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论文编号：	382
作者编号：	052273
上传时间：	2008/1/7 17:30:05
中文题目：	滨海航母主题公园商业模式研究
英文题目：	A study for the Business Model
指导老师：	张玉利
中文关键字：	商业模式;价值链;滨海航母主题公
英文关键字：	Business Model;Value Chain;Bin
中文摘要：	商业模式（Business Model）正在日益受到业界的关注，并成为目前创业管理研究领域中的一个热点。许多创业者都将商业模式视作通向成功的敲门砖，试图通过设计独特的商业模式赢得风险投资家的青睐，实现自己的创业梦想。 事实上，在当今竞争日益激烈的动态复杂环境下，不管是刚起步的小公司还是业务遍布全球的跨国集团，商业模式都在变得愈来愈重要，企业之间的竞争已不再局限于单纯的产品或价格层面，而转向以商业模式为核心的各种创新层面上。越来越多的企业意识到，必须依靠更具创业精神的行动与优良的商业模式，并对商业模式不断创新，才可能获得持续的竞争力。 本文以商业模式作为选题，在梳理国内外相关理论的基础上，明确了商业模式的定义和组成要素，探索了商业模式创新的途径，接着以自己熟悉的一个企业——滨海航母主题公园为例，运用商业模式的组成要素框架及管理学的相关理论对其价值链和商业模式进行了分析，指出其商业模式存在的不足，并针对不足提出了四个方面的改善建议，最后，适应商业模式的改进措施的实施需要，指出企业当前需要加强的运营管理工作重点。具体内容分而述之如下： 全文共分为三个部分，第一部分为全文的理论基础，包括第一章和第二章。第一章主要对选题背景、研究目的与意义等的进行了说明，指出商业模式并非一个全新的概念，而是“一个古老分析工具的新名称”。第二章对商业模式现有的研究成果进行了回顾，对商业模式的定义分别经济类、运营类和战略类等进行了阐述，指出理论界关于商业模式内涵正由经济、运营层次向战略层次延伸,即由初期从企业自身出发关注产品、营销、利润和流程,逐渐开始转向关注顾客关系、价值提供乃至市场细分、战略目标、价值主张等。在商业模式的组成要素问题上，本文坚持加里•哈默尔的观点，认为商业模式的关键组成要素有四个：即核心战略、战略资源、顾客界面和伙伴网络。其中核心战略包括企业使命、产品和市场定位、差异化基础等；战略资源包括核心能力、关键资产；顾客界面包括顾客实现和支持、定价结构等；伙伴网络则主要包括供应商、其他伙伴等。与此四大要素密切相关还有三个联系界面：即战略资源与伙伴网络之间的企业边界界面、核心战略与战略资源之间的构造界面和顾客界面和核心战略之间的顾客界面。此外，对商业模式的创新途径进行了归纳：指出四条主要创新途径：即基于核心战略、基于核心资源、基于顾客利益和基于伙伴网络的商业模式创新途径，为后面的研究提供了理论基础。 第二部分即文章的第三章，主要对滨海航母主题公园现有的商业模式进行了深入分析。文章首先对滨海航母主题公园的概况进行了介绍，接着对其价值链进行了分析，指出其辅助活动中的企业基础设施、人力资源及基本活动中的市场销售、服务为目前公司的薄弱环节。第二节则运用加里•哈默尔关于商业模式的组成要素框架理论，对滨海航母主题公园的商业模式进行了剖析，指出目前存在的问题：由于缺乏娱乐项目，游客只能被动静态参观，航母园区内游客二次消费明显不足，游客资源浪费严重；选址时出于成本考虑而选择汉沽区，但该地区周边配套短期内很难完善，交通极为不便，影响游客的到访率；融资方式单一、经营净现金流量为负导致公司存在较大的财务风险；营销部门职能模糊以及推销观念占居主导地位等因素导致的营销工作简单粗放。 第三部分为第四章，主要从四个方面阐述了滨海航母主题公园商业模式的创新途径：第一、重新定义细分市场。主要包括采取“一园多主题”的定位模式、赋予主题的独特个性和文化内涵以及注重区域内产业的关联度等，通过变目前单一的“军事”主题定位为“一园多主题”的定位模式，一方面便于发展商分步开发，另一方面，相比单一的“军事”主题，可以更好的满足不同的游客需要，有利于吸引更多的游客入园。第二、改善顾客的支持体系。随着游客消费观念的转变和成熟度的提高，游客的需求也越来越个性化，因此，重视对游客价值的理解并体现到日常工作中去，从而建立对顾客的回应处理和支持体系，为顾客提供全方位的服务支持，使他们更好地消费、体验。这对任何一个旅游企业而言都是至关重要的，并直接影响游客的重游率。第三，加强收益管理。在对游客流进行科学分析与预测的基础上合理地细分市场，以动态调整的价格、新的产品或更优质的服务等，使主题公园充分利用现有的资源产生出最大化的收益，可采取重新设计收益模式、制定灵活的价格体系和完善产业价值链等措施。第四，发展独特的伙伴网络。企业一般不具备执行所有任务所需的资源，因此它们要与其他合作伙伴一起才能完成整个供应链中的各项活动。在很多时候，企业独自做所有事情并不明智，因为完成一项产品或交付一种服务的很多工作，对构建竞争优势都不太重要，即企业的关键价值链总是很有限的。企业必须发展独特的伙伴网络。 第四部分为文章的最后一章，主要阐述了适应创新商业模式的要求，滨海航母主题公园日常运营管理的重点工作，包括三个方面内容：即调整组织架构、创新营销策略和加强人力资源管理。现有组织架构的不合理，造成了公司资产管理不顺，日常协调成本过高，效率低下。同时公司营销策略过于简单，业务部门对外销售各自为政，销售部负责团体，策划部负责散客，经营部负责商品和游艺，客服部负责导游等，难以形成系统的营销方案，而人力资源管理方面则亟需完善业绩考核制度和人才培养机制。
英文摘要：	Business Model is increasing the industry's concerns and become a hot spot in the field of entrepreneurship management studies. Many entrepreneurs will be leading to the successful business model as a stepping stone to success, and try to design a unique business model to win the favor of the venture capitalists, to realize their entrepreneurial dreams. In fact, in today's increasingly competitive environment, for a small start-up company or worldwide multinational for businesses, business models are becoming increasingly important. Competition among enterprises is no longer limited to pure product or price structure, but there is a shift in the innovative dimensions at the core of the business model. More and more enterprises realize that, they must rely on a more entrepreneurial spirit of action and excellent business model, and can be sustained competitiveness through the innovation of business model. This paper, which topic is about the business model, has a clear definition of the business model and its components on the basis of domestic and foreign theory. And the paper explores innovative ways of the business model from four areas, and then it utilizes Binhai Aircraft Carrier Theme Park as an example to analysis and discuss. With the framework of business models and management theory, the value chain and business model of the Theme Park is analyzed. Then the paper point out the deficiencies of the Theme Park’s business model, also it comes up with four aspects for improvement of these deficiencies. For the Theme Park, at final, the four important areas of the current operating management are put forward, which is the requirement for the smooth implementation of the business model’s improving measures. Specific content and the main points of the paper are summarized below: The paper consists of four parts. The first part is the basis for the paper, including Chapter I and Chapter II. Chapter I, which includes the main topics, background, the purpose and significance of the paper, point out that business model is not a new concept, but "a new name of the ancient analytical tool." In Chapter II, the existing research results of the business model are reviewed, while the definition of business model is primarily through economic category, operations and strategic category. It explains that in the theoretical circle the connotation of the business model is changed from the economic, operational level extension to the strategic level, that is, from the enterprise's own concern about products, marketing, profits and processes, they gradually turn their attention to the customer relationship, market segmentation, strategic objectives, value proposition, and so forth. On the issue of the constituent components on the business model, the paper tend to agree with theory of Gary Hamel, who think that there are four major components in the business model: the core strategy, strategic resources, customer interface and value network. The core strategy includes the business mission, product and market scope, the basis for differentiation, and so forth; strategic resources, including core competencies, the strategies assets and core processes; customer interface, including fulfillment and support, pricing structure, and so forth; value network, including suppliers, partners and coalitions. On the other hand, according to Hamel these four major components are linked together by three 'bridge' components: 1. Configuration: Intermediating between a company's core strategy and its strategic resources is first bridge component; 2. Customer Benefits: Intermediating between the core strategy and the customer interface is second bridge component; 3. Company Boundaries: Intermediating between a company's strategic resources and its value network is third bridge component. Moreover, in Section Three of Chapter II, the innovative method of business models is summarized that through four ways mainly: based on the core strategy, based on core resources, based on the interests of customers and value network-based business model innovation, providing a theoretical foundation for the following research. Chapter III, as the second part of this paper, mainly analyses the existing business model of Binhai Aircraft Carrier Theme Park, and points out its existing problems. In this chapter, theme park on the coastal carrier is briefly introduced at first, and then the value chain is analyzed in the second section. Meanwhile it points out the current weak links, which includes the enterprise infrastructure of its ancillary activities, human resources, basic marketing activities and the service of company. In the third section, using the Hamel’s theory of the business model, there analyze the existing business model of Binhai Aircraft Carrier Theme Park, and point out that its current problem, which include in the four main areas: visitors can only passive visit because of the lack of entertainment, meanwhile the obvious shortage of secondary consumption result in that the visitors resource utilization is at a low ratio; the inconvenience traffic to the Theme Park where is in the Hangu district reduce the number of the visitors, and that problem is difficult to solve at a short term; the financial risk is large in the business process, because of the negative short-term net cash flow and single financing source for the company; the marketing strategy is simple, the functions of the marketing departments are not clear, and the concept of marketing is not implemented with efficiency. Chapter 4 focuses on the existing problems on business model of Binhai Aircraft Carrier Theme Park; it expounds the four possible approaches of innovation. The first approach is to redefine the market segments. That is, designing multi-tone for the park, assigning it unique features and cultural component and focusing on the correlation of every region. Through changing from the current single "military" theme to a multi-tone park mode, on the one hand it facilitate the step-by-step development of producer; on the other hand, compared to a single "military" theme, it could better meet the different demands of visitors and would be conducive to attracting more visitors. The second approach is to improve customer service system. With the changes of conception and the improvement of maturity in the customer’s consumption, the customer’s demand is more and more personalized. Therefore, the day-to-day work should emphasis on adapting itself to suit the value of customers. So the customer support system should be established, which would provide a full range services for customer. And there should enable the customer to better consumption and entertainment. These services are utmost important to any tourism enterprise, and should be impact on the number of visitors. The third approach is to strengthen management of the revenue. The footfall of the visitors should be exactly analyzed and accurately predicted. And on the basis of these data, the marketing segmentation could be precisely achieved. Further more, through using the dynamic price, products and services, there would enable the Park to fully utilize existing resources and the elements which would produce the maximum profit. At the same time, there are also other measures, such as redesigning the revenue model, establishing the flexible price system and improving the industry value chain. The fourth approach is to develop a unique value network. Enterprises generally do not have the necessary resources to implement the entire task, so that they should together with the other partners to complete the assignment of the whole supply chain. In many cases, enterprises do all things alone is not wise, because there are a lot of work to the completion of a product or a service. These are not very important to build competitive advantage, that is, the key value chain to enterprise always very limited. Therefore the company must develop a unique value network. Chapter V describes the main day-to-day operations on the management in Binhai Aircraft Carrier Theme Park, which is for the requirements of the innovative business models. The operations are mainly in the following three aspects: the organizational structure adjustment, innovative marketing strategies and strengthen human resources management. The existing organizational structure is unreasonable, which result in the high cost and low efficiency in the company's day-to-day coordination work. But also the marketing operations are not efficiently assigned, for example, Sales Department is responsible for the wholesale, Planning Department is responsible for the individual, Trading Department is responsible for goods and entertainment, Customer Service Department is responsible for tour guides, and so on. And the extensive human resources management originates from the lack of an effective mechanism for the performance evaluation and the personnel training and improving mechanism.
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