商业模式理论与创新研究
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摘要
商业模式研究的主要目的在于应对多变的市场环境、整合多元的企业战略理论。自从Timmers1998年最早开始对电子市场的商业模式进行专门研究以来,在本质、要素、分类、表示、创新、评价等方面,商业模式研究都取得了大量的成果。但是,迄今为止,商业模式还是一个正在形成和发展中的理论和操作体系,很多概念和内容尚未得到准确定位和形成共识。其主要原因在于研究者的动机、视角、背景和目的各不相同,以及许多研究没有建立在现有战略管理和企业理论基础之上。
本课题主要致力于商业模式基础理论、商业模式与企业战略关系、商业模式创新与评价研究,以力图为商业模式研究和应用构建个基本的理论体系。其主要内容与结论如下：
商业模式基础理论研究方面：商业模式本质与企业本质密切相关。从企业本质视角来看,商业模式的本质就是企业价值创造的方式和内在逻辑；微观经济学中企业和用户之间通过产品市场和要素市场的价值循环流动关系准确地反映了企业商业模式价值创造的基本要素与核心逻辑,与此相对应的价值主张、价值生产、价值提交、价值获取及其相互关系就是商业模式的基本要素与结构；信息网络系统与企业系统层次结构一一对应,前者可以印证后者在企业中的位置；商业模式存在价值创造、经营管理和理论整合三大功能,以及业务系统、组织惯例和理念认知三大特性,它们之间存在一定的内在关系；波特的三大战略定位可以用来建立普适性的商业模式分类方法。
商业模式与企业战略关系研究方面：商业模式早已隐含于企业战略之中,后者是前者的主要理论基础。企业战略的本质特点是时序、纵向的行动和过程,商业模式的本质特点则是空间的、横向的方式和状态,两者之间会共享某些关键要素,存在一种垂直水平式的交融关系。不同竞争优势来源观之间存在互补性,企业竞争优势来源与商业模式之间在关键要素方面存在契合性、在价值创造方面存在一致性。作为企业竞争优势来源的整合框架和分析单元,商业模式可以揭示企业竞争优势内在的层次性、关键环节的价值性、来源的结构性。从商业模式视角来看,决定企业成长的决定性因素是商业模式的要素与结构,企业成长的动力机制在于商业模式要素与结构的优化、升级和变迁；决定企业的异质性是商业模式的独特性。因此,商业模式可以成为一个企业理论分析视角。商业模式价值创造具有垄断、李嘉图、关系和熊彼特等四种租金形式。对单个企业运营来讲,商业模式价值创造中存在资源选取和能力建造两种主要创租机制。这两种创租机制需要相互结合和补充,其关键在于资源整合和知识性资源开发；对网络环境下的企业来讲,商业模式价值创造中存在资源选取、能力构建、关系建立三种主要创租机制。不同租金的根源是生产要素,特别是其中的知识。网络环境下,企业需要加强内外部知识资源的动态整合和协同,从而获取知识租金。
商业模式创新与评价研究方面：商业模式创新的关键环节是创新理念、创新方法以及相应的评价方法。商业模式创新的基本理念是“对接战略、联系治理”、“围绕价值、兼顾责任”、“重视生态、着眼产业”、“整合资源、发掘能力”、“优化局部、适配整体”。商业模式的理念认知、组织惯例和业务系统三个逻辑层面与竞争优势来源理论的知识观、能力观和知识观,以及企业文化系统中的精神层、行为层和物质层相对应,每个逻辑层面的创新都具有动态能力性质。商业模式创新的根本途径在于组织学习,因为企业本质上是通过制度和文化组织起来的、由企业家和管理者和员工构成的团队生产组织。商业模式理念认知创新的关键是通过双环学习,实现企业家及管理者理念变革和认知模式改变,组织惯例创新的关键是通过制度和文化创新以克服核心能力刚性,业务系统创新的关键在于通过战略性人力资源管理,实现对人力资本、组织资本和社会资本等资源的开发。平衡计分卡评价方法中的“学习和创新”、“内部流程”、“客户”和“财务”四个评价角度与“理念认知”、“组织惯例”、“业务系统”三个商业模式逻辑层面、以及商业模式的最终功能——“利润获取”基本对应,两者都强调因果性、系统性、平衡性,因而平衡计分卡成为商业模式创新评价的理想工具。商业模式创新的评价指标要体现商业模式的客户价值性、要素匹配性,以及战略资源、核心能力和隐性知识的关键特征。
The main purpose of business model research is to respond to dynamic market environment and to integrate diverse enterprise strategy theories. Since Timmers first began to focus on the research of business model in the electronic market in 1998, the research on business model has made tremendous progress in terms of its essence, component, classification, representation, innovation and evaluation, etc. However, to this date business model is still an evolving theoretical and operational system, with many concepts and contents yet to be accurately defined and upon which consensus can be reached. This in part is resulted from the researcher's diverging motivations, perspectives and backgrounds, and also due to the fact that not many of these researches are based on today's strategic management and firm theory.
This thesis focuses on the research on the fundamental theory of business model, the relationship between business model and enterprise strategy, business model innovations and means by which they're evaluated. The goal is to construct a basic theoretical system for the research of business model and its applications. The main content and conclusions of this thesis are listed below:
On the research of the fundamental theory of business model:By nature business model and firm are closely related to each other. When examined from the perspective of firm's essence, the essence of business model is embodied in the way enterprise values are created and also in its internal logic. The key elements and core logic of business model's value creation are accurately reflected in the value circulation loop which exists between enterprise and its customers in microeconomics. In correspondence, the value proposition, value creation, value delivery, value acquirement and their relationships constitute business model's basic elements and structure. There is a one-to-one correspondence between information network system and enterprise system in terms of hierarchical layering, with the former confirming the latter's position in the enterprise. Business model has three major functions:value creation, operation & management and theory integration, it also has three key attributes:service system, organizational routine and idea & cognition. There exists certain internal relationships between these entities. Porter's three strategic positions can be used to construct a universal method with which business models are classified.
On the research of the relationship between business model and enterprise strategy: Business model has long been embodied within enterprise strategy which lends itself as main theoretical foundation to the former. The essential characteristics of enterprise strategy is sequential, longitudinal action and process, whereas the essential attributes of business model is spatial and cross-sectional method and state. Business model and enterprise strategy share certain key elements, as well as a both vertically and horizontally mingled relationship between them. Different origins of competitive advantage usually compliment each other. Competitive advantage origins and business model are complimentary to each other in terms of key elements and consistent with each other in terms of value creation. As an integration framework and analysis unit for the origins of enterprise competitive advantage, business model can help reveal the internal hierarchy, value features of key components and structure of these origins. From business model's perspective, the deciding factors behind an enterprise's growth lies in its key components and structure, the optimization, upgrade and transformation of which will drive enterprise's growth, the heterogeneity of an enterprise is decided by the uniqueness of its business model. To summarize, business model can provide an analysis perspective to firm theory. Business model's value creation takes four different rent forms, namely monopoly rent, richardian rent, relationship rent and schumpeterian rent.
As far as individual enterprise is concerned, there exists resource picking and capability building two major forms of rent creation mechanisms in business model value creation. These two mechanisms must integrate and compliment with each other, the key being resource integration and knowledge resource exploitation.
For enterprises in a networked environment, there exists resource picking, capability building and relationship establishment three major forms of rent creation mechanisms in business model value creation. The source of rents comes from production factor, especially knowledge. Enterprises in a networked environment must focus on the dynamic integration and synergy of internal and external knowledge resource, so as to acquire knowledge based rents.
On business model innovations and their evaluation:The key factors in business model innovation include innovation ideas, innovation methods and the appropriate evaluation methods. Business model innovation involves these fundamental concepts: docking strategy & linking governance, value centric with account for responsibility, focusing on the ecosystem & eyeing on the industry, resource integration & capability exploitation, partial optimization & overall adaptation. The three logical levels of business model, namely idea & cognition, organizational routine and service system, correspond nicely with the resource, capability and knowledge views in competitive advantage origin theory, and the spiritual, behavioral and material levels in enterprise culture system. The innovation at each level exhibits dynamic capability feature. The key to business model innovation is organizational learning, because by nature enterprise is a group production organization established by entrepreneur, managers and employees in accordance with certain institution and culture. The key to business model idea & cognition innovation lies in double-loop learning, through which the entrepreneur and managers transform their idea and cognitive model. The key to organizational routine innovation lies in institution and culture innovation aimed at overcoming core capability rigidities. The key to service system innovation lies in strategic human resource management aimed at facilitate development of resources such as human capital, organizational capital and social capital.
There is a basic correspondence between the four evaluation levels in BSC (balanced score card) evaluation method which include learning & innovation, internal process, customer, finance and business model's three logical levels which include idea & cognition, organizational routine and service system and business model's ultimate function which is profit acquiring. Both BSC and business model emphasize causality, systematization and balancing. As a result, BSC is an ideal evaluation tool for business model innovation. The evaluation indexes for business model innovation must be able to reflect the customer values and adaptation among elements as well the key features of strategic resource, core capability and implicit knowledge.
本课题主要致力于商业模式基础理论、商业模式与企业战略关系、商业模式创新与评价研究,以力图为商业模式研究和应用构建个基本的理论体系。其主要内容与结论如下：
商业模式基础理论研究方面：商业模式本质与企业本质密切相关。从企业本质视角来看,商业模式的本质就是企业价值创造的方式和内在逻辑；微观经济学中企业和用户之间通过产品市场和要素市场的价值循环流动关系准确地反映了企业商业模式价值创造的基本要素与核心逻辑,与此相对应的价值主张、价值生产、价值提交、价值获取及其相互关系就是商业模式的基本要素与结构；信息网络系统与企业系统层次结构一一对应,前者可以印证后者在企业中的位置；商业模式存在价值创造、经营管理和理论整合三大功能,以及业务系统、组织惯例和理念认知三大特性,它们之间存在一定的内在关系；波特的三大战略定位可以用来建立普适性的商业模式分类方法。
商业模式与企业战略关系研究方面：商业模式早已隐含于企业战略之中,后者是前者的主要理论基础。企业战略的本质特点是时序、纵向的行动和过程,商业模式的本质特点则是空间的、横向的方式和状态,两者之间会共享某些关键要素,存在一种垂直水平式的交融关系。不同竞争优势来源观之间存在互补性,企业竞争优势来源与商业模式之间在关键要素方面存在契合性、在价值创造方面存在一致性。作为企业竞争优势来源的整合框架和分析单元,商业模式可以揭示企业竞争优势内在的层次性、关键环节的价值性、来源的结构性。从商业模式视角来看,决定企业成长的决定性因素是商业模式的要素与结构,企业成长的动力机制在于商业模式要素与结构的优化、升级和变迁；决定企业的异质性是商业模式的独特性。因此,商业模式可以成为一个企业理论分析视角。商业模式价值创造具有垄断、李嘉图、关系和熊彼特等四种租金形式。对单个企业运营来讲,商业模式价值创造中存在资源选取和能力建造两种主要创租机制。这两种创租机制需要相互结合和补充,其关键在于资源整合和知识性资源开发；对网络环境下的企业来讲,商业模式价值创造中存在资源选取、能力构建、关系建立三种主要创租机制。不同租金的根源是生产要素,特别是其中的知识。网络环境下,企业需要加强内外部知识资源的动态整合和协同,从而获取知识租金。
商业模式创新与评价研究方面：商业模式创新的关键环节是创新理念、创新方法以及相应的评价方法。商业模式创新的基本理念是“对接战略、联系治理”、“围绕价值、兼顾责任”、“重视生态、着眼产业”、“整合资源、发掘能力”、“优化局部、适配整体”。商业模式的理念认知、组织惯例和业务系统三个逻辑层面与竞争优势来源理论的知识观、能力观和知识观,以及企业文化系统中的精神层、行为层和物质层相对应,每个逻辑层面的创新都具有动态能力性质。商业模式创新的根本途径在于组织学习,因为企业本质上是通过制度和文化组织起来的、由企业家和管理者和员工构成的团队生产组织。商业模式理念认知创新的关键是通过双环学习,实现企业家及管理者理念变革和认知模式改变,组织惯例创新的关键是通过制度和文化创新以克服核心能力刚性,业务系统创新的关键在于通过战略性人力资源管理,实现对人力资本、组织资本和社会资本等资源的开发。平衡计分卡评价方法中的“学习和创新”、“内部流程”、“客户”和“财务”四个评价角度与“理念认知”、“组织惯例”、“业务系统”三个商业模式逻辑层面、以及商业模式的最终功能——“利润获取”基本对应,两者都强调因果性、系统性、平衡性,因而平衡计分卡成为商业模式创新评价的理想工具。商业模式创新的评价指标要体现商业模式的客户价值性、要素匹配性,以及战略资源、核心能力和隐性知识的关键特征。
The main purpose of business model research is to respond to dynamic market environment and to integrate diverse enterprise strategy theories. Since Timmers first began to focus on the research of business model in the electronic market in 1998, the research on business model has made tremendous progress in terms of its essence, component, classification, representation, innovation and evaluation, etc. However, to this date business model is still an evolving theoretical and operational system, with many concepts and contents yet to be accurately defined and upon which consensus can be reached. This in part is resulted from the researcher's diverging motivations, perspectives and backgrounds, and also due to the fact that not many of these researches are based on today's strategic management and firm theory.
This thesis focuses on the research on the fundamental theory of business model, the relationship between business model and enterprise strategy, business model innovations and means by which they're evaluated. The goal is to construct a basic theoretical system for the research of business model and its applications. The main content and conclusions of this thesis are listed below:
On the research of the fundamental theory of business model:By nature business model and firm are closely related to each other. When examined from the perspective of firm's essence, the essence of business model is embodied in the way enterprise values are created and also in its internal logic. The key elements and core logic of business model's value creation are accurately reflected in the value circulation loop which exists between enterprise and its customers in microeconomics. In correspondence, the value proposition, value creation, value delivery, value acquirement and their relationships constitute business model's basic elements and structure. There is a one-to-one correspondence between information network system and enterprise system in terms of hierarchical layering, with the former confirming the latter's position in the enterprise. Business model has three major functions:value creation, operation & management and theory integration, it also has three key attributes:service system, organizational routine and idea & cognition. There exists certain internal relationships between these entities. Porter's three strategic positions can be used to construct a universal method with which business models are classified.
On the research of the relationship between business model and enterprise strategy: Business model has long been embodied within enterprise strategy which lends itself as main theoretical foundation to the former. The essential characteristics of enterprise strategy is sequential, longitudinal action and process, whereas the essential attributes of business model is spatial and cross-sectional method and state. Business model and enterprise strategy share certain key elements, as well as a both vertically and horizontally mingled relationship between them. Different origins of competitive advantage usually compliment each other. Competitive advantage origins and business model are complimentary to each other in terms of key elements and consistent with each other in terms of value creation. As an integration framework and analysis unit for the origins of enterprise competitive advantage, business model can help reveal the internal hierarchy, value features of key components and structure of these origins. From business model's perspective, the deciding factors behind an enterprise's growth lies in its key components and structure, the optimization, upgrade and transformation of which will drive enterprise's growth, the heterogeneity of an enterprise is decided by the uniqueness of its business model. To summarize, business model can provide an analysis perspective to firm theory. Business model's value creation takes four different rent forms, namely monopoly rent, richardian rent, relationship rent and schumpeterian rent.
As far as individual enterprise is concerned, there exists resource picking and capability building two major forms of rent creation mechanisms in business model value creation. These two mechanisms must integrate and compliment with each other, the key being resource integration and knowledge resource exploitation.
For enterprises in a networked environment, there exists resource picking, capability building and relationship establishment three major forms of rent creation mechanisms in business model value creation. The source of rents comes from production factor, especially knowledge. Enterprises in a networked environment must focus on the dynamic integration and synergy of internal and external knowledge resource, so as to acquire knowledge based rents.
On business model innovations and their evaluation:The key factors in business model innovation include innovation ideas, innovation methods and the appropriate evaluation methods. Business model innovation involves these fundamental concepts: docking strategy & linking governance, value centric with account for responsibility, focusing on the ecosystem & eyeing on the industry, resource integration & capability exploitation, partial optimization & overall adaptation. The three logical levels of business model, namely idea & cognition, organizational routine and service system, correspond nicely with the resource, capability and knowledge views in competitive advantage origin theory, and the spiritual, behavioral and material levels in enterprise culture system. The innovation at each level exhibits dynamic capability feature. The key to business model innovation is organizational learning, because by nature enterprise is a group production organization established by entrepreneur, managers and employees in accordance with certain institution and culture. The key to business model idea & cognition innovation lies in double-loop learning, through which the entrepreneur and managers transform their idea and cognitive model. The key to organizational routine innovation lies in institution and culture innovation aimed at overcoming core capability rigidities. The key to service system innovation lies in strategic human resource management aimed at facilitate development of resources such as human capital, organizational capital and social capital.
There is a basic correspondence between the four evaluation levels in BSC (balanced score card) evaluation method which include learning & innovation, internal process, customer, finance and business model's three logical levels which include idea & cognition, organizational routine and service system and business model's ultimate function which is profit acquiring. Both BSC and business model emphasize causality, systematization and balancing. As a result, BSC is an ideal evaluation tool for business model innovation. The evaluation indexes for business model innovation must be able to reflect the customer values and adaptation among elements as well the key features of strategic resource, core capability and implicit knowledge.
引文
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