...more than 75% of the Chinese domestic car market and make almost no exports. Here, the dominant Western partner retains the intellectual property and know how in product and process, so that the Chinese subordinate may make profits but has no easy pathway to upward mobility through own account strategic investment in, for example, power train manufacture. The second option is illustrated by electronics assemblers like Foxconn International Holdings (FIH) which can derive little benefit from assembling premium products like smart phones for sale in Western export markets. The instrument of subordination here is the contract with the dominant Western partner which ensures the assembler makes little profit so that the Chinese Apple Business Model: Financialization across the Pacific 16 | subordinate again has no easy pathway to upward mobility because, just as in a failing Western firm, reinvestment finds are limited and defensive restructuring takes priority. The story of the development of Sino-foreign joint ventures in car assembly has been told in Eric Thun’s (2006) book, so we will concentrate on the case of Foxconn International Holdings (FIH) in electronics assembly...
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...資管4B 401631642 方俊傑 資訊管理個案報告_Google, Apple,MS 1. Define and compare the business models and areas of strength of Apple, Google, and Microsoft. Apple store上架手續費 硬體營收(iPhone Mac …) Apple store上架手續費 硬體營收(iPhone Mac …) 硬體生產成本 廣告成本 硬體生產成本 廣告成本 1. 果粉 2. 從Android到IOS的新客戶 3. 果粉 4. 從Android到IOS的新客戶 Apple直營店 網路訂單 Apple直營店 網路訂單 iphone與IOS 品牌價值 itunes iphone與IOS 品牌價值 itunes 品牌形象 品牌形象 鴻海 (硬體生產) itunes合作的音樂公司 app store上的開發者 鴻海 (硬體生產) itunes合作的音樂公司 app store上的開發者 使用者對蘋果產品的好感度 使用者對蘋果產品的好感度 1. 產品發表會 2. 發布itunes平台 3. 產品發表會 4. 發布itunes平台 Apple’s business model Apple’s strengths：apple的iphone, mac等硬體就是他們有優勢的領域 WINDOWS：在OS的市占率，所以它們在OS軟體提供上有巨大優勢 GOOGLE：網路服務，雲端就是它們的強項。 2. Why is mobile computing so important to these three firms? Evaluate the mobile platform offerings of each firm. 目前，智慧型手機的使用時間已經高於PC 以及NB了。因此如何讓使用者能有更好的行動裝置體驗便是系統提供者想要完成的。讓PC平台與行動裝置直接的連動是目前這三家公司都想要率先完成的，而由於行動裝置的特性，廠商更能因此使用地理位置服務( LBS )讓使用者的使用體驗更加完美，因此這就是行動運算日趨重要之原因。 google：google開發出來的Android是目前行動平台上使用人數最高的開放式系統，Android也讓行動平台不再是IOS獨佔，也讓開發者有除了Apple 的app store之外的其他平台可以發布產品。另外還有gMail, google drive,等功能都行動化。 apple: Apple引領了智慧型手機這股熱潮，IOS 及IPHONE與IPAD 讓許多人用了之後就換不了了，加上APPLE WATCH 也搭上IOT的熱潮，APPLE目前在行動平台上的領域可以說是首屈一指 windows:在google以及apple在行動平台領域的成功之後，微軟也打算進軍這個市場，推出了windows phone以及使用windows作業系統的平板，但是使用者仍然不太接受，直到與Nokia合作推出了Lumia之後市占率才有起色 3. What is the significance of applications and app stores, and closed vs....
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...Reinventing Your Business Model by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann In 2003, Apple introduced the iPod with the iTunes store, revolutionizing portable entertainment, creating a new market, and transforming the company. In just three years, the iPod/iTunes combination became a nearly $10 billion product, accounting for almost 50% of Apple’s revenue. Apple’s market capitalization catapulted from around $1 billion in early 2003 to over $150 billion by late 2007. This success story is well known; what’s less well known is that Apple was not the first to bring digital music players to market. A company called Diamond Multimedia introduced the Rio in 1998. Another firm, Best Data, introduced the Cabo 64 in 2000. Both products worked well and were portable and stylish. So why did the iPod, rather than the Rio or Cabo, succeed? Apple did something far smarter than take a good technology and wrap it in a snazzy design. It took a good technology and wrapped it in a great business model. Apple’s true innovation was to make downloading digital music easy and convenient. To do that, the company built a groundbreaking business model that combined hardware, software, and service. This approach worked like Gillette’s famous blades-and-razor model in reverse: Apple essentially gave away the “blades” (low-margin iTunes music) to lock in purchase of the “razor” (the high-margin iPod). That model defined value in a new way and provided game-changing convenience to...
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...BUSINESS MODEL GENERATION Yves Pigneur Patrick Van Der Pijl Alexander Osterwalder Alan Smith Tim Clark www.businessmodelgeneration.com, EUR 27,60 THE CORE TEAM a core team did the heavy lifting in authorship, design and production of this collaborative effort involving over 400 strategy practitioners from around the world. Lead authors Alexander Osterwalder, Ph.D, and Professor Yves Pigneur, Ph.D., Creative Director & Designer Alan Smith from The Movement, Producer Patrick Van der Pijl of Business Models Inc. and Editor Tim Clark of Hitotsubashi University Graduate School of International Corporate Strategy. www.businessmodelgeneration.com 2 AGENDA 1. 2. 3. 4. 5. 6. 7. 8. 9. BUSINESS MODEL BUSINESS MODEL EXAMPLES MORE... BUSINESS MODEL REVENUE MODEL BUSINESS MODEL BUSINESS MODEL MISC. FRAMEWORK ENVIRONMENT MEASUREMENTS INNOVATION 3 1. BUSINESS MODEL 4 BUSINESS MODEL 5 BUSINESS MODEL A Business Model Of A Company Is A Simplified Representation Of Its Business Logic. 5 BUSINESS MODEL 5 BUSINESS MODEL BUSINESS MODEL “describes what a company offers its customers, how it reaches them and relates to them, through which resources, activities and partners it achieves this and finally, how it earns money.” Dr. Alexander Osterwalder 6 KP KA VP CR CS 2. C$ by Alexander Osterwalder & Yves Pigneur (taken from the book „Business Model Generation“) BUSINESS MODELCH FRAMEWORK KR R$ 7 2. BUSINESS...
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...search of employment. I can no longer do that. I have changed jobs in the past ten years through online applications. It now takes very little time to search for employment. The employment agencies, can as well keep data bases of job seekers, so much that it is easier to find right candidates for employment. In the past ten years I changed jobs four times by the use of the internet. That has not been very expensive for me. Now I am earning a lot of money because I managed to search for the best jobs on the internet. Reference http://www.rileguide.com http://www.state.gov/documents/organization/2094.pdf The internet The internet has changed the lives of many people world over. It has also led to the emergence of new ways of doing business such as e-banking, e-books and ecommerce. The internet has assisted me in several ways. The one way which I can safely...
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...Journal of Business Strategy Business model innovation: coffee triumphs for Nespresso Kurt Matzler Franz Bailom Stephan Friedrich von den Eichen Thomas Kohler Article information: To cite this document: Kurt Matzler Franz Bailom Stephan Friedrich von den Eichen Thomas Kohler, (2013),"Business model innovation: coffee triumphs for Nespresso", Journal of Business Strategy, Vol. 34 Iss 2 pp. 30 - 37 Permanent link to this document: http://dx.doi.org/10.1108/02756661311310431 Downloaded on: 16 June 2015, At: 05:07 (PT) References: this document contains references to 19 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 25789 times since 2013* Users who downloaded this article also downloaded: Gabriela Alvarez, Colin Pilbeam, Richard Wilding, (2010),"Nestlé Nespresso AAA sustainable quality program: an investigation into the governance dynamics in a multi-stakeholder supply chain network", Supply Chain Management: An International Journal, Vol. 15 Iss 2 pp. 165-182 http://dx.doi.org/10.1108/13598541011028769 Claudio Vignali, (2001),"McDonald’s: “think global, act local” – the marketing mix", British Food Journal, Vol. 103 Iss 2 pp. 97-111 http:// dx.doi.org/10.1108/00070700110383154 Mark D. Uncles, Grahame R. Dowling, Kathy Hammond, (2003),"Customer loyalty and customer loyalty programs", Journal of Consumer Marketing, Vol. 20 Iss 4 pp. 294-316 http://dx.doi.org/10.1108/07363760310483676 Access...
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...Case Study 2.6—Pandora Pandora radio originally operated as a freemium business model but soon switched to an ad-supported free business model. The difference between the two is what quadrupled their revenue. Pandora offers a unique customer value proposition. MailChimp succeeded with a freemium model but Ning did not because MailChimp was able to deal with issues because free products are ripe for abuse. When Pandora opened in 2005, they offered users 10 hours of free radio, then a year’s subscription for $36 per year. “In the first couple weeks we had 100,000 people come through and the vast majority listened to every last minute of their free ten hours,” said CTO Tom Conrad. “Then we asked them for their credit card and they would wander off into the wilderness.” (Gannes, 2010). They quickly switched to an ad-supported model. It was ad-supported in name only, however, because they had no ad server, no ad staff — not even a place on their page to put ads: But growth quadrupled overnight, and within three days, Apple called and asked to buy out ad inventory through December (Gannes, 2010). Pandora’s customer value proposition is an uncanny algorithmic ability to predict the music their customers want to listen to, and unlimited free musical content for those that don’t mind listening to advertisements ("Pandora and a," 2012). For freemium models, it was difficult to succeed for one main reason. A 354 percent increase in abuse-related issues like spamming, followed...
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...CIO header Logo MAGAZINE WHITE PAPERS EVENTS WEBINARS LOGIN JOIN NEWSCASE STUDIESOPINIONSSLIDESHOWSARTICLESCEO INTERVIEWSVIDEOSCIO INTERVIEWS MORE CIO.inNewsSPECIAL REPORT: Why Are Xiaomi Phones So Inexpensive? 3 inShare NEWS SPECIAL REPORT: Why Are Xiaomi Phones So Inexpensive? Added 19th May 2014 By Michael Kan SPECIAL-REPORT-Why-Are-Xiaomi-Phones-So-Inexpensive_300x225.jpg Chinese smartphone vendor Xiaomi has made a name for itself by selling iPhone-like gear for almost a third of the price of Apple products. It may sound too good to be true, but the company is managing to sell millions of phones and is already kicking off a global expansion. So how does it pull it off? For one thing, Xiaomi claims to price its phones just above their costs. But company officials also point to its iconoclastic business model, which eschews the financial burden of using traditional marketing and distribution practices, and relies on the Internet to fuel sales. It's made Xiaomi into a company that doesn't operate like a typical smartphone vendor, but still successful enough to become one of China's hottest tech firms. Disrupting the market When Xiaomi unveiled its first flagship Mi 1 phone in August 2011, attention was fixated on the device's price. Consumers could buy what was then a cutting-edge smartphone for 1,999 yuan (US$324). This was a major bargain compared to other high-end phones including the iPhone 4, which started at 4,999 yuan. Xiaomi maintained the initial...
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...SAYSON, Jessaveen Pate U. 3FM TH 9:00 – 10:00 BUSINESS : CLOTHING LINE www.clothingline.com @clothingline OPERATIONAL EXCELLENCE -Make substantial operations have instead in systems for automating production processes. -Business layer for managing orders, inventory, design, human capital, quality, schedules, product and design. -All operations have one thing in common: better coordination between business systems and production operations. -Improve overall performance in terms of income, designs, and products. -Focus on product leadership push the product development. -Create products that change the way of customers lives. NEW PRODUCTS, SERVICES, and BUSINESS MODELS -The customer will choose any of the latest fashion dresses, shirts, pants, crop tops and many more. -Sometimes, instead you’re the one who will gonna choose of your own fashion, we have some fashion experts or stylelist that you will have a conversation through chats or in personal. -Every week we are posting a new sets of fashion garments that customers always looked for it. -The clothes that are posted in the page are already on hand and ready to ship or to sell to our customers. -Sometimes, we are not posting a clothes but sometimes there are some fashion accessories that you can find in our site. CUSTOMER and SUPPLIER INTIMACY -Customer and supplier intimacy strategy use information systems to develop strong ties and loyalty with customers and suppliers. -Customer and supplier...
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...NETFLIX: THE PUBLIC BOX OFFICE FLOP ANS 1. NETFLIX BUSINESS MODEL | Over 12,000 titles | Free Delivery |No late fees | Self addressed envelope |5. Instantly watch movies & TV | | | | | |shows on your PC, Apple iPad, | | | | |Return a viewed movie to get a new|iPod Touch, Sony PS3, etc. | |Create your own list of movie |Can order 4 DVDs at a time in |Keep each movie as long as you want |one from the list | | |online |unlimited plan | | | | | | | | | | | | | | | | | | | | | | | ...
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...Business Model Canvas Alexander Osterwalder Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) ACTIVITIES VALUE Finance Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander...
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...One secret to maintaining a thriving business is recognizing when it needs a fundamental change. 50 Harvard Business Review 1711 Johnson.indd 50 | December 2008 | hbr.org 10/30/08 2:02:02 PM Reinventing Y our Business Model by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann Jim Frazier IN 2003, APPLE INTRODUCED THE IPOD WITH THE ITUNES STORE, revolutionizing portable entertainment, creating a new market, and transforming the company. In just three years, the iPod/iTunes combination became a nearly $10 billion product, accounting for almost 50% of Apple’s revenue. Apple’s market capitalization catapulted from around $1 billion in early 2003 to over $150 billion by late 2007. This success story is well known; what’s less well known is that Apple was not the first to bring digital music players to market. A company called Diamond Multimedia introduced the Rio in 1998. Another firm, Best Data, introduced the Cabo 64 in 2000. Both products worked well and were portable and hbr.org 1711 Johnson.indd 51 | December 2008 | Harvard Business Review 51 10/30/08 2:02:12 PM Reinventing Your Business Model IDEA panies understand their existing busistylish. So why did the iPod, rather than IN BRIEF ness model well enough – the premise the Rio or Cabo, succeed? behind its development, its natural inApple did something far smarter » Breakthrough, game-changing terdependencies, and its strengths...
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...India, which he cofounded with Harvard Business School professor Clayton M. Christensen. He has consulted to Global 1000 and start-up companies in a wide range of industries—including health care, aerospace/defense, enterprise IT, energy, automotive, and consumer packaged goods—and has advised Singapore’s government on innovation and entrepreneurship. Book The book is focused on business model innovation and introducing a simple framework for thinking about potential business model innovations and evaluating the positives and negatives of a potential business model. Then it continues to define the parameters of the ‘white space’, which is the uncharted territory for any organization. This can be either geographical, demographical or product distinctions. Mark W. Johnson understands that white space is difficult to define. Where white space may represent available opportunities outside of one company’s area, those same opportunities may represent the core business for another organization. In the case of a company considering entering a white space, there is the challenge of risk. For many organizations, the risk of failure is considered too great, and many potential new products and markets are missed as a result. The compromise position, taken by many enterprises, is to enter into related markets, adjacent to their core product line. While potentially profitable, the adjacent market doesn’t represent a transformation of the business model in a fundamental way, leaving the company...
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...available resources more efficiently—usually because of superior knowledge and information assets. In any event, they do better in terms of revenue growth, profitability, or productivity growth (efficiency), all of which ultimately in the long run translate into higher stock market valuations than their competitors. But why do some firms do better than others and how do they achieve competitive advantage? How can you analyze a business and identify its strategic advantages? How can you develop a strategic advantage for your own business? And how do information systems contribute to strategic advantages? One answer to that question is Michael Porter's competitive forces model. PORTER’S COMPETITIVE FORCES MODEL Arguably, the most widely used model for understanding competitive advantage is Michael Porter's competitive forces model.This model provides a general view of the firm, its competitors, and the firm's environment. Earlier in this chapter, we described the importance of a firm's environment and the dependence of firms on environments. Porter's model is all...
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...Business Model Canvas Alexander Osterwalder Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander Osterwalder: Business Models Reloaded (SKOLKOVO open lecture) ACTIVITIES VALUE Finance Maxim Arzumanyan, 3rd ISS Student school 2013 Slide from Alexander...
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