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1、商业模式的设计黄林军 博士中山大学 管理学院主要内容v制定目标：在线业务所占比例、在线目标、目标顾客v用电子商务的6Cs工具包来传递价值v设计收入模式、了解收入流管理和利润分析v免费模式转换为收费模式企业评估v在线业务的比例权力结构战略方向在线业务比的变化方向v利润定位盈利中心亏损中心v目标顾客分类根据人口学、行为学、心理学根据用户的上网行为：简单者、冲浪者、交易者、连接者、例行公事者、运动者为顾客传递价值v什么是价值顾客使用产品或服务后的感受与期望值相比的结果对净收益和获得这些收益的代价的理解的基础上，对产品和服务的总体评价传递顾客价值的五个步骤v鉴别顾客对于价值的不同认识v选择将什么价值元
2、素传递给顾客v提供价值：在物理空间，通过4Ps；在虚拟空间，用网络工具包实现v开发一个综合通讯工具来帮助顾客理解价值v评估顾客价值感知用4Ps传递价值v产品v价格v渠道v促销用网络工具包传递价值v商务：物理空间的4Ps必须被应用v沟通：电子邮件和讨论区v连通性：联络v社区：社会化、互相学习、共同工作、关于某个话题的交谈v内容：使用指南、产品v计算：追踪包裹、网络广告效果报告、库存变化收入模式v五种收入流商务广告费用出售用户信息信用收入模式v收入流的不同特点实力：强大的收入流能提高公司的收益率稳定性：稳定的收入流不易受企业环境变化的影响周期性：单个收入流容易受到市场周期波动的影响资源需求：收入流
3、需要的金钱、时间、技术、人力和其它资源的数量收入流管理（RSM）v在线企业企业为何专注于RSM企业能重复利用有形资产和无形资产来获得多元化收入。每一个连接都可能成为一个收入流v收入信息v获得收入的成本v组合分析：来自收入流的利润平均值、标准偏差、协方差收入流决策v增加一个新的收入流（增加的利润、对现有收入流的影响、多样化收入流的管理）v去掉一个现有的收入流v重新组合现有的收入流获利途径分析v考察收入流的决定因素v确定明确的获利途径预测收入流v预测方法专家预测参考类似的行业了解一些收入流的周期性根据大环境来预测v预测的缺陷实施中的问题v在线公司面临的实施挑战网络时间更高的错误能见度更低的转移成本
4、更复杂的关系传统公司的电子商务应用v传统组织应用网络技术的最好经验制定一个能自始至终推动网络应用的计划避免多人设计把目标对准给人以灵感的产品建立一个网站，与供应商合作不在网络上复制企业的传统业务传统公司的电子商务应用v传统组织应用网络技术的最好经验提供足够的资源使网络事业获得成功鼓励各个部门在虚拟空间里合作配合考虑在线和离线竞争者的活动建立网络文化，培训员工熟练地使用网络允许顾客发表观点，以推动网站设计Haier Groups E-Business Program vIn the global survey by Euromonitor, Haier was ranked as the wor
5、lds No. 1 refrigerator brand, and also the worlds fifth largest white appliance producer. Haier has achieved a high growth for 17 consevutive years with an annual average growth rate of 78%. Background of Haiers e-Business vThe strategic intent of Haiers e-business: the overall long-term strategic i
6、ntent or vision of Haier is to be one of the worlds top 500 companies with a global brand. Haier views e-business as the most effective means to achieve its strategic intent of joining the Global 500 Club. Haier set three key e-business objectives: (1) zero distance between customers and suppliers,
7、(2)zero inventory, and (3)zero working capital. Haiers readiness for businessvFirst, Haier had the strong commitment from its top management team, who has led the company in its e-business effort, awaring the imperatives of e-business and implications of the new economy. Mr. Zhang Ruimin, the CEO of
8、 Haier, points out: “Do e-business or die”. Mr. Zhang saw e-business as an effective tool to offer more value-added services through customization, shortened cycle time and innovation, to reach out to the worldwide market, and to minimize overall cost. Haiers readiness for businessvThe second one is
9、 Haiers ERP for building the technical infrastructure for information collecting and processing. Haier realized that digital information on various business functions should be integrated fro sharing by all parties, so as for a firm adapt to the volatile market and survive in the new economy.vThe th
10、ird one is Haiers BPR. Haier implemented e-business program together with its BPR programs because it realized that e-business was not simply about seting up a website or an information system. Rather, it was about redesigning the ways firms used to conduct its business. Haiers e-business mode vThe
11、strategic mode of Haiers e-business was clearly reflected by its e-business platform consisted of four elements. The first was Haiers SCM project, including its distributor management , supplier management and other corporate partnership management. The second was Haiers CRM project, including the p
12、rograms for both institutional and individual consumers. The third was Haiers ERP project. The last and the most important was Haiers BPR project. The first two projects were closely tied with Haiers B2B and B2C external networks, while the last two projects were closely tied to Haiers internal netw
13、orks. The Effect of Haiers e-Business strategyvThe overall effect of Haiers e-business strategy was generally positive, judged by three sets of measures. The first set was the measures of reduced cycle time and enhanced customization according to the objectives of zero distance and fast speed. The second set was the measures of cost saving and cooperative value creation according to the objectives of zero inventory and zero working capital. The third set was the measure of overseas sale, profit and brand recognition according to the objective of internationalization. 谢 谢！
