Approaching Business Models from an Economic Perspective II.:
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Singapore
Springer Singapore Pte. Limited
2020
|
| Schlagwörter: | |
| Links: | https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6308681 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Umfang: | 1 Online-Ressource (242 pages) |
| ISBN: | 9789811570582 |
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| 505 | 8 | |a Intro -- Foreword by Zhang Xindong -- Foreword by Zhang Ping -- Contents -- 1 Symbiont: Concepts, Evaluation Criteria and the Three Laws -- 1.1 Symbiont: Sum of Business Models for the Focus Enterprise and Its Stakeholders -- 1.2 Development of Business Model Innovation Thinking from the Symbiont Perspective -- 1.3 Three Divide-and-Reorganize Symbionts and the Three Evaluation Criteria -- 1.4 Summary: The Three Laws of Symbionts -- 2 Symbiont-Based Business Model Design -- 2.1 Traditional School Model of Training Centers -- 2.2 Authorization Model of Training Agencies -- 2.3 Symbiont-Based Business Model Design: Unilateral Platform Model for Training Centers -- 2.4 Business Model Design for a Home Appliance Manufacturer's Community Stores: The Past, Present and Future of Home Appliance Channels -- 3 Engineering Principles for Business Model Design (I): Opportunity Cost Varies When the Same Resources and Capacities Are Owned by Different Stakeholders -- 3.1 Collocation of Resources and Capacities with Stakeholders: One Example Is the Trading Structure Establishment of the China-Africa Photovoltaic Fund -- 3.2 Selection Revenue, Selection Cost and Opportunity Cost -- 3.3 Why Does Opportunity Cost Vary When the Same Resources and Capacities Are Owned by Different Stakeholders? -- 3.4 New Transaction Theory: Exchange, Transaction and Opportunity Cost, Transaction Pricing -- 3.5 Design Tools to Match Resources and Capacities with Stakeholders -- 4 Engineering Principles for Business Model Design (II): Value Enhancement Varies with Different Trading Modes Among Stakeholders -- 4.1 Value Enhancement and Trading Modes -- 4.2 Fulfillment of Trading Modes -- 4.3 Configuration of Trading Modes -- 4.4 Roles of Trading Modes -- 4.5 Relations of Trading Modes -- 4.6 Income and Expenditure Sources of Trading Modes | |
| 505 | 8 | |a 4.7 Means of Income and Expenditure of Trading Modes -- 4.8 Cash Flow Structure of Trading Modes -- 4.9 Extensions of Trading Modes: Division and Reorganization, Selection Profit, etc. -- 5 Engineering Principles for Business Model Design (II): Value Enhancement Varies with Different Attributes of the Transaction Object in the Same Trading Modes -- 5.1 How Attributes Create Value Space: From the Full Life Cycle of Customers to Attribute-Based Creative Pricing -- 5.2 What Is Transaction?-A Look at Transaction Attributes Using the New Transaction Theory -- 5.3 How to Fragment Attributes: Static Composition, Relations Among Components and Value to Others -- Dynamic Implicit and Explicit Attributes, Stock and Flows, etc. -- 5.4 How to Agglomerate Attributes: Superposition, Concomitance, Complementation, Multiplier and Exponential -- 5.5 Attribution Relationship and Interests: Reduction and Extension of Attributes, and Allocation of Residual Income -- 6 Engineering Design Rules for Business Model Design -- 6.1 Design Rule I: Adding or Reducing Stakeholders Can Realize Different Value Enhancement -- 6.2 Design Rule II: Adding or Reducing the Resources/Capacities of Stakeholders Can Realize Different Value Enhancement -- 6.3 Design Rule III: Dividing and Reorganizing the Resources/Capacities of Stakeholders Can Realize Different Value Enhancement -- 6.4 Design Rule IV: Reconfiguring the Resources/Capacities of Stakeholders in Different Trading Modes Can Lead to Different Value Enhancement -- 6.5 Design Rule V: Make Full Use of Existing Stakeholders Resources/Capacities to Generate Greater Value Enhancement, with no Need to Build New Resources/Capacities Combinations -- 6.6 Design Rule VI: Allocating More Residual Income to the Stakeholder and Exercising Greater Influence on Results Can Lead to Higher Value Enhancement | |
| 505 | 8 | |a 6.7 Conclusion: Make Stakeholders, Resources and Capacities Play Proper Roles -- 7 Business Model-Based Financial Accounting -- 7.1 How to Conduct Transaction Pricing for the Construction, Implementation and Reconstruction of Business Models-A Defined Uniform Financial Accounting System -- 7.2 Activity-Based Analysis of Variable Factors and Financial Accounting -- 7.3 Business Model Accounting: Steps and Instances from the Perspective of Symbionts -- 7.4 Application Scenarios of Business Model Accounting -- 8 Symbiont-Based Financial Analysis -- 8.1 What Can Be Seen from the Description of General Financial Indicators and Business Models? It's Necessary to Form a Symbiont-Based Perspective -- 8.2 Four Steps About Financial Analysis of Symbionts -- 8.3 Divergence Between Strong Symbionts and Strong Focus Enterprises: Inner Driving Force and Evolution Path for Business Models -- 8.4 How to Improve Business Models: The Two-Dimensional Comparison Model -- 9 Unilateral Platform Model -- 9.1 Unilateral Platform for International Trade: Li & -- Fung Group -- 9.2 Create New Economies of Scale and Scope: Platform Enterprise and Business Entities on the Unilateral Platform -- 9.3 Division, Reorganization and Transaction Value/Transaction Cost/Transaction Risk -- 9.4 Pricing, Analysis and Applicable Scope of Unilateral Platforms -- 9.5 Design Steps for Unilateral Platforms -- Appendix Components of Business Models Based on Trading Structure -- A.1 Issues Raised -- A.2 Literature Review: Business Model Components Related to Transaction Subject, Mode and Pricing -- A.3 Literature Review: Components Related to Strategy, Organization, Marketing, Operation and Finance -- A.4 Wei and Zhu Six-Element Model: Trading Structure-Based Components of a Business Model | |
| 505 | 8 | |a A.5 Business Model Efficiency and Explanation of "Transaction Content is not a Component of Business Model" -- A.6 Conclusions and Research Prospects -- References | |
| 650 | 4 | |a Strategic planning | |
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Datensatz im Suchindex
| _version_ | 1818989467934916608 |
|---|---|
| any_adam_object | |
| author | Wei, Wei |
| author_facet | Wei, Wei |
| author_role | aut |
| author_sort | Wei, Wei |
| author_variant | w w ww |
| building | Verbundindex |
| bvnumber | BV048223177 |
| classification_rvk | QP 320 QP 360 |
| collection | ZDB-30-PQE |
| contents | Intro -- Foreword by Zhang Xindong -- Foreword by Zhang Ping -- Contents -- 1 Symbiont: Concepts, Evaluation Criteria and the Three Laws -- 1.1 Symbiont: Sum of Business Models for the Focus Enterprise and Its Stakeholders -- 1.2 Development of Business Model Innovation Thinking from the Symbiont Perspective -- 1.3 Three Divide-and-Reorganize Symbionts and the Three Evaluation Criteria -- 1.4 Summary: The Three Laws of Symbionts -- 2 Symbiont-Based Business Model Design -- 2.1 Traditional School Model of Training Centers -- 2.2 Authorization Model of Training Agencies -- 2.3 Symbiont-Based Business Model Design: Unilateral Platform Model for Training Centers -- 2.4 Business Model Design for a Home Appliance Manufacturer's Community Stores: The Past, Present and Future of Home Appliance Channels -- 3 Engineering Principles for Business Model Design (I): Opportunity Cost Varies When the Same Resources and Capacities Are Owned by Different Stakeholders -- 3.1 Collocation of Resources and Capacities with Stakeholders: One Example Is the Trading Structure Establishment of the China-Africa Photovoltaic Fund -- 3.2 Selection Revenue, Selection Cost and Opportunity Cost -- 3.3 Why Does Opportunity Cost Vary When the Same Resources and Capacities Are Owned by Different Stakeholders? -- 3.4 New Transaction Theory: Exchange, Transaction and Opportunity Cost, Transaction Pricing -- 3.5 Design Tools to Match Resources and Capacities with Stakeholders -- 4 Engineering Principles for Business Model Design (II): Value Enhancement Varies with Different Trading Modes Among Stakeholders -- 4.1 Value Enhancement and Trading Modes -- 4.2 Fulfillment of Trading Modes -- 4.3 Configuration of Trading Modes -- 4.4 Roles of Trading Modes -- 4.5 Relations of Trading Modes -- 4.6 Income and Expenditure Sources of Trading Modes 4.7 Means of Income and Expenditure of Trading Modes -- 4.8 Cash Flow Structure of Trading Modes -- 4.9 Extensions of Trading Modes: Division and Reorganization, Selection Profit, etc. -- 5 Engineering Principles for Business Model Design (II): Value Enhancement Varies with Different Attributes of the Transaction Object in the Same Trading Modes -- 5.1 How Attributes Create Value Space: From the Full Life Cycle of Customers to Attribute-Based Creative Pricing -- 5.2 What Is Transaction?-A Look at Transaction Attributes Using the New Transaction Theory -- 5.3 How to Fragment Attributes: Static Composition, Relations Among Components and Value to Others -- Dynamic Implicit and Explicit Attributes, Stock and Flows, etc. -- 5.4 How to Agglomerate Attributes: Superposition, Concomitance, Complementation, Multiplier and Exponential -- 5.5 Attribution Relationship and Interests: Reduction and Extension of Attributes, and Allocation of Residual Income -- 6 Engineering Design Rules for Business Model Design -- 6.1 Design Rule I: Adding or Reducing Stakeholders Can Realize Different Value Enhancement -- 6.2 Design Rule II: Adding or Reducing the Resources/Capacities of Stakeholders Can Realize Different Value Enhancement -- 6.3 Design Rule III: Dividing and Reorganizing the Resources/Capacities of Stakeholders Can Realize Different Value Enhancement -- 6.4 Design Rule IV: Reconfiguring the Resources/Capacities of Stakeholders in Different Trading Modes Can Lead to Different Value Enhancement -- 6.5 Design Rule V: Make Full Use of Existing Stakeholders Resources/Capacities to Generate Greater Value Enhancement, with no Need to Build New Resources/Capacities Combinations -- 6.6 Design Rule VI: Allocating More Residual Income to the Stakeholder and Exercising Greater Influence on Results Can Lead to Higher Value Enhancement 6.7 Conclusion: Make Stakeholders, Resources and Capacities Play Proper Roles -- 7 Business Model-Based Financial Accounting -- 7.1 How to Conduct Transaction Pricing for the Construction, Implementation and Reconstruction of Business Models-A Defined Uniform Financial Accounting System -- 7.2 Activity-Based Analysis of Variable Factors and Financial Accounting -- 7.3 Business Model Accounting: Steps and Instances from the Perspective of Symbionts -- 7.4 Application Scenarios of Business Model Accounting -- 8 Symbiont-Based Financial Analysis -- 8.1 What Can Be Seen from the Description of General Financial Indicators and Business Models? It's Necessary to Form a Symbiont-Based Perspective -- 8.2 Four Steps About Financial Analysis of Symbionts -- 8.3 Divergence Between Strong Symbionts and Strong Focus Enterprises: Inner Driving Force and Evolution Path for Business Models -- 8.4 How to Improve Business Models: The Two-Dimensional Comparison Model -- 9 Unilateral Platform Model -- 9.1 Unilateral Platform for International Trade: Li & -- Fung Group -- 9.2 Create New Economies of Scale and Scope: Platform Enterprise and Business Entities on the Unilateral Platform -- 9.3 Division, Reorganization and Transaction Value/Transaction Cost/Transaction Risk -- 9.4 Pricing, Analysis and Applicable Scope of Unilateral Platforms -- 9.5 Design Steps for Unilateral Platforms -- Appendix Components of Business Models Based on Trading Structure -- A.1 Issues Raised -- A.2 Literature Review: Business Model Components Related to Transaction Subject, Mode and Pricing -- A.3 Literature Review: Components Related to Strategy, Organization, Marketing, Operation and Finance -- A.4 Wei and Zhu Six-Element Model: Trading Structure-Based Components of a Business Model A.5 Business Model Efficiency and Explanation of "Transaction Content is not a Component of Business Model" -- A.6 Conclusions and Research Prospects -- References |
| ctrlnum | (ZDB-30-PQE)EBC6308681 (ZDB-30-PAD)EBC6308681 (ZDB-89-EBL)EBL6308681 (OCoLC)1187162259 (DE-599)BVBBV048223177 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048223177 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T19:38:57Z |
| institution | BVB |
| isbn | 9789811570582 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033603910 |
| oclc_num | 1187162259 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (242 pages) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer Singapore Pte. Limited |
| record_format | marc |
| spelling | Wei, Wei Verfasser aut Approaching Business Models from an Economic Perspective II. Singapore Springer Singapore Pte. Limited 2020 ©2020 1 Online-Ressource (242 pages) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Foreword by Zhang Xindong -- Foreword by Zhang Ping -- Contents -- 1 Symbiont: Concepts, Evaluation Criteria and the Three Laws -- 1.1 Symbiont: Sum of Business Models for the Focus Enterprise and Its Stakeholders -- 1.2 Development of Business Model Innovation Thinking from the Symbiont Perspective -- 1.3 Three Divide-and-Reorganize Symbionts and the Three Evaluation Criteria -- 1.4 Summary: The Three Laws of Symbionts -- 2 Symbiont-Based Business Model Design -- 2.1 Traditional School Model of Training Centers -- 2.2 Authorization Model of Training Agencies -- 2.3 Symbiont-Based Business Model Design: Unilateral Platform Model for Training Centers -- 2.4 Business Model Design for a Home Appliance Manufacturer's Community Stores: The Past, Present and Future of Home Appliance Channels -- 3 Engineering Principles for Business Model Design (I): Opportunity Cost Varies When the Same Resources and Capacities Are Owned by Different Stakeholders -- 3.1 Collocation of Resources and Capacities with Stakeholders: One Example Is the Trading Structure Establishment of the China-Africa Photovoltaic Fund -- 3.2 Selection Revenue, Selection Cost and Opportunity Cost -- 3.3 Why Does Opportunity Cost Vary When the Same Resources and Capacities Are Owned by Different Stakeholders? -- 3.4 New Transaction Theory: Exchange, Transaction and Opportunity Cost, Transaction Pricing -- 3.5 Design Tools to Match Resources and Capacities with Stakeholders -- 4 Engineering Principles for Business Model Design (II): Value Enhancement Varies with Different Trading Modes Among Stakeholders -- 4.1 Value Enhancement and Trading Modes -- 4.2 Fulfillment of Trading Modes -- 4.3 Configuration of Trading Modes -- 4.4 Roles of Trading Modes -- 4.5 Relations of Trading Modes -- 4.6 Income and Expenditure Sources of Trading Modes 4.7 Means of Income and Expenditure of Trading Modes -- 4.8 Cash Flow Structure of Trading Modes -- 4.9 Extensions of Trading Modes: Division and Reorganization, Selection Profit, etc. -- 5 Engineering Principles for Business Model Design (II): Value Enhancement Varies with Different Attributes of the Transaction Object in the Same Trading Modes -- 5.1 How Attributes Create Value Space: From the Full Life Cycle of Customers to Attribute-Based Creative Pricing -- 5.2 What Is Transaction?-A Look at Transaction Attributes Using the New Transaction Theory -- 5.3 How to Fragment Attributes: Static Composition, Relations Among Components and Value to Others -- Dynamic Implicit and Explicit Attributes, Stock and Flows, etc. -- 5.4 How to Agglomerate Attributes: Superposition, Concomitance, Complementation, Multiplier and Exponential -- 5.5 Attribution Relationship and Interests: Reduction and Extension of Attributes, and Allocation of Residual Income -- 6 Engineering Design Rules for Business Model Design -- 6.1 Design Rule I: Adding or Reducing Stakeholders Can Realize Different Value Enhancement -- 6.2 Design Rule II: Adding or Reducing the Resources/Capacities of Stakeholders Can Realize Different Value Enhancement -- 6.3 Design Rule III: Dividing and Reorganizing the Resources/Capacities of Stakeholders Can Realize Different Value Enhancement -- 6.4 Design Rule IV: Reconfiguring the Resources/Capacities of Stakeholders in Different Trading Modes Can Lead to Different Value Enhancement -- 6.5 Design Rule V: Make Full Use of Existing Stakeholders Resources/Capacities to Generate Greater Value Enhancement, with no Need to Build New Resources/Capacities Combinations -- 6.6 Design Rule VI: Allocating More Residual Income to the Stakeholder and Exercising Greater Influence on Results Can Lead to Higher Value Enhancement 6.7 Conclusion: Make Stakeholders, Resources and Capacities Play Proper Roles -- 7 Business Model-Based Financial Accounting -- 7.1 How to Conduct Transaction Pricing for the Construction, Implementation and Reconstruction of Business Models-A Defined Uniform Financial Accounting System -- 7.2 Activity-Based Analysis of Variable Factors and Financial Accounting -- 7.3 Business Model Accounting: Steps and Instances from the Perspective of Symbionts -- 7.4 Application Scenarios of Business Model Accounting -- 8 Symbiont-Based Financial Analysis -- 8.1 What Can Be Seen from the Description of General Financial Indicators and Business Models? It's Necessary to Form a Symbiont-Based Perspective -- 8.2 Four Steps About Financial Analysis of Symbionts -- 8.3 Divergence Between Strong Symbionts and Strong Focus Enterprises: Inner Driving Force and Evolution Path for Business Models -- 8.4 How to Improve Business Models: The Two-Dimensional Comparison Model -- 9 Unilateral Platform Model -- 9.1 Unilateral Platform for International Trade: Li & -- Fung Group -- 9.2 Create New Economies of Scale and Scope: Platform Enterprise and Business Entities on the Unilateral Platform -- 9.3 Division, Reorganization and Transaction Value/Transaction Cost/Transaction Risk -- 9.4 Pricing, Analysis and Applicable Scope of Unilateral Platforms -- 9.5 Design Steps for Unilateral Platforms -- Appendix Components of Business Models Based on Trading Structure -- A.1 Issues Raised -- A.2 Literature Review: Business Model Components Related to Transaction Subject, Mode and Pricing -- A.3 Literature Review: Components Related to Strategy, Organization, Marketing, Operation and Finance -- A.4 Wei and Zhu Six-Element Model: Trading Structure-Based Components of a Business Model A.5 Business Model Efficiency and Explanation of "Transaction Content is not a Component of Business Model" -- A.6 Conclusions and Research Prospects -- References Strategic planning Geschäftsmodell (DE-588)7737985-8 gnd rswk-swf Geschäftsmodell (DE-588)7737985-8 s DE-604 Zhu, Wuxiang Sonstige oth Lin, Guiping Sonstige oth Erscheint auch als Druck-Ausgabe Wei, Wei Approaching Business Models from an Economic Perspective II Singapore : Springer Singapore Pte. Limited,c2020 9789811570575 |
| spellingShingle | Wei, Wei Approaching Business Models from an Economic Perspective II. Intro -- Foreword by Zhang Xindong -- Foreword by Zhang Ping -- Contents -- 1 Symbiont: Concepts, Evaluation Criteria and the Three Laws -- 1.1 Symbiont: Sum of Business Models for the Focus Enterprise and Its Stakeholders -- 1.2 Development of Business Model Innovation Thinking from the Symbiont Perspective -- 1.3 Three Divide-and-Reorganize Symbionts and the Three Evaluation Criteria -- 1.4 Summary: The Three Laws of Symbionts -- 2 Symbiont-Based Business Model Design -- 2.1 Traditional School Model of Training Centers -- 2.2 Authorization Model of Training Agencies -- 2.3 Symbiont-Based Business Model Design: Unilateral Platform Model for Training Centers -- 2.4 Business Model Design for a Home Appliance Manufacturer's Community Stores: The Past, Present and Future of Home Appliance Channels -- 3 Engineering Principles for Business Model Design (I): Opportunity Cost Varies When the Same Resources and Capacities Are Owned by Different Stakeholders -- 3.1 Collocation of Resources and Capacities with Stakeholders: One Example Is the Trading Structure Establishment of the China-Africa Photovoltaic Fund -- 3.2 Selection Revenue, Selection Cost and Opportunity Cost -- 3.3 Why Does Opportunity Cost Vary When the Same Resources and Capacities Are Owned by Different Stakeholders? -- 3.4 New Transaction Theory: Exchange, Transaction and Opportunity Cost, Transaction Pricing -- 3.5 Design Tools to Match Resources and Capacities with Stakeholders -- 4 Engineering Principles for Business Model Design (II): Value Enhancement Varies with Different Trading Modes Among Stakeholders -- 4.1 Value Enhancement and Trading Modes -- 4.2 Fulfillment of Trading Modes -- 4.3 Configuration of Trading Modes -- 4.4 Roles of Trading Modes -- 4.5 Relations of Trading Modes -- 4.6 Income and Expenditure Sources of Trading Modes 4.7 Means of Income and Expenditure of Trading Modes -- 4.8 Cash Flow Structure of Trading Modes -- 4.9 Extensions of Trading Modes: Division and Reorganization, Selection Profit, etc. -- 5 Engineering Principles for Business Model Design (II): Value Enhancement Varies with Different Attributes of the Transaction Object in the Same Trading Modes -- 5.1 How Attributes Create Value Space: From the Full Life Cycle of Customers to Attribute-Based Creative Pricing -- 5.2 What Is Transaction?-A Look at Transaction Attributes Using the New Transaction Theory -- 5.3 How to Fragment Attributes: Static Composition, Relations Among Components and Value to Others -- Dynamic Implicit and Explicit Attributes, Stock and Flows, etc. -- 5.4 How to Agglomerate Attributes: Superposition, Concomitance, Complementation, Multiplier and Exponential -- 5.5 Attribution Relationship and Interests: Reduction and Extension of Attributes, and Allocation of Residual Income -- 6 Engineering Design Rules for Business Model Design -- 6.1 Design Rule I: Adding or Reducing Stakeholders Can Realize Different Value Enhancement -- 6.2 Design Rule II: Adding or Reducing the Resources/Capacities of Stakeholders Can Realize Different Value Enhancement -- 6.3 Design Rule III: Dividing and Reorganizing the Resources/Capacities of Stakeholders Can Realize Different Value Enhancement -- 6.4 Design Rule IV: Reconfiguring the Resources/Capacities of Stakeholders in Different Trading Modes Can Lead to Different Value Enhancement -- 6.5 Design Rule V: Make Full Use of Existing Stakeholders Resources/Capacities to Generate Greater Value Enhancement, with no Need to Build New Resources/Capacities Combinations -- 6.6 Design Rule VI: Allocating More Residual Income to the Stakeholder and Exercising Greater Influence on Results Can Lead to Higher Value Enhancement 6.7 Conclusion: Make Stakeholders, Resources and Capacities Play Proper Roles -- 7 Business Model-Based Financial Accounting -- 7.1 How to Conduct Transaction Pricing for the Construction, Implementation and Reconstruction of Business Models-A Defined Uniform Financial Accounting System -- 7.2 Activity-Based Analysis of Variable Factors and Financial Accounting -- 7.3 Business Model Accounting: Steps and Instances from the Perspective of Symbionts -- 7.4 Application Scenarios of Business Model Accounting -- 8 Symbiont-Based Financial Analysis -- 8.1 What Can Be Seen from the Description of General Financial Indicators and Business Models? It's Necessary to Form a Symbiont-Based Perspective -- 8.2 Four Steps About Financial Analysis of Symbionts -- 8.3 Divergence Between Strong Symbionts and Strong Focus Enterprises: Inner Driving Force and Evolution Path for Business Models -- 8.4 How to Improve Business Models: The Two-Dimensional Comparison Model -- 9 Unilateral Platform Model -- 9.1 Unilateral Platform for International Trade: Li & -- Fung Group -- 9.2 Create New Economies of Scale and Scope: Platform Enterprise and Business Entities on the Unilateral Platform -- 9.3 Division, Reorganization and Transaction Value/Transaction Cost/Transaction Risk -- 9.4 Pricing, Analysis and Applicable Scope of Unilateral Platforms -- 9.5 Design Steps for Unilateral Platforms -- Appendix Components of Business Models Based on Trading Structure -- A.1 Issues Raised -- A.2 Literature Review: Business Model Components Related to Transaction Subject, Mode and Pricing -- A.3 Literature Review: Components Related to Strategy, Organization, Marketing, Operation and Finance -- A.4 Wei and Zhu Six-Element Model: Trading Structure-Based Components of a Business Model A.5 Business Model Efficiency and Explanation of "Transaction Content is not a Component of Business Model" -- A.6 Conclusions and Research Prospects -- References Strategic planning Geschäftsmodell (DE-588)7737985-8 gnd |
| subject_GND | (DE-588)7737985-8 |
| title | Approaching Business Models from an Economic Perspective II. |
| title_auth | Approaching Business Models from an Economic Perspective II. |
| title_exact_search | Approaching Business Models from an Economic Perspective II. |
| title_full | Approaching Business Models from an Economic Perspective II. |
| title_fullStr | Approaching Business Models from an Economic Perspective II. |
| title_full_unstemmed | Approaching Business Models from an Economic Perspective II. |
| title_short | Approaching Business Models from an Economic Perspective II. |
| title_sort | approaching business models from an economic perspective ii |
| topic | Strategic planning Geschäftsmodell (DE-588)7737985-8 gnd |
| topic_facet | Strategic planning Geschäftsmodell |
| work_keys_str_mv | AT weiwei approachingbusinessmodelsfromaneconomicperspectiveii AT zhuwuxiang approachingbusinessmodelsfromaneconomicperspectiveii AT linguiping approachingbusinessmodelsfromaneconomicperspectiveii |