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商業(yè)模式創(chuàng)新就是對(duì)企業(yè)以上的基本經(jīng)營方法進(jìn)行變革,。一般而言,，有四種方法：改變收入模式(revenue model innovation)，改變企業(yè)模式(enterprise model),，改變產(chǎn)業(yè)模式(industry model innovation)和改變技術(shù)模式(technology-driven innovation),。
改變收入模式就是改變一個(gè)企業(yè)的用戶價(jià)值定義和相應(yīng)的利潤方程或收入模型。這就需要企業(yè)從確定用戶的新需求入手,。這并非是市場營銷范疇中的尋找用戶新需求,，而是從更宏觀的層面重新定義用戶需求，即去深刻理解用戶購買你的產(chǎn)品需要完成的任務(wù)或要實(shí)現(xiàn)的目標(biāo)是什么,。其實(shí),，用戶要完成一項(xiàng)任務(wù)需要的不僅是產(chǎn)品，而是一個(gè)解決方案(solution),。一旦確認(rèn)了此解決方案,，也就確定了新的用戶價(jià)值定義，并可依次進(jìn)行商業(yè)模式創(chuàng)新,。
國際知名電鉆企業(yè)喜利得公司(Hilti)就從此角度找到用戶新需求,，并重新確認(rèn)用戶價(jià)值定義。喜利得一直以向建筑行業(yè)提供各類高端工業(yè)電鉆著稱,，但近年來,，全球激烈競爭使電鉆成為低利標(biāo)準(zhǔn)產(chǎn)品(commodity)。于是,，喜利得通過專注于用戶所需要完成的工作,，意識(shí)到它們真正需要的不是電鉆，而是在正確的時(shí)間和地點(diǎn)獲得處于最佳狀態(tài)的電鉆,。然而,，用戶缺乏對(duì)大量復(fù)雜電鉆的綜合管理能力,，經(jīng)常造成工期延誤。因此,，喜利得隨即改動(dòng)它的用戶價(jià)值定義,，不再出售而出租電鉆，并向用戶提供電鉆的庫存,、維修和保養(yǎng)等綜合管理服務(wù),。喜利得公司變革其商業(yè)模式，從硬件制造商變?yōu)榉?wù)提供商,，并把制造向第三方轉(zhuǎn)移,，同時(shí)改變盈利模式。戴爾,，沃爾瑪,，道康寧(Dow Corning)，Zara,，Netflix和Ryanair等都是如此而進(jìn)行商業(yè)模式創(chuàng)新,。（中國進(jìn)出口網(wǎng)）
As IBM Business Institute and Harvard Business School professor Christensen said, a company's business model is the basic method of doing business), which contains four parts: customer value proposition, profit formula, value chain location, key resources & processes.
Business model innovation is to change the basic operation methods of enterprises. In general, there are four ways: the revenue model innovation, enterprise model changing, the industry model innovation, and technology-driven innovation.
To change the revenue model is to change the definition of an enterprise’s customer value and the corresponding profit equation or revenue model. This requires companies to determine the user's new demands from the start. This is not looking for the new demands of users in the marketing category, but redefining the user needs in a more macro level, which is a deep understanding of what tasks users need to accomplish or what goals users want to achieve when buying your product. In fact, when users complete a task, they require not only the product, but a solution. once //confirm/i/ied, this solution will determine the new user-defined value, and turn the business model innovation.
From this point, Internationally renowned drill enterprises company Hilti to find the new users’ needs and re-confirm the user-defined value. Hilti has been providing a wide range of high-end industry drills for the construction industry, but in recent years, global competition makes drills become low-interest standard commodity. Thus, by focusing on what needs to be done by users, Hilti realized that what users really want is not a drill, but to get a drill in the best state at the right time and place. However, users have no enough integrated management capabilities of a large number of complex drills, which often results in schedule delays. Accordingly, Hilti immediately changes its user-defined value, no longer sells but rents drill, provides integrated management services such as drill inventory, repair and maintenance. Hilti changes its business model from the hardware manufacturer into a service provider, transfers manufacturing to third parties, and changes the profit model. Dell, Wal-Mart, Dow Corning, Zara, Netflix and Ryanair all make commercial model innovation like this.
