工商管理专业毕业论文外文翻译----公司为何必须开放商业模式

工商管理专业毕业论文外文翻译----公司为何必须开放商业模式内容摘要：

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。 G, its stock had fallen in half and a new CEO had been brought in. Air Products did not face the brutal financial adjustments that IBM and Pamp。 G did, but a potential 毕业论文 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 is the prime example here, as CEO Lafley strongly and explicitly endorsed the Connect and Develop approach to innovation. Lacking that kind of support, the Air Products approach of starting small provides a subtler way to effect change. Either way, the important thing is to build and maintain momentum by continually supplying evidence that supports the transformation and shows that the pany is heading in the right direction. This requires repeated experimentation in which the firm pursues new sources of revenue and business value and collects critical information from the market about the potential value of those ideas and technologies. The results then bolster the shift toward the new approach. At Pamp。 G, for example, the early successes of the SpinBrush and Swiffer products provided ample proof within the pany that Connect and Develop could generate strong bottomline results. Of course, experimentation only yields value when a pany is able (and willing) to act on the information that the experiments generate. Larry Huston‘s early success at Pamp。 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。 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. 毕业论文 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。 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 tried to push too many change initiatives at once, Pamp。 G did begin to transform itself but lost the operational discipline to deliver the quarterly earnings numbers that investors expected. Nevertheless, as successful experiments begin to point the way toward a new and more effective business model, the pany must undergo a final phase in its transformation. In this stage, the firm will scale up the model, bringing it into high volume across the anization and its customers. The process entails at least two essential elements. First, the business model must be adjusted or rebuilt to handle significant volume. Many business models that work well when only a small number of highly trained people are involved can easily break down when new layers of administration are needed to manage a much larger number of more general workers. If certain processes cannot be automated or standardized, the model may not be able to handle large increases in activity without resulting in a severe degradation of quality. IBM faces this concern in its global consulting 毕业论文 Ⅲ － 9 business. The skills of its services personnel differ from those of its product and technology people, and IBM now needs many more of the former (specifically, people who can translate customer IT requirements into specific solutions from IBM) and fewer of the latter (device physicists and polymer chemists). Second, the business model must obtain ―buy in‖from important constituencies before being rolled out across the pany. Scaling up a business model requires much more funding and far greater anizational mitment than a small experiment does, and those resources must e from somewhere. This often creates ―losers‖ in the anization — groups whose budgets are cut to free up resources to support the new business model. Because of that, the scalingup process can encounter tremendous internal resistance. That‘s why John Tao‘s approach of starting small at Air Products made so much sense. The initial program required few resources and minimal management attention, thus it triggered little conflict with other parts of the anization. Of course, as the program continued to expand, it led to greater petition for resources. Now, though, Tao‘s efforts have an established history of bringing in new revenues, which have been shared with the associated business units. This additional ine has minimized any internal resistance because there‘s now a bigger pie to share, and Tao‘s proven track record has given him more clout in the discussions over how to divide that pie. 毕业论文 Ⅲ － 10 公司为何 必须开放商业模式 作者： 亨利 切萨布鲁夫 国籍：美国 出处 ： 斯。