《管理學(xué)專業(yè)英語教程（精編版）（第二版）》課件Unit 3-Why Business Models Matter

Businessmodel“Businessmodel”wasoneofthegreatbuzzwordsoftheInternetboom.Andastheinevitablecounterreactionplayedout,appendageitself.Forwhileit’struethatalotofcapitalwasraisedtofundflawedbusinessmodels,thefaultliesnotwiththeconceptofthebusinessmodelbutwithitsdistortionandmisuse.TellingaGoodStoryBusinessmodelsareanythingbutarcane.Theyarestoriesthatexplainhowenterpriseswork.

Agoodbusinessmodelanswerstheage-oldquestions.Italsoanswersthefundamentalquestions.Whatarebusinessmodels?Whatcanagoodbusinessmodeldo?TellingaGoodStoryAsuccessfulbusinessmodelrepresentsabetterwaythantheexistingalternativesCreatingabusinessmodelis,then,alotlikewritinganewstoryAllnewbusinessmodelsarevariationsonthegenericvaluechainunderlyingallbusinessesTwoparts:alltheactivitiesassociatedwithmakingsomethingandsellingsomethingMichaelBronner’sexampleLikehisclassmates,Bronnerhadoccasionallyboughtbooksofdiscountcouponsforlocalstoresandrestaurants.Thekeytounlockingthatpotentialwaswiderdistribution–puttingacouponbookineverystudent’sbackpack.Bronnerhadabetteridea.MichaelBronner’sexampleNowBronnercouldmakeanevenmoreinterestingproposaltoneighborhoodbusinessowners.TwoproblemsFirst,studentswereoftenstrappedforcash.Second,Bronnerneededtogetthebookstostudentsatacostthatwouldn’teatuphisprofits.MichaelBronner’sexampleEasternExclusives,hisfirstcompany,wasborn.Hisinnovationwasn’tthecouponbookbuthisbusinessmodel;Itworkedbecausehehadinsightintothemotivationsofthreesetsofcharacters:students,merchants,andschooladministratorsTyingNarrativetoNumbersTheterm“businessmodel”firstcameintowidespreadusewiththeadventofthepersonalcomputerandthespreadsheetAsingle,base-caseforecast——alittlesensitivityanalysis——spreadsheetTyingNarrativetoNumbersOfcourse,aspreadsheetisonlyasgoodastheassumptionsthatgointoit.EuroDisneyVSDisney’sU.S.parksBeforethepersonalcomputerchangedthenatureofbusinessplanning,mostsuccessfulbusinessmodelswerecreatedmorebyaccidentthanbydesignandforethoughtDesignandforethoughtaccidentTyingNarrativetoNumbersWhenmanagersoperateconsciouslyfromamodelofhowtheentirebusinesssystemwillworkeverydecision,initiative,andmeasurementprovidesvaluablefeedback.Businessmodelingisthemanagerialequivalentofthescientificmethodyoustartwithahypothesis,whichyouthentestinactionandrevisewhennecessary.Text(2)WhatAboutStrategy?

abusinessmodelisn’tthesamethingasastrategyBusinessmodelsdescribe,asasystem,howthepiecesofabusinessfittogether.Buttheydon’tfactorinonecriticaldimensionofperformance:competitionWhatAboutStrategy?Acompetitivestrategyexplainshowyouwilldobetterthanyourrivals.Anddoingbetter,bydefinition,meansbeingdifferent.ToomanyfledglingcompaniesrushedtomarketwithidenticalbusinessmodelsandnostrategiestodifferentiatethemselvesWal-MartexampleYoumightthinkthatthegiantretailer’ssuccesswasaresultofpioneeringanewbusinessmodel,butthat’snotthecase.Waltonborrowedalotofideasforhisearlystores.Butitwaswhathechosetododifferently–thewaysheputhisownstamponthebasicbusinessmodel–thatmadeWal-Martsofabulouslysuccessful.HismodelwasthesameasKmart’s,buthisstrategywasunique.Wal-MartexampleFromtheverystart,forinstance,Waltonchosetoserveadifferentgroupofcustomersinadifferentsetofmarkets.Wal-Martalsotookadifferentapproachtomerchandisingandpricingthanitscompetitorsdid–thatis,itpromisedcustomersadifferentkindofvalue.al-Martpromisednationalbrandsateverydaylowprices.differentdifferentWal-MartexampleThebusinessmodelofdiscountretailinghasattractedmanyplayerssinceitemergedinthe1950s.Mostofthemhavefailed.Theyfailedtofinddistinctivewaystocompete.Wal-Martoffersbrandedgoodsforlesstoacarefullychosencustomerbase.Targetbuiltastrategyaroundadifferentkindofvalue–styleandfashion.AGoodModelIsNotEnough

storyofDellComputer

MichaelDellcreatedhisownmodel:Whileotherpersonal-computermakerssoldthroughresellers,Dellsolddirectlytoendcustomers.DellComputerexampleInthiscase,Dell’sbusinessmodelfunctionedmuchlikeastrategy:ItmadeDelldifferentinwaysthatwerehardtocopy.WhileDell’sdirectbusinessmodellaidoutwhichvaluechainactivitiesDellwoulddo(andwhichitwouldn’tdo),thecompanystillhadcrucialstrategicchoicestomakeaboutwhichcustomerstoserveandwhatkindsofproductsandservicestooffer.Don’tgetlostabouttherolethatpurestrategyhasplayedinthecompany’ssuperiorperformance.DellComputerexampleNowthateveryoneinitsindustryissellingdirect,Dell’sstrategyhasshiftedtodealwiththenewcompetitiverealities.Theunderlyingbusinessmodelremainsthesame.Thestrategicchoicesaboutwheretoapplythemodel–whichgeographicmarkets,