你的商業(yè)模式過(guò)時(shí)了
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????庫(kù)克是名經(jīng)驗(yàn)豐富的老將，因此預(yù)計(jì)蘋(píng)果這次也將安然度過(guò)喬布斯病休的日子。不過(guò)，蘋(píng)果董事會(huì)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(chē)（Nissan）首席執(zhí)行官卡洛斯?戈恩宣布，公司將開(kāi)始為新興市場(chǎng)生產(chǎn)老牌達(dá)特桑（Datsun）超低價(jià)汽車(chē)并要從中獲利時(shí)，主流反應(yīng)都是不屑一顧。“ 這是一個(gè)巨大的錯(cuò)誤，”豐田（Toyota）高管告訴《華爾街日?qǐng)?bào)》（the Wall Street Journal）；“又一個(gè)愚蠢的錯(cuò)誤，”一位日本教授如是說(shuō)。靠3,000美元的汽車(chē)賺錢(qián)？癡人 說(shuō)夢(mèng)罷了。眾所周知，汽車(chē)行業(yè)的利潤(rùn)來(lái)自皮卡和豪車(chē)。 ????沒(méi)人能夠預(yù)測(cè)戈恩的新想法是否可行。他之前對(duì)全電動(dòng)汽車(chē)“聆風(fēng)”的反思還沒(méi)有有結(jié)果。但是，我們應(yīng)該為戈恩喝彩：他正在努力提升對(duì)當(dāng)今所有公司來(lái)說(shuō)都至關(guān)重 要的能力——?jiǎng)?chuàng)新商業(yè)模式。 ????“創(chuàng)新”是商界的熱門(mén)詞匯，只是大多討論都集中于產(chǎn)品和服務(wù)。對(duì)當(dāng)今大多數(shù)公司而言，更深遠(yuǎn)的挑戰(zhàn)在于如何創(chuàng)新商業(yè)模式，為如何賺錢(qián)這個(gè)基本問(wèn)題找到一個(gè)全 新的答案。 ????你也會(huì)面臨這樣的挑戰(zhàn)。為方便起見(jiàn)，我們做一個(gè)假設(shè)，假設(shè)你的商業(yè)模式不再奏效。這種直言不諱的斷言不會(huì)錯(cuò)得很離譜。即使這種模式已經(jīng)奏效了幾十年，目前尚 運(yùn)行良好，但也有可能很快就會(huì)過(guò)時(shí)。 ????從經(jīng)濟(jì)層面來(lái)看，商業(yè)模式的崩潰受到幾股力量的推動(dòng)。最重要的是信息技術(shù)，它帶來(lái)的直接后果是徹底改變了所有以信息為基礎(chǔ)的產(chǎn)業(yè)。由此產(chǎn)生的二級(jí)效應(yīng)是，信 息技術(shù)使大多數(shù)產(chǎn)業(yè)的出現(xiàn)或變革來(lái)得更加便捷和迅速。此外，信息技術(shù)還大大推進(jìn)了其他趨勢(shì)的進(jìn)程和程度，例如新興市場(chǎng)的崛起、政府日益重要的經(jīng)濟(jì)角色以及消費(fèi)者口味的 變化。 ????結(jié)果是：自工業(yè)革命以來(lái)，我們并沒(méi)有看到很多公司的商業(yè)模式一夜之間就過(guò)時(shí)了。先來(lái)看看從事媒體行業(yè)的各家公司，或者那些依靠版權(quán)開(kāi)展業(yè)務(wù)或銷(xiāo)售廣告的公司 。再來(lái)看看大型零售商——百思買(mǎi)（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(gòu)買(mǎi)）以及eBay和亞馬遜（Amazon ）的商業(yè)模式。整個(gè)教育行業(yè)也需要一個(gè)全新的模式。銀行、郵局、電腦生產(chǎn)商、大型制藥公司、音樂(lè)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(guò)一段時(shí)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(shí)，它們也無(wú)需進(jìn)行創(chuàng)新。舉例來(lái)說(shuō)，200年來(lái)，報(bào)紙的商業(yè)模式一直非常成功。這么多年來(lái)，一代一代的管理 者們都無(wú)需做出任何改變。我們?yōu)槭裁粗竿裉爝@代人會(huì)進(jìn)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(méi)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(qǐng)幾個(gè)高明的顧問(wèn)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(huì)相同于之前的舊模式。亞馬遜就是創(chuàng)新的 標(biāo)桿。它的創(chuàng)新模式就是網(wǎng)上書(shū)店。后來(lái)，其網(wǎng)上書(shū)店發(fā)展為其他書(shū)商的大賣(mài)場(chǎng)。接著，它開(kāi)始提供基礎(chǔ)設(shè)施配置需求截然不同的其他產(chǎn)品（比如服裝、電腦等）；開(kāi)始銷(xiāo)售電子 書(shū)、音樂(lè)、電視節(jié)目以及在線電影；創(chuàng)建自己的品牌設(shè)備（電子書(shū)閱讀器Kindle和平板電腦Kindle Fire）；為客戶(hù)公司提供網(wǎng)站服務(wù)；現(xiàn)在又開(kāi)始投資上億美元錄制原創(chuàng)節(jié)目，同 時(shí)打造用于當(dāng)日送貨的食品倉(cāng)庫(kù)和其他商品倉(cāng)庫(kù)。亞馬遜在這18年間到底采用過(guò)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(wù)必要常常為之。在此，最大的絆腳石莫過(guò)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(lái)贏家與輸家的分水嶺。（財(cái)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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