قدرت مدل های کسب و کار
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|198||2005||9 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Business Horizons, Volume 48, Issue 3, May–June 2005, Pages 199–207
Over the past few years, “business models” have surged into the management vocabulary. But, while it has become quite fashionable to discuss business models, there is still much confusion about what business models are and how they can be used. In fact, business models can serve a positive and powerful role in corporate management. While other authors have recently offered definitions of “business model,” none appear to be generally accepted. This lack of consensus may in part be attributed to interest in the concept from a wide range of disciplines, all of which have found a connection to the term. To help managers better understand business models, this paper reviews the extant literature and identifies and classifies the components of business models cited therein. Components were classified into four primary categories: strategic choices, the value network, creating value, and capturing value. To address the absence of a generally accepted definition of a business model, a new definition that integrates and synthesizes the earlier work is offered. Based on the proposed definition, business models are then contrasted with strategy. Four problems associated with business models are also discussed.
نتیجه گیری انگلیسی
The survival and prosperity of all for-profit organizations is directly linked to their ability to both create and capture value; therefore, business models are applicable to all these. Of course, the strategic decision areas confronting each organization will vary based on numerous factors such as the firm's age, industry, industry concentration, customer type, government regulations, and so on. At the same time, an organization's business model is never complete as the process of making strategic choices and testing business models should be ongoing and iterative. While there are certainly no guarantees, we contend that the probability of long-term success increases with the rigor and formality with which an organization tests its strategic options through business models. Business models provide a powerful way for executives to analyze and communicate their strategic choices. Although there is some chance that firms with sloppily formulated business models will succeed in the marketplace, the probability is low since the core logic for value creation and capture will not have been clearly thought through. As the old saying suggests, blind squirrels do occasionally find acorns, but, until they do, there is a lot of wasted effort. Just like firms that burn through their working capital, the squirrels may run out of energy before they achieve their prize.