你的商業(yè)模式過時了
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????庫克是名經(jīng)驗豐富的老將,，因此預計蘋果這次也將安然度過喬布斯病休的日子,。不過,，蘋果董事會總有一天要為這位傳奇人物尋找一位永久性的接班人。 ????去年，日產(chǎn)汽車（Nissan）首席執(zhí)行官卡洛斯?戈恩宣布,，公司將開始為新興市場生產(chǎn)老牌達特桑（Datsun）超低價汽車并要從中獲利時,，主流反應都是不屑一顧,?！? 這是一個巨大的錯誤,，”豐田（Toyota）高管告訴《華爾街日報》（the Wall Street Journal）；“又一個愚蠢的錯誤,，”一位日本教授如是說,。靠3,000美元的汽車賺錢,？癡人 說夢罷了,。眾所周知，汽車行業(yè)的利潤來自皮卡和豪車,。 ????沒人能夠預測戈恩的新想法是否可行,。他之前對全電動汽車“聆風”的反思還沒有有結(jié)果。但是,，我們應該為戈恩喝彩：他正在努力提升對當今所有公司來說都至關重 要的能力——創(chuàng)新商業(yè)模式,。 ????“創(chuàng)新”是商界的熱門詞匯，只是大多討論都集中于產(chǎn)品和服務,。對當今大多數(shù)公司而言,，更深遠的挑戰(zhàn)在于如何創(chuàng)新商業(yè)模式,，為如何賺錢這個基本問題找到一個全 新的答案。 ????你也會面臨這樣的挑戰(zhàn),。為方便起見，我們做一個假設,，假設你的商業(yè)模式不再奏效。這種直言不諱的斷言不會錯得很離譜,。即使這種模式已經(jīng)奏效了幾十年,，目前尚 運行良好,，但也有可能很快就會過時,。 ????從經(jīng)濟層面來看,，商業(yè)模式的崩潰受到幾股力量的推動,。最重要的是信息技術，它帶來的直接后果是徹底改變了所有以信息為基礎的產(chǎn)業(yè),。由此產(chǎn)生的二級效應是,，信 息技術使大多數(shù)產(chǎn)業(yè)的出現(xiàn)或變革來得更加便捷和迅速。此外,，信息技術還大大推進了其他趨勢的進程和程度,，例如新興市場的崛起,、政府日益重要的經(jīng)濟角色以及消費者口味的 變化。 ????結(jié)果是：自工業(yè)革命以來,，我們并沒有看到很多公司的商業(yè)模式一夜之間就過時了,。先來看看從事媒體行業(yè)的各家公司，或者那些依靠版權(quán)開展業(yè)務或銷售廣告的公司 ,。再來看看大型零售商——百思買（Best Buy）BBY,、塔吉特（Target）、沃爾瑪（Wal-Mart）——如何反思其陳列式商業(yè)模式（店內(nèi)瀏覽或在線購買）以及eBay和亞馬遜（Amazon ）的商業(yè)模式,。整個教育行業(yè)也需要一個全新的模式,。銀行、郵局,、電腦生產(chǎn)商,、大型制藥公司、音樂行業(yè)以及電信業(yè)行也都是如此,。這些行業(yè)都需要新的商業(yè)模式，而且?guī)缀醵? 需要經(jīng)過一段時間的摸索才能找到,。 ????原因是,，大多數(shù)公司都不具備商業(yè)模式創(chuàng)新的能力,。其實,，它們也無需進行創(chuàng)新,。舉例來說,，200年來，報紙的商業(yè)模式一直非常成功。這么多年來,，一代一代的管理 者們都無需做出任何改變。我們?yōu)槭裁粗竿裉爝@代人會進行創(chuàng)新呢,？ ????大多數(shù)公司也都是如此。即使你的商業(yè)模式?jīng)]有200年的歷史,，或許也沒有人必須要一下子改變它。 ????如果這只是一代人的難題,，那么你盡可以邀請幾個高明的顧問把一切都搞定。但是,，在如今的環(huán)境下,，新模式的生命周期不會相同于之前的舊模式,。亞馬遜就是創(chuàng)新的 標桿,。它的創(chuàng)新模式就是網(wǎng)上書店,。后來，其網(wǎng)上書店發(fā)展為其他書商的大賣場,。接著,，它開始提供基礎設施配置需求截然不同的其他產(chǎn)品（比如服裝、電腦等）,；開始銷售電子 書、音樂,、電視節(jié)目以及在線電影；創(chuàng)建自己的品牌設備（電子書閱讀器Kindle和平板電腦Kindle Fire）；為客戶公司提供網(wǎng)站服務,；現(xiàn)在又開始投資上億美元錄制原創(chuàng)節(jié)目，同 時打造用于當日送貨的食品倉庫和其他商品倉庫。亞馬遜在這18年間到底采用過多少種商業(yè)模式,，我們數(shù)也數(shù)不清楚,。我們只知道，它的商業(yè)模式在不斷變化,。 ????管理大師彼得?德魯克曾指出,，要“擺脫昨天”難于登天。所以,，公司務必要常常為之,。在此，最大的絆腳石莫過于想象力貧乏,、利益威脅以及企業(yè)文化,。商業(yè)模式創(chuàng) 新是一種新的必備技能。雖然難以掌握,，但它卻將成為未來贏家與輸家的分水嶺,。（財富中文網(wǎng)） |
????When Carlos Ghosn announced last year that Nissan, which he runs, will start making ultracheap cars for emerging markets under the revived Datsun brand -- and will make a profit on them -- the mainstream response was contemptuous. "A big mistake," a Toyota (TM) executive told the Wall Street Journal; "another blunder," said a Japanese professor. Make a profit on a $3,000 vehicle? Everyone knows the profits are in pickup trucks and luxury cars. ????No one can predict if Ghosn's new vision will work. His previous rethinking of the business, the all-electric Leaf, hasn't amounted to much so far. But applaud Ghosn for this: He is trying to develop the most crucial competency for every company today, innovating the business model. ????"Innovation" is the hottest word in business, but most of the discussion centers on products and services. The more profound challenge for most companies now is imagining a new business model, a new answer to the fundamental question, How do we make money? ????You will face this challenge. For convenience, just assume the following: Your business model doesn't work anymore. That blunt claim won't be far wrong. Even if the model has worked for decades, even if it's working okay right now, odds are that it soon won't be. ????Several forces are combining to shred business models economywide. The most important is information technology, the immediate effect of which is to revolutionize every information-based business. A second-order effect is that IT makes most businesses easier and faster to start or change. It also multiplies the speed and power of other trends, such as the rise of emerging markets, the growing economic role of governments, and changing consumer tastes. ????Result: Not since the Industrial Revolution have we seen a longer or broader list of companies whose business models are suddenly obsolete. Start with virtually all companies in the media business, or any company that relies on owning copyrights or selling advertising. Then look at how major retailers -- Best Buy (BBY), Target (TGT), Wal-Mart (WMT) -- are rethinking their models in response to showrooming (browsing in-store and buying online), eBay (EBAY), and Amazon (AMZN). The whole education industry needs a new model. So do banking, the post office, computer makers, Big Pharma, music, and the telecoms. They all need new business models, and almost all are having a hard time finding them. ????That's because business-model innovation is a competency that doesn't exist in most companies. It never had to. For example, the newspaper business model worked great for 200 years. Twenty generations of management didn't have to change it. Why should we expect that today's generation would know how it's done? ????It's the same in most companies. Even if your model isn't 200 years old, probably no one has had to change it in a while. ????If this were a once-a-generation problem, you could hire some smart consultants and get it over with. But in today's environment, your new model will not last nearly as long as your old one did. The new normal is Amazon. It launched with an innovative model as an online bookstore. Then it also became a marketplace for other booksellers. It started offering other products (clothing, computers) requiring far different distribution infrastructures; began selling digital books, music, TV shows, and movies online; created its own branded devices (Kindle and Kindle Fire); added web services for companies; and is now investing hundreds of millions of dollars in original programming and in warehouses for same-day delivery of groceries and other merchandise. We can't count how many business models Amazon has used in its 18 years of existence. The model is changing continually. ????Peter Drucker noted that "sloughing off yesterday" is almost impossibly difficult, yet every organization must get used to doing it regularly. The largest obstacles will be weak imaginations, threatened interests, and culture. Business-model innovation is the new essential competency. It's hard. It will separate tomorrow's winners from the losers. |
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