第三章经营模式

1Chapter3BusinessModelcdefgh2„FromValuePropositiontoValueCluster„Æ„„3„„„„„TargetMarketSegment(s)„„„„„„4„„„PalmVII„mySimon.comvs.Palm.com„ShatteringtheMythThatConsumersCareOnlyAboutPriceOnline19222324244549495865010203040506070Source:JPMorganReport:etailingandthefiveCs5••••••–()•••(),(),()(WSJinteractive)6MarketplaceOffering„MarketplaceOffering~TotalProduct„Product,Information,Service„„„„(Metamarkets)(metamediaries)„„„(Meta-markets)„„(Meta-mediaries)„7zz–––zzzz––zz8„„(EggDiagram)zzzzzzzzzzIDEAS/zzzzzzzzzzzPerkszzzzzzzzzzzzzzzzzz––1-800-lasfloras.com9ResourceSystem„()„(Specify)„(CoreBenefits)„(RelatedCapabilities)„(RelatedResources)„(In-housePerformance)„(OutsourcingPartners)===10zzz*CSR=CustomerservicerepresentativeIDEASMessagezzzzzzzzzzIDEAS/zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz=OnlineActivities/AssetsOfflineActivities/AssetsGardenWorks11=Capabilities=12DrillDownBenefitsandChallengesofHybridizationBenefitszPersistentconnectionwithcustomerszNewvalueforcustomerszAccesstonewcustomerszScalabilityChallengeszChannelconflictzCustomerconfusionzInvestorconfusionIssue:Tointegrateonlineandofflinebusiness/OrNot?„„„Excite@home„(AnchorTenant)„Snap.com„„MCIWorldcomPeoplePCZapa.com13„/Advantage;/SkyMiles;/MileagePlus„1-800„(MCIWorldcom)„MCI1-800„1-80010%„„1994„2003„199911„„„„„„„1-800,WRHambrecht&Co.,TheStandard.com„Excite@Home„(Excite.com)(Webcrawler.com)„„199910„„„„1-800-„(PeoplePC)„1999101-800„(Zapa.com)„1-800„„...„(Sears,RoebuckandCompany)„1-8001-800,WRHambrecht&Co.,TheStandard.com14zzzz„„„„„„15„(RevenueModel)„()(ShareholderValueModel)„(GrowthModel)„(RevenueModel)„„(ShareholderValueModel)„()„(GrowthModel)16TypesofRevenueModels„Advertising„banners,interstitial,sitesponsorships,eventunderwriting„Product,Service,orInformationSales„salesofgoodsonsite„()Transaction„revenueaccrualfromchargingafeeortakingaportionofthetransactionsumforfacilitatingacustomer-sellertransaction„()Subscription„subscriberfeesformagazines,newspapers,otherinformation/servicebusinessesOfflineBusiness„OfflineBusinessModel„Overtwentyprofitmodels„“blockbuster”profitmodel„notmoviegenerating,butfranchising,transactionalrevenue,licensing,merchandising,andotherrevenuesources„“baseandfollow-on”model„Razorandrazorblades„Printerandinkcartridge„primaryproductisa“lossleader”whilerealprofitfromfollow-onproducts17OnlineBusiness„OnlineBusiness:„„„„TypesofValueCreationModels:„(CompanyandUserDerivedValue)„(CompanyDerivedValueCreation)„CompanyandUserDerivedValue„ModelTypes:„MetamarketsSwitchboard„Auctions„CategorySwitchboard18••••••••••••••••••••••••••••••••••••••••„Company-derivedValueCreation„AlternativeModels:„BestInformation„WidestAssortment„LowestPrice„BroadestUserNetwork„BestExperience„MostPersonalized19••••••••••••••••••••••••••••••••••••()••••••••••••••••••••••••••••••20FinancialGrowthModels„Thirdcomponentofafinancialmodelisthefirm’srevenuegrowthstrategyorgrowthmodel„Revenuegrowthcancomefrom-Adeeperpenetrationinthecurrentmarket-Newproductdevelopment-Newmarketdevelopment-Completenewproductsandmarketsz21••••••„(PorterModel)„„„(Sawhney)(Kaplan)„B2B„RJSModel„(Rayport)(Jaworski)(Siegal)22„B2B(B2BeHubs)„„(Verticalhubs)„(FunctionalHubs)„(metahub):AdoptedfromBusiness2.0,September1999,p.8823(RJS)„22„()„()24(RJS)„„„„„„•••••••••••••••••••••••25„„„15„15„„„„()26zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz„„„„„27===IT24*7ITITCRSCSROnesource28“29•••••••••••••30••••••••••31ChapterEndKeyQuestionsChapterSummarypp.109-110