【正文】 shift toward the new approach. At Pamp。G is also getting money from licensing its technologies to other firms. The bination of leveraged cost and time savings with new revenue opportunities confers powerful advantages for panies willing to open their business models. (See ―The New Business Model of Open Innovation,‖ p. 27.) The development costs of innovation are reduced by the greater use of external technology in a firm‘s own Ramp。G‘s 6 Pringles Print initiative, through which the pany now offers Pringles with pictures and words printed on each chip. To bring that product to market, Pamp。G brands. With early successes like the Crest SpinBrush, Olay Regenerist and Swiffer Dusters, Pamp。 The Procter amp。 Genzyme Corp., a 畢業(yè)論文 Ⅲ － 2 biotechnology pany。 Gamble has rejuvenated its growth through a program called Connect and Develop, which licenses or acquires products from other panies and brings them to market as Pamp。G. The rising costs of technology development would imply that only the big will get bigger, with everyone else falling behind. But there‘s a second force at play: the shortening life cycles of new products. In the puter industry during the early 1980s, for example, hard disk drives would typically ship for four to six years, after which a new and better product became available. By the late 1980s, the expected shipping life had fallen to two to three years. By the 1990s, it was just six to nine months. In pharmaceuticals, the expected shipping life of new drugs while they enjoy patent protection has shortened because of longer testing procedures and quicker entry by manufacturers of generics. And in the largest market segments, successful drugs must often contend with a number of rival products. For example, at least five statin prescription drugs are currently being sold, all of them aimed at addressing elevated cholesterol levels and 畢業(yè)論文 Ⅲ － 5 heart disease. As a result of both trends — rising development costs and shorter product life cycles — panies are finding it increasingly difficult to justify investments in innovation. (See ―The Economic Pressures on Innovation.‖) Open business models address both effects. It attacks the cost side of the problem by leveraging external researchanddevelopment resources to save time and money in the innovation process. Consider Pamp。G, for instance, is creating new brands by licensing technologies from other panies around the world, resulting in products like the SpinBrush, a batteryoperated toothbrush, which generated firstyear sales of $200 million. And Pamp。G did, but a potential 畢業(yè)論文 Ⅲ － 7 merger triggered a deep selfexamination of how the pany did business. Generally speaking, making fundamental changes to a pany‘s business model requires clear mitment and support from the top. Pamp。G‘s business model and boost its overall growth Air Products‘ experience to date is helping the pany to rethink how it might finance the high fixed capital investments needed in the industrial chemicals business. As Gus Orphanides, director of licensing at Air Products, explains, ―We used to be a huge [capital expenditure] pany, perhaps spending $1 billion a year for a $6 billion pany. We started to ask ourselves, ?Are we getting enough of a return on our shareholders‘ capital?‘ ‖ Today, Air Products is actively seeking creative ways to share those costs with other firms. 畢業(yè)論文 Ⅲ － 8 Making the Transition When building a new business model, panies must figure out what to do with their existing model. Praising a new business model can inadvertently suggest that the current one is somehow obsolete. But the traditional business model can continue to play an important role. Pamp。 切薩布魯夫 國籍：美國 出處 ： 斯隆管理評論， 2020 冬 第 2 期 第 48 卷 : 2228 中文譯文： 隨著勞動分工日益明確，創(chuàng)新正逐漸開放化。商業(yè)模式本質(zhì)上發(fā)揮兩大功能：創(chuàng)造價值；并使創(chuàng)造者從中獲取部分價值。 開放式商業(yè)模式使組織的價值創(chuàng)造及獲取都更有效。此隨機分類卻包含上述公 司的一些共性：每個企業(yè)都要求開放式商業(yè)模式 —— 隨著由不同團體參與創(chuàng)新分工，一項創(chuàng)意從誕生到實現(xiàn)商業(yè)化經(jīng)歷至少兩個不同企業(yè)。實際上，每部使用高通技術(shù)的電話都不是由高通負責(zé)銷售，而是其加盟商。 寶 潔公司通過一個“聯(lián)結(jié)與開發(fā)”的項目煥發(fā)增長。旁人發(fā)現(xiàn)其潛在價值，數(shù)次使其重新煥發(fā)，以致成了一部獲獎劇。不同公司擁有不同資產(chǎn)、資源和市場地位， 并且各有其獨特的歷史。比如，在化工行業(yè)，化合物經(jīng)常轉(zhuǎn)來轉(zhuǎn)去。這使得 衡量技術(shù)交易的整體規(guī)模及判定 市價 非常困難。 一項非正式調(diào)查表明 ，公司至少在一項業(yè)務(wù)領(lǐng)域 有不足一半的專利技術(shù)利用率，甚至數(shù)值范圍僅在 5%到 25%之間。 2020 年，英特爾公司宣布了將在亞利桑那州和以色列各建造一臺設(shè)備，每臺預(yù)算成本超過 30 億美元，而這在二十年前僅為 現(xiàn)在 的 1%。 根據(jù)寶潔公司外部業(yè)務(wù)拓展副總杰夫例如，在二十世紀八十年代早期的電子計算機行業(yè)，新產(chǎn)品上市后，原有硬盤驅(qū)動器的衰退期一般在 4 到 6 年。 在最大的細分市場，成功的藥品往往要面臨成群的對手的挑戰(zhàn)。它通過外部研發(fā)資源的杠桿作用節(jié)省減少創(chuàng)新過程時間和成本。于是，寶潔公司以比完全內(nèi)部開少的成本及一半時間開發(fā) 了“品客印花”。 高杠桿效應(yīng)的成本及時間節(jié)省 與新收入機遇的結(jié) 合，使愿意開放商業(yè)模式的公司獲得巨大優(yōu)勢 （見“開放式創(chuàng)新的新商業(yè)模式”圖） 。這些各種各樣的收入流是創(chuàng)新所帶來的收入中最多的。這點看似簡單 ，實際上很多公司都不具備。 公司也感到一些約束。例如，可以試 想一下正試圖向高校自動售貨機種提供更健康的耐貯存食品和點心的制造商。另外還有一些方法： 分拆公司或起始期風(fēng)險投資。缺乏這種支持， 空氣化工產(chǎn)品公司 （ Air Products）的點滴改革法收效甚微。例如，寶潔公司早期的電動牙刷及除塵器系列產(chǎn)品的成功足以證明公司的“聯(lián)結(jié)與開發(fā)”項目起到強大的支 撐作用。但卻是吉爾 俄爾弗尼迪斯（ Gus Orphanides）所言，“我們曾經(jīng)是龐大的資本耗費公司，可能每年花費公司 1/6的資本。但是原有商業(yè)模式依然可以發(fā)揮重要作用。 雅格(Durk Jager)試圖一次性推動所有改革行動時，寶潔開始自我轉(zhuǎn)變，但是卻違反了投資者要求每期收益回報的運營規(guī)則。很多商業(yè)模式在一小部分接受過高度訓(xùn)練的員工中獲得成功，但在新管理層要 以之管理大部分普通工人時很容易失敗。 IBM 現(xiàn)在需要更多的前臺（具體來說，就是能把顧客的 IT 要求轉(zhuǎn)換成 IBM 特定處理方法的人）和更少的后臺（設(shè)備物理學(xué)家和高分子化學(xué)家）。因此，提升過程會遭遇極大的內(nèi)部阻力。 盡管如此，陶的努力現(xiàn)在 以獲取的新收入證明。 Leadership, 2020(6) :1217 原文正文 ： What is a business model? Every pany has a business model, whether they articulate it or not. At its heart, a business model performs two important functions: value creation and value capture. First, it defines a series of activities, from procuring raw materials to satisfying the final consumer, which will yield a new product or service in such a way that there is value created throughout the various activities. This is crucial, because if there is no creation of value, the other panies involved in the set of activities won‘t participate. Second, a business model captures value from a portion of those activities for the firm developing and operating it. This is equally critical, for a pany that cannot earn a profit from some portion of its acti