【正文】 d manufacturer that is exploring ways to provide healthier but shelfstable foods and snacks in high school vending machines. To experiment with different products without risking any damage to its consumer brand, the manufacturer has created a ―white box‖ brand that is not advertised, is not supported and has no obvious connection to the pany. Similarly, Google Inc., the online search pany, has established a separate Web site () that allows the firm to get consumer feedback on new approaches to user interfaces. Other ways of exploring are through spinning off panies or investing in startups. By observing how well a small anization does with a particular business model, a pany can obtain much useful information about the viability of that model. Managerial Implications Each of the three panies began the journey toward a more open business model with a shock or challenge to the status quo. For IBM, the shock was so severe that the pany was nearly broken up. In the case of Pamp。這些環(huán)節(jié)不斷提高了價(jià)值附加。有了佳潔士電動(dòng)牙刷，玉蘭油新生喚膚系列， 斯威福除塵器 (Swiffer Dusters)的成功，寶潔現(xiàn)在通過更廣泛的跟蹤網(wǎng)絡(luò)積極尋求外部創(chuàng)意和技術(shù)。成本高且潛在價(jià)值難以識(shí)別 ， 以致于創(chuàng)新經(jīng)常宿之高閣。到了九十年代，更是只有 6 到 9個(gè)月。 這省時(shí)省錢，并使公司不再局限于其直接服務(wù)的市場(chǎng)。這個(gè)品牌沒有廣告過，沒有支持者，與公司也無明顯聯(lián)系。 空氣化工產(chǎn)品公司 的長(zhǎng)期經(jīng)歷促使公司重新思考如何為化工業(yè)所需的高固定資產(chǎn)投資進(jìn)行籌資。 IBM 公司在其全球咨詢業(yè)務(wù)中經(jīng)歷了這種困擾。由于有了 更大的總份額，并且陶的經(jīng)歷證明使其更有資格分配份額， 額外收入使得內(nèi)部阻力最小化 。 這個(gè)過程中兩大因素是必需的。拉里這對(duì)重視分銷渠道，生產(chǎn)策略等等的公司也是如此。例如，寶潔通過從世界上其他公司獲得特許技術(shù)創(chuàng)造新品牌，使得像電動(dòng)牙刷這 樣首年銷售額高達(dá) 2 億美元的產(chǎn)品不斷涌現(xiàn)。 技術(shù)開發(fā)成本的增加 可能導(dǎo)致強(qiáng)者更強(qiáng)，弱者愈弱 的局面。甚至現(xiàn)在，在家庭手工業(yè)的許多技術(shù)及其知識(shí)產(chǎn)權(quán)的交易中也出現(xiàn)經(jīng) 紀(jì)人和專利律師。公司成功將許多外部創(chuàng)意轉(zhuǎn)化成專治疑難雜癥的新療法。為了在這種新式創(chuàng)新系統(tǒng)中獲得盡可能多的利益，公司必須通過積極探發(fā)外部理念及輸出尚未應(yīng)用的相應(yīng)內(nèi)部技術(shù)（使其他公司能發(fā)掘這些技術(shù)的經(jīng)濟(jì)潛力）來開放商業(yè)模式。G found and adapted an ink jet technology that a bakery in Bologna, Italy, used to print messages on cakes and cookies. Pamp。 and Chicago, the musical stage show and movie. This assortment might appear to be random, but they all have something in mon: Each required an open business model in which an idea traveled from invention to mercialization through at least two different panies, with the different parties involved dividing the work of innovation. Through the process, ideas and technologies were bought, sold, licensed or otherwise transferred, changing hands at least once in their journey to market. Qualm used to make its own cell phones and base stations but ceased doing so years Now others manufacture those products, and Qualm just makes chips and sells licenses to its technologies, period. In fact, every phone that uses its technology is sold by a customer of Qualm, not by the pany itself. Genzyme licenses technology from the outside and then develops it inhouse. The pany has turned these external ideas into an array of novel therapies that deliver important cures for previously untreatable rare diseases. It has also built an impressive financial record in an industry in which profits have been difficult to Procter amp。G with insourcing external products showed that there was money to be made, but it was Gil Cloyd and . Lafley who realized that this new logic could transform Pamp。 下列公司會(huì)有助于評(píng)價(jià)開放式商業(yè)模式的潛力：高通 公司 —— 便攜式電話技術(shù)制造商；轉(zhuǎn)基因公司 —— 生物技術(shù)行業(yè)巨頭；寶 潔 —— 日用消費(fèi)品業(yè)巨頭；以及芝加哥 —— 音樂舞臺(tái)劇與電影業(yè)。 如果這些創(chuàng)意真的這么有價(jià)值 ，那有個(gè)明顯的問題：為什么 原所有者不自己設(shè)法將它們市場(chǎng)化？答案涉及了創(chuàng)新市場(chǎng)重要性的關(guān)鍵。 半導(dǎo)體裝配設(shè)備的建造成本突增就是個(gè)很好的例子。 開放式商業(yè)模式 針對(duì)這兩個(gè)作用。發(fā)展這種能力需要設(shè)立實(shí)驗(yàn)并評(píng)估其結(jié)果的過程。寶潔就是個(gè)很好的例子：總裁雷富禮（ Lafley）堅(jiān)定而又明確地授權(quán)“聯(lián)結(jié)與開發(fā)”項(xiàng)目進(jìn)行創(chuàng)新。過分贊賞新商業(yè)模式會(huì)不合時(shí)宜地暗示現(xiàn)有模式 的落后。這使組織經(jīng)常出現(xiàn)“失敗者” —— 那些預(yù)算被抽調(diào)作為支持新商業(yè)模式的資源的部門團(tuán)體。這就是陶 約翰（ John Tao） 的點(diǎn)滴法在空氣化工產(chǎn)品公司造成如此效果的原因。 例如，寶潔公司在通過內(nèi)包開發(fā)自身新品牌的同時(shí)，也對(duì)內(nèi)部技術(shù)開發(fā)大量投資。無論那種方式，最重要的是通過不斷證明公司的改革行之有效，來建立并保持動(dòng)力。大部分組織中，總裁以下幾乎無人負(fù)責(zé)商業(yè)模式。 看一下寶潔的 “ 品客印花 ” 行動(dòng)，寶潔公司的薯片現(xiàn)在都因此印有“品客 (Pringles)”的圖文。 藥用麻醉劑的發(fā)展是另一個(gè)例子?；诖?，公司對(duì)待機(jī)遇不盡相同：他 們會(huì)很快 認(rèn)可 與其以往成功經(jīng)歷相匹配的創(chuàng)意 ；他們也會(huì)很接受需要未知資產(chǎn)、資源和地位配置的概念。其間，創(chuàng)意和技術(shù)在入市前經(jīng)歷多次買賣，特許或轉(zhuǎn)讓。G, for instance, still develops its own brands and invests substantially in its internal technologies. Managing the coexistence of a new business model alongside an existing one can be tricky. Indeed, when Durk Jager of Pamp。G brands. With early successes like the Crest SpinBrush, Olay Regenerist and Swiffer Dusters, 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。 切薩布魯夫 國(guó)籍：美國(guó) 出處 ： 斯隆管理評(píng)論， 2020 冬 第 2 期 第 48 卷 : 2228 中文譯文： 隨著勞動(dòng)分工日益明確，創(chuàng)新正逐漸開放化。實(shí)際上，每部使用高通技術(shù)的電話都不是由高通負(fù)責(zé)銷售，而是其加盟商。比如，在化工行業(yè)，化合物經(jīng)常轉(zhuǎn)來轉(zhuǎn)去。 根據(jù)寶潔公司外部業(yè)務(wù)拓展副總杰夫于是，寶潔公司以比完全內(nèi)部開少的成本及一半時(shí)間開發(fā) 了“品客印花”。 公司也感到一些約束。例如，寶潔公司早期的電動(dòng)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(xiàng)目起到強(qiáng)大的支 撐作用。 雅格(Durk Jager)試圖一次性推動(dòng)所有改革行動(dòng)時(shí)，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(bào)的運(yùn)營(yíng)規(guī)則。 盡管如此，陶的努力現(xiàn)在 以獲取的新收入證明。 IBM 現(xiàn)在需要更多的前臺(tái)（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(tái)（設(shè)備物理學(xué)家和高分子化學(xué)家）。 俄爾弗尼迪斯（ Gus