以进一步分为四种类型:完善型商业模式变革、调整型商业模式变革、改变型商业模式变革、重构型商业模式变革。这四种类型商业模式变革对商业模式核心逻辑的改变程度不同,分别适用于不同的环境动态性和产业生命周期。     

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

Both researchers and practitioners have been focusing extensively on business model innovation, as it has shown to positively influence business performance. Although the effect of business model innovativeness on customer behavior might be an important mediator between business model innovation and business performance, it has not yet been analyzed. In line with recent calls to consider the customer side in business model innovation research, our paper addresses this problem by studying the influence of customers' perceived business model innovativeness (CPBMI) on customer satisfaction and customer value co‐creation behavior in the service sector. We, therefore, emphasize customers' perceptions and reactions to business model changes. Relying on data from a large‐scale survey of restaurant customers, we find that perceived value creation innovativeness and value proposition innovativeness positively affect customer satisfaction and customer value co‐creation behavior. In addition, we identify a significant indirect effect of CPBMI on customer satisfaction via customer value co‐creation behavior. Our findings allow deriving concrete implications for both researchers and practitioners.     

Only the Brave: Product Innovation,Service Business Model Innovation,and Their Impact on Performance

Recent empirical findings concerning the performance effects of service business model innovation (servitization) and its interplay with product innovation are mixed. Using the lenses of the demand‐based view on value creation and complementarity, the performance impact of two key service business models is examined: the product‐oriented model and the customer‐oriented model, implemented jointly with product innovation. Results indicate that the interplay between service business model innovation and product innovation results in long‐term performance benefits coupled with a degree of short‐term performance sacrifice. Service business model innovation in isolation from product innovation results in short‐term profit gains but long‐term knowledge loss and, thus, market performance decline. Our study suggests that firms need to look beyond the evidence on short‐term effects in order to achieve superior performance in the long run.     

多种方法集成的商业模式创新研究

本文针对当前商业模式构成要素及创新需求,运用类别思维、TRIZ理论中技术成熟度预测、资源分析、进化法则及商业价值评估多种方法的集成使用,对现有商业模式发展现状、构成要素的关系、各要素所拥有资源的梳理等进行全方位分析。打破以往只关注商业模式本身的问题及发展,选取商业模式中价值主张和客户界面两个要素,结合中小学商业模式所呈现的特性,综合使用多种创新方法,用动态发展的角度把握商业模式创新,为商业模式创新提供更多更丰富的路径。     

A model to investigate the influence of marketing-mix efforts and corporate image on brand equity in the IT software sector

A model is developed to examine the relationships among marketing-mix efforts (channel performance, value-oriented price, promotion, and after-sales service), corporate image, three dimensions of brand equity (brand awareness with associations, perceived quality, and brand loyalty), and market performance. The model considers three distinctive aspects of business markets. After-sales service is taken as a key marketing-mix effort. Corporate image is placed as a mediator from the marketing-mix efforts to the dimensions of brand equity. Personal selling is defined as a main component of promotion. The model is tested in the context of a Korean IT software sector. The test results show that all the marketing-mix efforts positively affect the overall value of brand equity, which is a proxy of market performance, via the three dimensions of brand equity. Corporate image mediates the effect of the marketing-mix efforts on the three dimensions of brand equity.     

Reinventing a business model in industrial networks: Implications for customers' brand perceptions

Although researchers recognize the need for established market-centered business models that address and satisfy consumer's needs, little research has been done on the link between a customer's perception and a business model innovation (BMI). We addressed this research opportunity by conducting a case study encompassing 394 respondents to explore how a BMI affects customers' brand perceptions, distinguishing between their brand trust, brand loyalty, and brand equity. We conceptualize a BMI from an industrial network perspective and decompose the effect of different BMI dimensions: value offering innovation (VOI), value architecture innovation (VAI), and revenue model innovation (RMI). Our results show that a VOI has a positive impact on brand equity and a negative impact on brand loyalty. Further, a VAI has an inverted u-shaped relationship with brand trust, whereas an RMI has a positive impact on brand trust. In turn, brand trust fully mediates the relationships between an RMI and brand loyalty and an RMI and brand equity. Our insights contribute to BMI research from a customer-centric perspective. In particular, we extend our knowledge of BMIs by offering a more granular understanding of how different BMI dimensions affect a customer's brand perceptions. We contribute to industrial networks literature by offering rich and novel insights to purposefully manage an industrial network's BMI.     

‘It's almost like taking the sales out of selling’—Towards a conceptualization of value-based selling in business markets

While the creation of superior customer value is regarded as fundamental to a firm's long-term survival and growth, little is known about the effective implementation of a firm's value orientation at sales force level. As the sales force plays a pivotal role in implementing marketing strategies, this study adopts a discovery oriented approach and conceptualizes value-based selling as an effective sales approach in business markets. Based on in-depth interviews with sales managers in a variety of industries, we identify and portray three salient dimensions of value-based selling, namely (1) understanding the customer's business model, (2) crafting the value proposition, and (3) communicating customer value. The selling behavior entails a mutual orientation and focuses on the value-in-use potential of the offering for the customer's business profits. We argue that value-based selling is a unique concept that differs from the established selling approaches and propose a conceptual model linking value-based selling to performance outcomes. To further advance our knowledge about the effective implementation of a firm's value orientation, we identify future research avenues embracing qualitative and quantitative research methodologies.     

Perspective: Linking Design Thinking with Innovation Outcomes through Cognitive Bias Reduction

“Design thinking” has generated significant attention in the business press and has been heralded as a novel problem‐solving methodology well suited to the often‐cited challenges business organizations face in encouraging innovation and growth. Yet the specific mechanisms through which the use of design, approached as a thought process, might improve innovation outcomes have not received significant attention from business scholars. In particular, its utility has only rarely been linked to the academic literature on individual cognition and decision‐making. This perspective piece advocates addressing this omission by examining “design thinking” as a practice potentially valuable for improving innovation outcomes by helping decision‐makers reduce their individual level cognitive biases. In this essay, I first review the assumptions, principles, and key process tools associated with design thinking. I then establish its foundation in the decision‐making literature, drawing on an extensive body of research on cognitive biases and their impact. The essay concludes by advancing a set of propositions and research implications, aiming to demonstrate one particular path that future research might take in assessing the utility of design thinking as a method for improving organizational outcomes related to innovation. In doing so, it seeks to address the challenge of conducting academic research on a practice that is obviously popular in management circles but appears resistant to rigorous empirical inquiry because of the multifaceted nature of its “basket” of tools and processes and the complexity of measuring the outcomes it produces.     

A model for R&D performance measurement

R&D activities are increasingly costly and risky and, as a consequence, measuring their performance and contribution to value becomes critical. This paper illustrates a formal model for measuring R&D performance, based upon a balanced and synthetic evaluation of quantitative indicators from five different perspectives of performance: financial, customer, innovation and learning, internal business, alliances, and networks. The model is built in coherence with the suggestions coming from the theory of measurement in soft systems, which gives relevant guidelines for ensuring validity, objectivity and inter-subjectivity of the model. Then, an application in a real R&D setting is described, which helps to understand the model and to enlighten its main advantages and limits.     

Value Creation and Value Capture Alignment in Business Model Innovation: A Process View on Outcome-Based Business Models

Industrial manufacturers are innovating their business models by shifting from selling products to selling outcome-based services, where the provider (manufacturer) guarantees to deliver the performance outcomes of the products and services. This form of business model innovation requires a profound yet little understood shift in how value is created, delivered, and captured. To address this research gap, our study examines two successful and four unsuccessful cases of this shift. We find that effectiveness in business model innovation hinges on the three process phases that unfold in collaboration with the customers: value proposition definition, value provision design, and value-in-use delivery. We also find that that success is determined by the alignment of specific value creation and value capture activities in each phase: identifying value creation opportunities—agreeing on value distribution in value proposition definition, designing the value offering—deciding on the profit formula in the value provision design, and finally refining value creation processes—regulating incentive structures in the value-in-use delivery. Our process model contributes to the literature and practice on business model innovation by providing a thorough understanding of how alignment of value creation and value capture processes is ensured, whilst paying special attention to their interdependence and the interactions between provider and customer.     

Is perceived value more than value for money in professional business services?

It is well documented in the literature that customer perceived value plays an important role in understanding behavioral outcomes of business customers. However, most business-to-business research has focused on the functional dimension of perceived value, while consumer research has already advanced to a multidimensional value conceptualization. This study expands the concept of perceived value in the professional business services context to functional, emotional, and social perceived value. Based on signaling theory, we conceptualize and empirically support links between the three dimensions of perceived value and its antecedents (perceived corporate reputation, perceived corporate credibility, and perceived relationship quality) and outcomes (satisfaction and loyalty). The results of a survey involving 228 business clients reveal differences in links between value antecedents and the three perceived value dimensions: while perceived corporate credibility and relationship quality impact all dimensions, perceived corporate reputation impacts only perceived emotional value. Results of our study help in understanding how satisfaction and loyalty are viewed as perceived value outcomes; apart from functional value, emotional and social values play a significant role in the satisfaction and loyalty of professional business services clients.     

Product Development as Core Competence: How Formal Product Development Practices Differ for Radical,More Innovative,and Incremental Product Innovations

Although universally recognized as an important consideration in building product development (PD) competency, the effect of a firm's ability to vary its PD practices to develop winning products has been given scant attention in large‐scale, multiorganizational, quantitative studies. This research explores differences in formal new PD practices among three project types—incremental, more innovative, and radical. Using a sample of 380 business units, this research investigates how development practices differ across these three classes of innovation with respect to the formal PD process, project organization, PD strategy, organizational culture, and senior management commitment. Our results diverge from several commonly held beliefs about formal PD processes and the management of radical versus incremental innovations. Our results indicate that radical projects are managed less flexibly than incremental projects. Instead of being an offshoot of less strategic planning, radical projects are just as strategically aligned as incremental projects. Instead of being informally introduced entrepreneurial adventures, radical projects are often the result of more formal ideation methods. While these results may be counterintuitive to suppositional models of how to radical innovation happens, it is the central theme of this research to show how radical innovation actually happens. Our findings also provide a foundation for reexamining the role of control in the management of innovation. As the level of innovativeness increased, so too did the amount of controls imposed—e.g., less flexibility in the development process, more professional, full‐time project leadership, centralized executive oversight for new products, and formal financial assessments of expected NP performance.     

Managing innovation in a knowledge intensive technology organisation (KITO)

This study aims to add to the existing knowledge of how innovation works in organisations. By understanding how to assess/evaluate processes that support and enable innovation, managers can better manage innovation as a business process. This paper addresses elements of organisational behaviour that relate to people management where innovation and technology management is concerned. Perception plays a crucial role in driving behaviour and therefore the widely accepted business scorecard methodology has been used to measure innovation practices in the organisation. The research was done in a knowledge intensive technology organisation (KITO) in South Africa. Interviews with managers of R&D were conducted. These interviews were used to adapt an existing audit instrument to suit the technology–based organisation. Thereafter, a comprehensive audit of innovation was conducted at three different management levels using the adapted instrument. Over 100, mostly R&D managers, were asked to complete a scorecard–based questionnaire and to draw a visual representation (VR) of innovation. The results of the interviews, audit and VRs were used to produce a management framework that is not only applicable to a KITO, but can also be used widely to improve innovation through enhanced visual understanding of any technology–based organisation. The results of the study indicate that measuring innovation through a validated instrument is highly valuable. The Holistic System Framework for innovation and the measurement instrument facilitated (1) management of, and (2) organisational learning about innovation. The comprehensive audit indicated, on a strategic level, the strengths and weaknesses of the innovation process as practised in the organisation. The instrument is valuable at a strategic management level as it indicates where in the organisation the gaps exist regarding the management of the process of innovation with the aim to create a competitive advantage.     

Value creation by knowledge‐based ecosystems: evidence from a field study

A growing number of research and development‐driven companies are located in knowledge‐based ecosystems. Value creation by these ecosystems draws on the dynamics of single firms (interacting and partnering) as well as the ecosystem at large. Drawing on a field study of a Dutch high‐tech campus, two key sources of value creation are identified: (1) facilitation of the innovation process for individual companies and (2) creation of an innovation community. Furthermore, the coevolution of the ecosystem's business model with firm‐level business models explains why technology‐based firms join, stay in, or leave the ecosystem at a certain point in time. A remarkable finding is that ecosystem managers have to deliberately facilitate exit routes for companies that no longer fit the ecosystem in order to enhance and reinforce its business model. As such, this study suggests a dynamic capability perspective on knowledge‐based ecosystems that need to develop a business model at the ecosystem level to create sufficient innovative capacity and entrepreneurial fitness.     

Entrepreneurship: Its relationship with market orientation and learning orientation and as antecedents to innovation and customer value

This paper seeks to address two main problems. First, it evaluates the direct effect of entrepreneurship and business orientations namely, learning orientation, integrated market orientation and human resource practices on innovation and customer value. Second, it examines the interaction effect of entrepreneurship and business orientations on innovation and customer value. Data were collected from small and medium-size hotels in Indonesia and analysed using the structural equation model. The results show that entrepreneurship and human resource management were shown to be the most significant drivers of innovation and customer value. The results further suggest that interaction of entrepreneurship and integrated market orientation as well as human resource practices has significant impact on customer value and innovation respectively. Theoretical and practical implications of the study are discussed.     

Business model innovation and competitive imitation: The case of sponsor‐based business models

This paper provides the first formal model of business model innovation. Our analysis focuses on sponsor‐based business model innovations where a firm monetizes its product through sponsors rather than setting prices to its customer base. We analyze strategic interactions between an innovative entrant and an incumbent where the incumbent may imitate the entrant's business model innovation once it is revealed. The results suggest that an entrant needs to strategically choose whether to reveal its innovation by competing through the new business model, or conceal it by adopting a traditional business model. We also show that the value of business model innovation may be so substantial that an incumbent may prefer to compete in a duopoly rather than to remain a monopolist. Copyright © 2012 John Wiley & Sons, Ltd.     

The sites and practices of business models

This paper examines the concept of business models. Drawing on the business model literature, we first identify technology, market offering and network architecture as the three core elements of business models. The theoretical routes of each element are then examined through the associated literatures: technology and innovation studies, industrial marketing, operations strategy, and evolutionary economics. Multiple dimensions of each element are identified and the resultant framework is used to explore developments within the recorded music market across three centuries.Through changes in the recorded music market since the 1870s, we explore how business models emerged, took on multiple sites and evolved through their practice over time. We look at how interlinking business models become spread out across the business network as different network actors play their part. The recorded music market generates important insights into how business models are created, developed and practiced. We suggest that firms, business networks and markets form embedded systems within which multiple overlapping business models can be considered as constituent parts. In this way, the business model is understood as having agency to shape action; but in turn actions (of others in the business network as well as within the firms themselves) also shape the business model.     

互联网发展与区域创新能力非线性关系研究

本文从互联网基础设施、信息资源、商务应用与发展环境4个维度构建互联网发展综合指标评价体系,利用主成分分析法估算区域的互联网水平;基于2006~2020年中国30个省(区、市)的面板数据,运用面板门限模型,分析互联网与区域创新的非线性关系。实证结果表明:互联网发展对区域创新有边际效应递增的促进作用,以知识积累、金融发展与区域经济发展水平为门限变量时,互联网发展与区域创新能力均存在明显的单门限效应;中国各区域的知识积累、金融发展和经济发展水平具有显著的时空异质性。因此,应加强中、西部的联动效应,促进东、西部地区的协调发展,加强中国区域创新能力的提升。     

面向低收入群体的商业模式创新

对企业的BOP战略与面向BOP市场的商业模式创新问题的研究，不仅具有重大且长远的经济意义和社会意义。而且还有重要的理论价值。本本从战略目标的视角将企业的BOP战略划分为市场开发型BOP战略、资源开发型BOP战略和资源一市场开发型BOP战略三种基本类型．且每种BOP战略都对应着相应类型的商业模式创新。同时．三种BOP战略与企业的基本竞争战略之间也存在着对应关系。通过对企业能力的界定。初步构建了企业关键能力与BOP战略之间的匹配模型。进而建立起竞争战略、企业能力与面向BOP市场的商业模式创新三者之间的逻辑关系。