商業(yè)模式的相關(guān)外文翻譯

1、西安郵電大學(xué) 畢 業(yè) 設(shè) 計（論 文）外文文獻翻譯學(xué) 院： 經(jīng)濟與管理學(xué)院 專 業(yè)： 市場營銷 班 級： 營銷0802 學(xué)生姓名： 薛春林 導(dǎo)師姓名： 歐曉華 職稱： 講師 起止時間：2010年 12月20日 至 2011年 6月20日英文原文overview of business modela business model describes the rationale of how an organization creates, delivers, and captures value1 (economic, social, or other forms of value). the

2、process of business model construction is part of business strategy.in theory and practice the term business model is used for a broad range of informal and formal descriptions to represent core aspects of a business, including purpose, offerings, strategies, infrastructure, organizational structure

3、s, trading practices, and operational processes and policies. the literature has provided very diverse interpretations and definitions of a business model. a systematic review and analysis of manager responses to a survey defines business models as the design of organizational structures to enact a

4、commercial opportunity2. further extensions to this design logic emphasize the use of narrative or coherence in business model descriptions as mechanisms by which entrepreneurs create extraordinarily successful growth firms 3.whenever a business is established, it either explicitly or implicitly emp

5、loys a particular business model that describes the architecture of the value creation, delivery, and capture mechanisms employed by the business enterprise. the essence of a business model is that it defines the manner by which the business enterprise delivers value to customers, entices customers

6、to pay for value, and converts those payments to profit: it thus reflects managements hypothesis about what customers want, how they want it, and how an enterprise can organize to best meet those needs, get paid for doing so, and make a profit.4business models are used to describe and classify busin

7、esses (especially in an entrepreneurial setting), but they are also used by managers inside companies to explore possibilities for future development. also, well known business models operate as recipes for creative managers.5 business models are also referred to in some instances within the context

8、 of accounting for purposes of public reporting.over the years, business models have become much more sophisticated. the bait and hook business model (also referred to as the razor and blades business model or the tied products business model) was introduced in the early 20th century. this involves

9、offering a basic product at a very low cost, often at a loss (the bait), then charging compensatory recurring amounts for refills or associated products or services (the hook). examples include: razor (bait) and blades (hook); cell phones (bait) and air time (hook); computer printers (bait) and ink

10、cartridge refills (hook); and cameras (bait) and prints (hook). an interesting variant of this model is adobe, a software developer that gives away its document reader free of charge but charges several hundred dollars for its document writer.in the 1950s, new business models came from mcdonalds res

11、taurants and toyota. in the 1960s, the innovators were wal-mart and hypermarkets. the 1970s saw new business models from fedex and toys r us; the 1980s from blockbuster, home depot, intel, and dell computer; the 1990s from southwest airlines, netflix, ebay, a, and starbucks.today, the type of busine

12、ss models might depend on how technology is used. for example, entrepreneurs on the internet have also created entirely new models that depend entirely on existing or emergent technology. using technology, businesses can reach a large number of customers with minimal costs.business model frameworkst

13、here are various ways to define and conceptualize business models. in the following some of these conceptualizations are introduced.business model canvasbusiness model canvas: nine business model building blocks, osterwalder, pigneur, & al. 20101osterwalders work 16 propose a single reference model,

14、 called business model canvas based on the similarities of a wide range of business model conceptualizations. it is nowadays one of the most used frameworks for describing the elements of business models.with this business model design template, an enterprise can easily describe their business model

15、. aspects of the template are infrastructure, offering, customers, finances, etc.other approaches business reference modelbusiness reference model is a reference model, concentrating on the architectural aspects of the core business of an enterprise, service organization or government agency. compon

16、ent business modeltechnique developed by ibm to model and analyze an enterprise. it is a logical representation or map of business components or building blocks and can be depicted on a single page. it can be used to analyze the alignment of enterprise strategy with the organizations capabilities an

17、d investments, identify redundant or overlapping business capabilities, etc.although webvan failed in its goal of disintermediating the north american supermarket industry, several supermarket chains (like safeway inc.) have launched their own delivery services to target the niche market to which we

18、bvan catered. industrialization of services business modelbusiness model used in strategic management and services marketing that treats service provision as an industrial process, subject to industrial optimization proceduresbusiness modellingbusiness modelling is an important tool to capture, desi

19、gn, innovate and transform the business.7 however, in order to transform ones organization and align them to ones business model, a business model should not be seen separately, but in connection with8:a step-by-step roadmap that describes the synergy and context between business model and alignment

20、 of strategy map, scorecards, etc. into the organization. the main business goals of the organization, e.g. strategic business objectives, critical success factors and key performance indicators, which a holistic business model approach should include. the main business issues/pain points and thereb

21、y organizational weakness, which a holistic business model approach should include for they represent the threat to the companys business model. a clear cause and effect linkages between the competencies, desired outcomes and performance measurements e.g. scorecards. an emphasis on business model ma

22、nagement and thereby a continuous improvement and governance approach to the business model. the business maturity level, in order to develop the organization representation of core differentiated and core competitive competencies linked to strategy, which is a basis for building a business model as

23、 they the represent some of the most important sources of uniqueness. these are the things that a company can do uniquely well, and that no-one else can copy quickly enough to affect competition. linkages among competences and competency development. the possible value creation and realization of th

24、e organization. the information flow, and thereby information need for effective and efficient decision making.such a holistic approach would help clarify both intent and sources of synergy and disconnect between business model, strategy, scorecards, information, innovation, processes and it systems

25、. this includes architectural alignment as well as business transformation and value and performance views. such dialogues allow executives to use the business model with their business alignment.theoretical and empirical insights to business modelsdesign logic and narrative coherencedesign logic vi

26、ews the business model as an outcome of creating new organizational structures or changing existing structures to pursue a new opportunity. gerry george and adam bock (2011) conducted a comprehensive literature review and surveyed managers to understand how they perceived the components of a busines

27、s model. in that analysis, these authors show that there is a design logic behind how entrepreneurs and managers perceive and explain their business model. in further extensions to the design logic, george and bock (2012) use case studies and the ibm survey data on business models in large companies

28、 to describe how ceos and entrepreneurs create narratives or stories in a coherent manner to move the business from one opportunity to another. they also show that when the narrative is incoherent or the components of the story are misaligned that these businesses tend to fail. they recommend ways i

29、n which the entrepreneur or ceo can create strong narratives for change.business model 2.0chen (2009) pointed out that the business model in the twenty-first century has to take into account the capabilities of web 2.0, such as collective intelligence, network effects, user generated content, and th

30、e possibility of self-improving systems. he suggested that the service industry such as the airline, traffic, transportation, hotel, restaurant, information and communications technology and online gaming industries will be able to benefit in adopting business models that take into account the chara

31、cteristics of web 2.0. he also emphasized that business model 2.0 has to take into account not just the technology effect of web 2.0 but also the networking effect. he gave the example of the success story of amazon in making huge profits each year by developing a full blown open platform that suppo

32、rts a large and thriving community of companies that re-use amazons on demand commerce services.9complementarities of business models between partnering firmsstudying collaborative research and the accessing of external sources of technology, hummel et al. (2010) found that in deciding on business p

33、artners, it is important to make sure that both parties business models are complementary10. for example, they found that it was important to identify the value drivers of potential partners by analyzing their business models, and that it is beneficial to find partner firms that understand key aspec

34、ts of our own firms business model.11 applicationsmalone et al.12 at mit found that some business models, as defined by them, indeed performed better than others in a dataset consisting of the largest u.s. firms, in the period 1998 through 2002, while they did not prove whether the existence of a bu

35、siness model mattered.the concept of a business model has been incorporated into certain accounting standards. for example, the international accounting standards board (iasb) utilizes an entitys business model for managing the financial assets as a criterion for determining whether such assets shou

36、ld be measured at amortized cost or at fair value in its financial instruments accounting standard, ifrs 9.13141516 at least two members of the u.s. based financial accounting standards board (fasb) have expressed the position that the business model of an entity should be used as a criterion for th

37、e classification of financial liabilities.17 the concept of business model has also been introduced into the accounting of deferred taxes under international financial reporting standards with 2010 amendments to ias 12 addressing deferred taxes related to investment property.181920both iasb and fasb

38、 have proposed using the concept of business model in the context of reporting a lessors lease income and lease expense within their joint project on accounting for leases.2122 the concept has also been proposed as an approach for determining the measurement and classification when accounting for in

39、surance contracts.2324 as a result of the increasing prominence the concept of business model has received in the context of financial reporting, the european financial reporting advisory group (efrag), which advises the european union on endorsement of financial reporting standards, commenced a pro

40、ject on the role of the business model in financial reporting in 2011.25examples of business modelsin the early history of business models it was very typical to define business model types such as bricks-and-mortar or e-broker. however, these types usually describe only one aspect of the business (

41、most often revenue model). therefore, more recent literature on business models concentrates on describing business model as a whole instead of one most visible aspect. following examples provide an overview for various business model types that have been in discussion since the invent of term busin

42、ess model:中文譯文商業(yè)模式概述商業(yè)模式業(yè)務(wù)模型描述了如何創(chuàng)建組織的理由，提供和捕捉價值（經(jīng)濟，社會，或其他形式的價值）。商業(yè)模式建設(shè)的過程，是業(yè)務(wù)戰(zhàn)略的一部分。在理論和實踐中商業(yè)模式是用于范圍廣泛的正式和非正式的描述，代表企業(yè)的核心業(yè)務(wù)，包括目的，產(chǎn)品，戰(zhàn)略，基礎(chǔ)設(shè)施，組織結(jié)構(gòu)，貿(mào)易慣例，業(yè)務(wù)流程和政策。文獻提供的商業(yè)模式有著不同的解釋和定義。系統(tǒng)回顧和分析的一項調(diào)查顯示，作為組織結(jié)構(gòu)的設(shè)計，用制定一個商業(yè)機會來定義的商業(yè)模式。這種設(shè)計邏輯的進一步擴展，強調(diào)敘事的連貫性，或在業(yè)務(wù)模型描述的機制使用由企業(yè)家創(chuàng)造非常成功的增長企業(yè)。每當(dāng)一個企業(yè)成立的，明示或暗示了其采用的特殊商業(yè)模式，介

43、紹了創(chuàng)造價值，交付，企業(yè)利潤的捕獲機制的架構(gòu)。一個商業(yè)模式的本質(zhì)是，它定義的商業(yè)企業(yè)，通過提供價值客戶，誘使客戶支付的價值，以及將這些款項轉(zhuǎn)換獲利的方式：它因此反映管理層的假設(shè)客戶想要什么，如果他們想要它，一個企業(yè)如何組織，以更好地滿足這些需求，怎樣做支付，并賺取利潤。商業(yè)模式是用來描述和分類，企業(yè)（尤其是在創(chuàng)業(yè)的設(shè)置），但他們也由企業(yè)內(nèi)部的管理人員使用，以探索未來發(fā)展的可能性。此外，眾所周知的商業(yè)模式運作，創(chuàng)意商業(yè)模式也被稱為在某些情況下，公開報告在會計方面。多年來，商業(yè)模式變得更為復(fù)雜。20世紀初，出現(xiàn)了誘餌和鉤的商業(yè)模式（也稱為“剃刀和刀片商業(yè)模式”或“捆綁產(chǎn)品的商業(yè)模式”）。這涉及到在

44、一個非常低的成本提供一個基本的產(chǎn)品，往往處于虧損狀態(tài)（“誘餌”），然后充電筆芯或相關(guān)產(chǎn)品或服務(wù)（“鉤子”）的補償經(jīng)常金額。例子包括：剃須刀（餌）和刀片（鉤），手機（餌）和空氣中的時間（鉤）;電腦打印機（餌）和墨盒筆芯（鉤），相機（餌）和照片（鉤）。這種模式的一個有趣的變種是adobe，軟件開發(fā)，其文檔閱讀器的費用，但其文檔作家的收費幾百元的免費贈送。在20世紀50年代，新的商業(yè)模式來自麥當(dāng)勞和豐田。在20世紀60年代，創(chuàng)新是沃爾瑪和大賣場。 20世紀70年代從聯(lián)邦快遞公司和玩具反斗城看到新的商業(yè)模式; 20世紀80年代，20世紀90年代從西南航空公司，netflix公司，易趣，亞馬遜，星巴克一

45、鳴驚人，家得寶，英特爾，戴爾電腦。今天，商業(yè)模式的類型可能取決于如何運用技術(shù)。例如，在互聯(lián)網(wǎng)上的企業(yè)家們也創(chuàng)造了全新的模式完全依賴于現(xiàn)有或新興技術(shù)。利用技術(shù)，企業(yè)可以用最低的成本達到了大批客戶。商業(yè)模式框架。有各種不同的方式定義和概念的商業(yè)模式。在下面的這些概念化的一些介紹。商業(yè)模式的分類：九個業(yè)務(wù)模型積木，osterwalder，pigneur，與人的。 2010osterwalder的工作提出一個單一的參考模型，被稱為商業(yè)模式帆布基于廣泛的業(yè)務(wù)模式概念化的相似之處。這是時下最常用的框架描述商業(yè)模式的元素之一。與這種商業(yè)模式的設(shè)計模板，企業(yè)可以很容易地描述他們的商業(yè)模式。模板方面的基礎(chǔ)設(shè)施，

46、發(fā)售，客戶，財務(wù)等其他方法。業(yè)務(wù)參考模型是一個參考模型，專注于核心業(yè)務(wù)的企業(yè)，服務(wù)組織或政府機構(gòu)的建筑方面。組件的商業(yè)模式由ibm開發(fā)的技術(shù)進行建模和分析企業(yè)。這是一個合乎邏輯的陳述或業(yè)務(wù)組件或“積木”的地圖，并可以在一個頁面上描繪。它可以用來對準(zhǔn)企業(yè)戰(zhàn)略與組織的能力和投資分析，找出重復(fù)或重疊的業(yè)務(wù)能力，等等。 北美超市行業(yè)disintermediating目標(biāo)雖然webvan的失敗，一些連鎖超市（如safeway的公司）紛紛推出自己的送貨服務(wù)webvan的照顧瞄準(zhǔn)利基市場。產(chǎn)業(yè)化服務(wù)的業(yè)務(wù)模式在戰(zhàn)略管理和服務(wù)營銷提供服務(wù)當(dāng)作一個工業(yè)過程中使用的商業(yè)模式，產(chǎn)業(yè)優(yōu)化程序商業(yè)模型商業(yè)模型是一個重要的工具，捕捉，設(shè)計，創(chuàng)新和改造業(yè)務(wù)。然而，為了改造的組織和調(diào)整他們的商業(yè)模式，商業(yè)模式不應(yīng)該被視為分開，但在與一步一步的路線圖，描述商業(yè)模式和戰(zhàn)略地圖，記分卡等調(diào)整到組織之間的協(xié)同和上下文。 該組織的主要業(yè)務(wù)目標(biāo)，例如：業(yè)務(wù)戰(zhàn)略目標(biāo)，關(guān)鍵成功因素和關(guān)鍵績效指標(biāo)，其中一個全面的商業(yè)模式的方法應(yīng)包括，主營業(yè)務(wù)問題、痛點和弱點，從而組織，一個整體的商業(yè)模式的方法應(yīng)包括為他們所代表的公司的商業(yè)模式的威脅、明確病因的能力，預(yù)期成果和業(yè)績測量與效果之間的聯(lián)系，例如記分