contextualization of business models

Theroleof thebusinessmodelin

capturingvaluefrominnovation:evidence

fromXeroxCorporation’stechnology

spin-off companies

HenryChesbroughandRichardS.Rosenbloom

Thispaperexplorestheroleofthebusinessmodelincapturingvaluefromearlystage technology.A successfulbusinessmodelcreatesaheuristiclogic that

connectstechnicalpotentialwiththerealizationofeconomicvalue.Thebusinessmodelunlockslatentvaluefromatechnology,butitslogicconstrainsthesubsequent search fornew,alternative models forothertechnologieslateron—an

implicitcognitivedimensionoverlookedinmostdiscourseonthetopic.Weexplorethe intellectualroots of theconcept, offera working definitionand show howthe

XeroxCorporationarosebyemployinganeffectivebusinessmodeltocom-

mercializeatechnologyrejectedbyotherleadingcompaniesoftheday.WethenshowthelongshadowthatthismodelcastuponXerox’slatermanagementof

2023·07 英语世界According to Lauren Bravo’s book, How to Break Up with Fast Fash-ion, we only wear 10–20 percent of the clothes in our closets on a daily basis. Patrick Robinson—a designer who has transformed global brands such as Gior-gio Armani, Perry Ellis, and the Gap—has made it his mission to change how we approach consumerism and our closets.2 For over 25 years, Robinson helped haute-couture and other fashion brands to revamp and rethink their business models. “On paper, I was thriving,” he explained. “I was making good money. I was run-ning global businesses and leading design teams in Tokyo, London, New York. But I was also making more clothes than any-one on Earth could possibly wear.”3 “I felt like I was lying. I was talking out of both sides of my mouth1. On the one hand, I believed in sustainability, ethical labor practices, and community. But neither my businesses nor my ac-Paskho’s Regenerative Business Model帕什科的再生商业模式文/露蒂·科恩布拉特–斯捷 译/冯懿By Ruthie Kornblatt-Stier

IBM Business Consulting Services

To determine heat map priorities, executives will typically

consider the following questions. Which components

differentiate them most significantly in the marketplace?

Which components have the most dramatic impact

on their ability to maintain and grow margins? Which

components offer significant cost and capital optimization

opportunities?

For example, near-term changes that enhance the firm’s

strategic differentiators are likely to be designated as

“hot” areas. Parts of the business that already resemble

components, such as shared service centers, may also

be early priorities. Quick wins are typically found when

disparate and duplicate functions are consolidated into

true operational components. Efficiencies gained in the

first round of componentization can be used to support

商业模式翻译

商业模式（Business model）是指企业为了实现商业目标而制定的一套经营规则、方法和流程。它涉及到企业如何创造价值、如何交付价值以及如何捕获价值的问题。

商业模式是企业运营的核心，它决定了企业的盈利方式、发展方向以及市场竞争力。一个成功的商业模式应该能够满足市场需求，创造独特的价值，并具备可持续发展的能力。

商业模式可以分为不同的类型，常见的有产品销售模式、订阅模式、广告模式、平台模式等。不同的商业模式适用于不同的企业和行业，需要根据企业的特点和市场需求来选择。

商业模式的制定需要考虑多个因素，包括企业的资源和能力、市场竞争情况、消费者需求、经济环境等。制定商业模式时，企业需要明确自己的核心竞争力，确定自己的市场定位，找到自己的差异化竞争优势。

商业模式的翻译可以根据具体语境选择不同的译法。常见的翻译有“business model”、“commercial model”、“business plan”、“business strategy”等。在具体翻译时，需要根据上下文意思和表达方式选择最合适的译法。

商业模式的翻译也可以参考已有的案例和经验。例如，互联网企业的商业模式常被称为“互联网+”模式，即将互联网与传统行业相结合，创造新的商业模式。这种翻译方式在一定程度上能够传达出商业模式的特点和意义。

总之，商业模式是企业成功的关键之一，它决定了企业的盈利能力和竞争力。在制定商业模式时，企业需要考虑多个因素，并选择合适的模式来实现商业目标。商业模式的翻译需要根据具体语境选择适当的译法，以传达出商业模式的意义和特点。