商业模式创新外文文献翻译
文献信息：文献标题：Business Model Innovation: It’s Not Just about Technology Anymore（商业模式创新：超越技术问题）国外作者：Henry Chesbrough文献出处：Strategy & Leadership, 2007(6) Vol.35:12-17字数统计：英文1764单词，9111字符；中文2436汉字外文文献：Business Model Innovation: It’s Not Just about Techno logyAnymoreWhat is a business model?Every company has a business model, whether they articulate it or not. At its heart, a business model performs two important functions: value creation and value capture. First, it defines a series of activities, from procuring raw materials to satisfying the final consumer, which will yield a new product or service in such a way that there is net value created throughout the various activities. This is crucial, because if there is no net creation of value, the other companies involved in the set of activities won’t participate. Second, a business model captures value from a portion of those activities for the firm developing and operating it. This is equally critical, for a company that cannot earn a profit from some portion of its activities cannot sustain those activities over time.There can be real tensions between the aspects of a business model that create value and those that help to capture a portion of that value. A high-value proprietary technology, for example, easily earns a profit for the firm, if alternatives offer lesser value. But in many circumstances customers are reluctant to buy such products (because of price, limited availability, or delivery or service issues).Yet making thetechnology more open, which makes it more appealing to customers, makes it harder to capture value from the offering. So these offsetting factors must be balanced. How to define a business model? The term ‘‘business model’’ is often used, but not often clearly defined. Richard S. Rosenbloom, Professor Emeritus of Harvard, and I have developed a specific working definition (see Exhibit 1).A better business model often will beat a better idea or technology.One benefit of this working definition is that each of its six parameters identifies where innovation might generate new value in an industry.Value proposition. The GE Aircraft engines unit crafted an innovative value proposition when they shifted from selling airlines jet engines to selling them flight hours. This shifted the risk of downtime from the airline customer to GE, and enabled GE to establish a very profitable service operation.Target market. Ryanair, a growing European discount airline, innovated a different target market by going after leisure travelers, instead of the usual business travelers.Value chain. Wal-Mart (which targeted an innovative market by going after underserved rural communities in its early days) is celebrated for its management of its supply chain.Revenue mechanism(s). Xerox got its start in the copier business by leasing its copiers, instead of selling them. Air Products gets paid for the delivery of its industrialgases right to the manufacturing station inside the plant, instead of by the box car.Value network or ecosystem. Ryanair again innovated here, by striking novel arrangements with underutilized regional airports. Ryanair gets a percentage of concession sales at these airports, and in some circumstances even gets paid for landing passengers at the airports.Competitive strategy. One interesting aspect of business models is how difficult it is for others to imitate them. Many airlines have tried to emulate Southwest’s low cost approach. Most of their attempts have not fared well. Copying the Southwest model apparently creates too many co nflicts with the airlines’ established business model.Thus this working definition points the way to certain improvements that can be made to a business model. But more can be done to improve a specific business model if managers think of stages of business model advancement. The Business Model Framework (BMF) is a model that sequences possible business models from very basic (and not very valuable) models to far more advanced (and very valuable) models. Using the BMF, companies can assess where their current business model stands in relation to its potential and then define appropriate next steps for the further advancement of that model.The Business Model FrameworkType 1 – Company has an undifferentiated business modelThe vast majority of companies operating today do not articulate a distinct business model, and lack a process for managing it. These companies are operating with Type 1 business models. A business using the undifferentiated model competes on price and availability, and serves customers who buy on those criteria. In a word, firms utilizing Type 1 business models are selling commodities, and are doing so in ways that are no different from many, many other firms. They often are caught in the ‘‘commodity trap’’. Think of restaurants and barbe r shops as examples of this commodity model.Type 2 – Company has some differentiation in its business modelIn companies using Type 2 business models, the company has created some degree of differentiation in its products or services. This differentiation can also lead to a different business model from that of the Type 1 company, allowing the company to target a customer other than those that buy simply upon price and availability (such as a performance-oriented customer). This allows the Type 2 company to serve a different and less congested market segment from that served by its Type 1 counterpart.The Type 2 company may lack the resources and staying power to invest in the supporting innovations to sustain its differentiated position. This gives rise to the pattern of so-called ‘‘one hit wonders’’, where a company or inventor has a successful first product, but is unable to follow up this success with additional products of similar success. Many technology startup companies fall into this type.Type 3 – Company develops a segmented business modelThe company now can compete in different segments simultaneously. More of the market is thus served, and more profit is extracted from the market as well. The price sensitive segment provides the volume base for high volume, low cost production. The performance segment supplies high margins for the business. Other niches can now be addressed, creating a stronger presence in the distribution channels. The firm’s business model now is more distinctive and profitab le, which supports the firm’s ability to plan for its future via product and technology roadmaps.While its greater level of planning helps the Type 3 company avert the one-hit wonder syndrome, problems still remain. The Type 3 firm remains vulnerable to any major new technical shift beyond the scope of their current business and innovation activities, and also to major shifts in the market. Think of a mature, vertically integrated industrial company, as an example of this kind of model. Or in the IT space, think of an ERP system that is deeply connected to business processes, but has few ways to link in other software on top of its own code.Type 4 – Company has an externally aware business modelIn this business model, the company has started to open itself to external ideas and technologies in the development and execution of the business. This unlocks asignificantly greater set of resources available to such a company.The roadmaps of the Type 4 firm provide a shopping list of needs within the firm for external ideas and technologies. Relationships with outsiders help identify external projects that fulfill some of these needs. This reduces the cost of serving the business, reduces the time it takes to get new offerings to market, and shares the risks of new products and processes with external parties.Internal roadmaps are now shared with suppliers and customers on a frequent basis. This enables the firm to make much more systematic use of innovative ideas from suppliers and from customers. It also allows suppliers and customers to plan their own activities in concert with the innovative activities of the firm. Companies that make it a practice to share real-time information with their suppliers exemplify this approach.Type 5 – Company integrates its innovation process with its business model In a Type 5 model, the company’s business model now plays a key integrative role within the company. Suppliers and customers now enjoy formalized institutional access to the firm’s innovation process, and this access is now reciprocated by the suppliers and customers. Customers and suppliers now share their own roadmaps with the company, giving the company much better visibility into the customers’ future requirements.In this stage, companies begin to experiment more directly with the business model itself. Type 5 companies now take the time to understand the supply chain all the way back to the basic raw materials, as they look for major technical shifts or cost reduction opportunities. Type 5 companies also invest substantial resources to study ‘‘the customer’s customer’’ to learn about the deeper unmet needs and opportunities in the market. Some experimentation is conducted on alternative distribution channels, and indeed, upon alternative configurations of the business model. Companies that are moving from offering products to offering services, and are bringing in external technologies to support this new approach are examples of Type 5 models.Type 6 –Company’s business model is an adaptive platformThe Type 6 business model is an even more open and adaptive model than types4 or 5. This ability to adapt requires a commitment to experimentation with one or more business model variants. This experimentation can take a number of different forms. Some companies utilize corporate venture capital as a means to explore alternative business models in small startup companies. Some utilize spin-offs and joint ventures as means to commercialize technologies outside of their own current business model. Some have created internal incubators to cultivate promising ideas that are not yet ready for high volume commercialization.In Type 6 firms, key suppliers and customers become business partners, entering into relationships in which both technical and business risk may be shared. The business models of suppliers are now integrated into the planning processes of the company. The company in turn has integrated its business model into the business model of its key customers. Intel, Microsoft and Wal-Mart are examples here.One important capability that enables this integration of business models throughout a value chain is the ability of the company to establish its technologies as the basis for a platform of innovation for that value chain. In this way, the company can attract other companies to invest their resources, expanding the value of the platform without consuming extra investment by the platform maker. For example, anyone making software for PCs, accessories for iPods, or games for cell phones is indirectly contributing to the value of each of these platforms.中文译文：商业模式创新：超越技术问题商业模式的定义每个公司都有其商业模式，无论他们是否能清楚地表明。
O2O商业模式和团购网站外文文献翻译2014年译文3100字
O2O商业模式和团购网站外文文献翻译2014年译文3100字This article discusses the development of O2O (online-to-offline) business models and group purchasing。
O2O refers to the XXX。
Group purchasing。
on the other hand。
involves a group of XXX.XXX the rise of O2O business models in China。
which has been driven by the country's large n。
high。
n rate。
and increasing demand for convenience。
O2O platforms have emerged in us industries。
including food delivery。
XXX。
XXX.The article then goes on to explain how group purchasing has e a popular feature of many O2O platforms。
as it allows consumers to save money while also increasing the volume of sales for XXX。
Group purchasing also helps to build customer loyalty and generate word-of-mouth marketing.XXX O2O platforms and group purchasing face。
including XXX。
regulatory issues。
and the need to maintain high levels of customer XXX。
众筹商业模式外文文献翻译最新译文字数3000多字
众筹商业模式外文文献翻译最新译文字数3000多字The concept of crowdfunding has gained significant n in recent years as a new business model for raising funds。
This paper explores the origin and general history of development of crowdfunding。
The model involves a trinity of the raise of the people。
intermediary agencies。
and investors。
The structure and process of the model are analyzed from a logical point of view。
based on the value discovery。
value matching。
and value for three levels。
The theoretical analysis of the business model highlights its potential to promote entrepreneurship and n。
However。
as a new business model。
crowdfunding is still in its infancy and requires further n and n。
Legal risks also exist in the process of practice and must be carefully studied and guarded against.Keywords: Crowd funding。
Business model。
Value logic2 Background and history of crowdfundingCrowdfunding has its roots in the concept of crowdsourcing。
Overview-of-business model商业模式概述毕业论文外文文献翻译及原文
毕业设计（论文）外文文献翻译文献、资料中文题目：商业模式概述文献、资料英文题目：Overview of business model 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14英文原文Overview of business modelA business mode l describes the rationale of how an organization creates, delivers, and captures value[1] (economic, social, or other forms of value). The process of business model construction is part of business strategy.In theory and practice the term business model is used for a broad range of informal and formal descriptions to represent core aspects of a business, including purpose, offerings, strategies, infrastructure, organizational structures, trading practices, and operational processes and policies. The literature has provided very diverse interpretations and definitions of a business model. A systematic review and analysis of manager responses to a survey defines business models as the design of organizational structures to enact a commercial opportunity[2]. Further extensions to this design logic emphasize the use of narrative or coherence in business model descriptions as mechanisms by which entrepreneurs create extraordinarily successful growth firms [3].Whenever a business is established, it either explicitly or implicitly employs a particular business model that describes the architecture of the value creation, delivery, and capture mechanisms employed by the business enterprise. The essence of a business model is that it defines the manner by which the business enterprise delivers value to customers, entices customers to pay for value, and converts those paymentsto profit: it thus reflects management’s hypothesis about what customers want, how they want it, and how an enterprise can organize to best meet those needs, get paid for doing so, and make a profit.[4]Business models are used to describe and classify businesses (especially in an entrepreneurial setting), but they are also used by managers inside companies to explore possibilities for future development. Also, well known business models operate as recipes for creative managers.[5] Business models are also referred to in some instances within the context of accounting for purposes of public reporting.Over the years, business models have become much more sophisticated. The bait and hook business model (also referred to as the "razor and blades business model" or the"tied products business model") was introduced in the early 20th century. This involves offering a basic product at a very low cost, often at a loss (the "bait"), then charging compensatory recurring amounts for refills or associated products or services (the "hook"). Examples include: razor (bait) and blades (hook); cell phones (bait) and air time (hook); computer printers (bait) and ink cartridge refills (hook); and cameras (bait) and prints (hook). An interesting variant of this model is Adobe, a software developer that gives away its document reader free of charge but charges several hundred dollars for its document writer.In the 1950s, new business models came from McDonald's Restaurants and Toyota. In the 1960s, the innovators were Wal-Mart and Hypermarkets. The 1970s saw new business models from FedEx and Toys R Us; the 1980s from Blockbuster, Home Depot, Intel, and Dell Computer; the 1990s from Southwest Airlines, Netflix, eBay, , and Starbucks.Today, the type of business models might depend on how technology is used. For example, entrepreneurs on the internet have also created entirely new models that depend entirely on existing or emergent technology. Using technology, businesses can reach a large number of customers with minimal costs.Business model frameworksThere are various ways to define and conceptualize business models. In the following some of these conceptualizations are introduced.Business model canvasBusiness Model Canvas: Nine business model building blocks, Osterwalder, Pigneur, & al. 2010[1]Osterwalder's work [1][6] propose a single reference model, called Business Model Canvas based on the similarities of a wide range of business model conceptualizations. It is nowadays one of the most used frameworks for describing the elements of business models.With this business model design template, an enterprise can easily describe their business model. Aspects of the template are Infrastructure, Offering, Customers, Finances, etc.Other approaches•Business reference modelBusiness reference model is a reference model, concentrating on the architectural aspects of the core business of an enterprise, service organization or government agency.•Component business modelTechnique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise strategy with the organization's capabilities and investments, identify redundant or overlapping business capabilities, etc.Although Webvan failed in its goal of disintermediating the North American supermarket industry, several supermarket chains (like Safeway Inc.) have launched their own delivery services to target the niche market to which Webvan catered.•Industrialization of services business modelBusiness model used in strategic management and services marketing that treats service provision as an industrial process, subject to industrial optimization proceduresBusiness ModellingBusiness Modelling is an important tool to capture, design, innovate and transform the business.[7] However, in order to transform ones organization and align them to ones business model, a business model should not be seen separately, but in connection with[8]:A step-by-step roadmap that describes the synergy and context between BusinessModel and alignment of Strategy Map, Scorecards, etc. into the organization.•The main business goals of the organization, e.g. strategic business objectives, critical success factors and key performance indicators, which a holisticbusiness model approach should include.•The main business Issues/pain points and thereby organizational weakness, which a holistic business model approach should include for they represent the threat to the company’s business model.• A clear cause and effect linkages between the competencies, desired outcomes and performance measurements e.g. scorecards.•An emphasis on business model management and thereby a continuous improvement and governance approach to the business model.•The business maturity level, in order to develop the organizationrepresentation of core differentiated and core competitive competencies[linked to strategy], which is a basis for building a business model as they therepresent some of the most important sources of uniqueness. These are thethings that a company can do uniquely well, and that no-one else can copyquickly enough to affect competition.•Linkages among competences and competency development.•The possible value creation and realization of the organization.•The information flow, and thereby information need for effective and efficient decision making.Such a holistic approach would help clarify both intent and sources of synergy and disconnect between business model, strategy, scorecards, information, innovation, processes and IT systems. This includes architectural alignment as well as business transformation and value and performance views. Such dialogues allow Executives to use the business model with their business alignment.Theoretical and empirical insights to business modelsDesign Logic and Narrative CoherenceDesign logic views the business model as an outcome of creating new organizational structures or changing existing structures to pursue a new opportunity. Gerry George and Adam Bock (2011) conducted a comprehensive literature review and surveyedmanagers to understand how they perceived the components of a business model. In that analysis, these authors show that there is a design logic behind how entrepreneurs and managers perceive and explain their business model. In further extensions to the design logic, George and Bock (2012) use case studies and the IBM survey data on business models in large companies to describe how CEOs and entrepreneurs create narratives or stories in a coherent manner to move the business from one opportunity to another. They also show that when the narrative is incoherent or the components of the story are misaligned that these businesses tend to fail. They recommend ways in which the entrepreneur or CEO can create strong narratives for change.Business Model 2.0Chen (2009) pointed out that the business model in the twenty-first century has to take into account the capabilities of Web 2.0, such as collective intelligence, network effects, user generated content, and the possibility of self-improving systems. He suggested that the service industry such as the airline, traffic, transportation, hotel, restaurant, Information and Communications Technology and Online gaming industries will be able to benefit in adopting business models that take into account the characteristics of Web 2.0. He also emphasized that Business Model 2.0 has to take into account not just the technology effect of Web 2.0 but also the networking effect. He gave the example of the success story of Amazon in making huge profits each year by developing a full blown open platform that supports a large and thriving community of companies that re-use Amazon’s On Demand commerce services.[9]Complementarities of business models between partnering firmsStudying collaborative research and the accessing of external sources of technology, Hummel et al. (2010) found that in deciding on business partners, it is important to make sure that both parties’ business models are complementary[10]. For example, they found that it was important to identify the value drivers of potential partners by analyzing their business models, and that it is beneficial to find partner firms that understand key aspects of our own firm’s business model.[11]ApplicationsMalone et al.[12] at MIT found that some business models, as defined by them, indeed performed better than others in a dataset consisting of the largest U.S. firms, in the period 1998 through 2002, while they did not prove whether the existence of a business model mattered.The concept of a business model has been incorporated into certain accounting standards. For example, the International Accounting Standards Board (IASB) utilizes an "entity's business model for managing the financial assets" as a criterion for determining whether such assets should be measured at amortized cost or at fair value in its financial instruments accounting standard, IFRS 9.[13][14][15][16] At least two members of the U.S. based Financial Accounting Standards Board (FASB) have expressed the position that the business model of an entity should be used as a criterion for the classification of financial liabilities.[17] The concept of business model has also been introduced into the accounting of deferred taxes under International Financial Reporting Standards with 2010 amendments to IAS 12 addressing deferred taxes related to investment property.[18][19][20]Both IASB and FASB have proposed using the concept of business model in the context of reporting a lessor's lease income and lease expense within their joint project on accounting for leases.[21][22] The concept has also been proposed as an approach for determining the measurement and classification when accounting for insurance contracts.[23][24] As a result of the increasing prominence the concept of business model has received in the context of financial reporting, the European Financial Reporting Advisory Group (EFRAG), which advises the European Union on endorsement of financial reporting standards, commenced a project on the "Role of the Business Model in Financial Reporting" in 2011.[25]Examples of Business modelsIn the early history of business models it was very typical to define business model types such as bricks-and-mortar or e-broker. However, these types usually describe only one aspect of the business (most often revenue model). Therefore, more recent literature on business models concentrates on describing business model as a whole instead of one most visible aspect. Following examples provide an overview for various business model types that have been in discussion since the invent of term business model:中文译文商业模式概述商业模式业务模型描述了如何创建组织的理由，提供和捕捉价值（经济，社会，或其他形式的价值）。
商业模式创新英语
商业模式创新英语Business Model InnovationBusiness model innovation is the process of creating new ways to generate revenue and deliver value to customers. It involves rethinking the traditional way of doing business and finding new opportunities for growth and profitability. In today's rapidly changing business environment, companies need to constantly evolve their business models to stay competitive and meet the changing needs of customers. This can involve introducing new products or services, entering new markets, or finding more efficient ways to deliver value.There are several key elements to consider wheninnovating a business model:1. Customer Value Proposition: This is the core of any business model and involves understanding what customers need and delivering it in a way that is unique and valuable. This can involve creating new products or services, or finding new ways to solve customer problems.2. Revenue Model: This is how the company generates revenue from its products or services. It could be through one-time sales, subscription-based services, or other innovative pricing models.3. Value Chain: This is the series of activities that a company performs to deliver a valuable product or service to its customers. Business model innovation can involve rethinking this value chain to make it more efficient or to deliver more value to customers.4. Market Positioning: This involves understanding the competitive landscape and finding a unique position in the market that sets the company apart from its competitors.5. Operating Model: This is how the company organizesits resources and capabilities to deliver on its value proposition. Business model innovation can involve finding new ways to organize the company's resources to be more efficient or to deliver more value to customers.There are several examples of companies that have successfully innovated their business models. One notable example is Netflix, which started as a DVD rental service and evolved into a streaming service. This shift in theirbusiness model allowed them to reach a wider audience and become a dominant player in the entertainment industry.Another example is Airbnb, which disrupted the hotel industry by creating a platform for individuals to rent out their homes to travelers. This new business model created a new way for people to find accommodations and became a major player in the travel industry.In China, the e-commerce giant Alibaba has innovated its business model by creating a platform that connects buyers and sellers, as well as offering financial services and cloud computing. This has allowed Alibaba to become one of the largest and most successful companies in the world.In conclusion, business model innovation is crucial for companies to stay competitive and meet the changing needs of customers. By rethinking the way they create value, generate revenue, and deliver products and services, companies can find new opportunities for growth and profitability. It is important for companies to constantly evaluate their business models and be willing to make changes in order to stay relevant in today's dynamic business environment.商业模式创新商业模式创新是创建新的收入来源和为客户提供价值的方式的过程。
餐饮O2O商业模式创新团购网站外文文献翻译
餐饮O2O商业模式创新团购网站外文文献翻译The O2O industry is growing rapidly。
but many businesses are still struggling to turn a profit。
However。
the emergence of big data presents a new opportunity for the restaurant O2O industry。
This paper aims to analyze the current restaurant O2O business model and explore the potential of utilizing big data to design a new。
model。
By examining the value of this new n-making method。
we hope to develop an innovative restaurantO2O business model.Keywords: Big data。
Restaurant O2O。
Business model。
n mechanism1.nThe O2O industry is a rapidly growing sector that connects online and offline businesses。
However。
many O2O businesses have yet to find a sustainable way to generate profits。
With the rise of big data。
the restaurant O2O industry can now leveragethis technology to develop new business models。
众筹商业模式外文文献翻译最新译文字数3000多字
文献出处标题：The research of Crowd funding business model作者：Schwienbacher A期刊：HANDBOOK OF ENTREPRENEURIAL FINANCE；卷5，期6，页码：31-41. 原文The research of Crowd funding business modelSchwienbacher AAbstractThis paper describes the concept of crowd funding，explores its origin and general history of development, raise business model for the raise of the people, the intermediary agencies and investors trinity, analyzes the structure and process of logical point of view, based on the value from the value discovery, value matching and value for three levels to raise business model has carried on the theoretical analysis, the summary of outstanding to raise the advantage of the business model is to promote the entrepreneurship and innovation. As a new business model, the raise pattern is still in its infancy, the need to explore and perfect, we need to seriously study and guard against legal risks exist in the process of practice.Keywords: Crowd funding; Business model; Value logic1 The overview of crowd funding business modelThe raise business model (crowd funding business model), and for the masses to raise, the offering, or the harmony, is the package (crowd sourcing) business model variation, meaning creative or small micro enterprise project sponsors (raise) in pass intermediary structure (the platform) raise identity, after checking on the website of the raised platform to establish their own page, used to (investor) is introduced to the public project, and to the public to raise microfinance or seek other material support. The cash held by the raised platform at first, not directly to raise hands. If project to raise funds in the target period, the project financing is successful, the cash account, by the raised platform transfer to raise people stay after the successful implementation of the project, financing of project implementation physical or nonphysical result feedback to the investor, and the raised platform is by accepting and audit financingideas, sorting the investor information, monitor the use of the cash, tutoring program operation and value activities, such as public project implementation results drawn from the cash a percentage of the service fee as income. If the target within the time limit to raise funds, not the cash will be the raised platform back to the investor, the project sponsor is need to start a new round of financing activities or abort the financing.As a business model, the raise pattern completely accords with the core of enterprise value creation logic, namely value found (financing) and the investor's investment and financing demand, value matching (cooperation with business partners), value acquisition (with financing into profit).Raise business model at present, the practice was still in the stage of grope and start, domestic and foreign academic circles to raise the study of the theory of the business model is the blank. Therefore, to the system research not only helps to grasp the development and trend of business model, raise more helps to provide a research perspective and methodology. For the corporate world, helps to provide a kind of brand-new commercial logic of thinking, the promotion of business model innovation and practice.2 The origin and development of the raise business modelThe prototype of the raise dates back to the 18th century, when many literary works are all rely on a method called "order" (subscription).Mozart, Beethoven, for example, take this way to raise money, they went to the subscriber, the subscriber to provide them with money, when the work is complete, the subscriber will get a book to write with their name, or a copy of the score of concerto, or can be a concert of the first listeners. A similar situation and church donation, fundraising campaign, etc., but the phenomenon of the raise no complete system, also shall return of investors, is not in conformity with the characteristics of business model.The raise as a business model originating in the United States, it has been more than 10 years of history. In recent years, the mode in Europe and the United States ushered in the golden stage, with the accelerating development speed and outside countries and regions in Europe and the United States also spread quickly. Massolution in 2012, the United States, research institutions around the world carriedout a survey on the raise field. Results showed that the annual global the raised platform financing amount is $2.8 billion, and in 2011 only 14. $700 million. In 2007, fewer than 100 of the world all the raised platform, by the end of 2012 has exceeded 700.On December 27, 2012, Forbes released a report in the United States, the report predicts that: in 2013, the raised platform of the world's total will reach $6 billion; To the second quarter of 2013, the global the raised platform will increase to 1500.In the future, the raise pattern will become the main way of project financing.In European and American countries of the raised platform, was established in April 2009 the Kickstarter most representative. As of 2012, the platform release number 27086, among them, the successful projects in 11836, project a total of $99344382, to participate in a toll on support for the project investment has exceeded 3 million, 2012 annual revenues of more than $5 million. For a enterprises at the start-up stage, the data proved that the raise is a positive and promoting business model.In 2011 started to appear the similar Kickstarter the raised platform. According to incomplete statistics, at present a bit of time, building blocks, JUE. SO wait for all sorts of different direction and the characteristics of more than 10 on the raised platform. The above line in May 2011 call time. By the end of 2011, has been raised for 57 project named time they need the money, the amount from thousands of yuan to hundreds of thousands of yuan, and received $500000 in angel investment from Taiwan.At present, the cultural creativity industry financing raise business platform is the start of the main content. As America's first giant Kickstarter, the raised platform is still in music, movies, cartoons and other related to the project. According to statistics, in 2012, nearly 30% raise successful Kickstarter project belongs to music class. Domestic situation, too, for example, as of August 2012, in "roll call" website successful implementation of the project design class has 94, film and television class 32, music class 18, while technology only 13.From the point of absolute number, 60% - 70% of the project can be belong to cultural creativity industry category.3 The raise construction of business modelThe raise in a sense, is a kind of Web3.0, it makes the social network and the majority of people support a few "fundraising way crossing, or P2B platform through the P2P protocol mechanism between different individuals to make the financing ways and means possible. Raise business model to build the project sponsor (raise), public (investor) and intermediary institutions (the platform) raise the three organic component.3.1 The project sponsorProject is to have clear goals, you can do with specific completion time of public welfare activities, such as creating album, publishing books or some kind of electronic products. Project is not in stock, bonds, dividends, interest, and other forms of money in return. Project sponsor must have certain conditions (such as nationality, age, bank accounts, qualifications and record of formal schooling, etc.), with 100% of the autonomy of the project, uncontrolled, completely independent. The project sponsor to sign a contract with agency (the raised platform), clearly the rights and obligations of both sides. Project sponsor is usually need the creative to solve the problem of money or small micro enterprise entrepreneurs, but also have individual companies to strengthen communication and user experience, in achieving financing goals at the same time, strengthen the raise pattern, such as market research, product pre-sales and promote extending function, called on the public as a project sponsor (potential customers) in product research and development, manufacture and popularization, in order to gain better market response.3.2 The public (investor)Public (investor) is often a large number of Internet users, and they use online payment for your interested in creative projects for small investment, every investor has become the "angel". After the successful implementation of the project, the public investment for the investor's return is not a return of funds, and may be a product samples, such as a Pebble watch, may also is a concert tickets or a CD. Investor funding creative process is the process of its consumer funds moved forward, it can not only improve the efficiency of production and sales, produce originally relying on traditional investment and financing mode to launch new products, also meet theinvestor as a user of niche, detailed and personalized consumer demand.3.3 Intermediaries (the raised platform)Intermediaries are the builders of the raised platform and project sponsors supervisors and mentors, guardians or the interests of the investors. The characteristics of multiple identities determine the intermediary institutions (the platform) raise the function of the complex, the responsibility is significant. First of all, the raised platform to have network technical support, according to the relevant laws and regulations, with the method of virtual work, put the project sponsor ideas and the financing needs information in virtual space, the implementation of this process is the premise of a detailed before the project online real-name audit, and ensure that all the raise business model research content integrity, executable and valuable, and make sure no violation of program rules and requirements. Secondly, after the success of the project financing to supervision, coaching and controls the project smoothly. Finally, when the project can't perform, and the raised platform has responsibility and obligation to supervise the project sponsor a refund for the investor.4 The legal risk and prevention of crowd funding business modelAs a kind of brand-new business model, and the raise of business model appears to reduce the difficulty of startup funding, but to the public investors, because they do not have full information of the project, leads to a lack of investment risk forecast, increase the investment risk. For the project sponsor, in order to raise success, they need the project to show to the public via the Internet, the Internet's openness and real-time characteristics make project information spread quickly, once a popular project, will be quickly imitated and mass production, this makes the project sponsors cannot get effective protection of intellectual property rights. To raise business model in the existing in the practice of the legal risks, we need to seriously study and prevention. The author thinks that can from three aspects, avoid and guard against legal risks that may occur:4.1 Suggest risk and disclosure of informationThe platform has the obligation to rise on its web site detailed operation procedure and standard of the project, especially in a prominent position to the public(investor) suggest possible legal risk, clear the legal responsibilities and obligations of the parties and may be some disputes over the treatment method.4.2 Ensure the safety of fundsMoney safe and orderly management of project is not only the raised platform of its obligations, and is an important method of guard against its own legal risk. The link with the raised platform involving money, such as fundraising, deduct a percentage of the service from the public, to the project sponsor or returned to the public funding of advance payment, etc., to strict management, strengthen self-discipline, and external supervision mechanism can be introduced when necessary.4.3 Actively communicate with the government, perfect the legal regulation as soon as possibleThe raise business model is a kind of investment activities involving hundreds of thousands of people, belong to the partnership of relatively loose, the probability of a dispute is very high, and through the network to build the trust of the foundation is weak, once appear, capital use or profit distribution problems, contradictions broke out easily. This requires the raised platform need to actively communicate with the competent department of the government, has obtained the corresponding policy guidance, legal, regulatory or project for the record, and resolving fuzzy zone grope for the legal risks in law.译文众筹商业模式研究Schwienbacher A摘要本文分析了众筹的概念，论述了众筹的起源与发展的基本状况，对众筹商业模式中的筹资人、中介机构和出资人三位一体的结构与流程进行了分析，基于价值逻辑角度，从价值发现、价值匹配和价值获取三个层面对众筹商业模式进行了理论分析，总结出众筹商业模式的优势在于促进微创业和激励创新。
The role of the business model in capturing value文献翻译
商业模式的目的是从创新中获取价值：
从施乐公司的技术衍生公司得到的证据
Henry Chesbrough and Richard S. Rosenbloom
本文探讨了商业模式在早期的技术获取价值的作用。
一个成功的商业模式创立了一个试探逻辑，通过经济价值的实现来连接技术的潜力。
该商业模式从科技中开启了潜在的价值，但是它的逻辑约束了之后新的探索，以后关于这个话题的其他技术的供代替选择的模型的隐含的认知维度在大多数的演讲中被忽视。
我们探索概念的知识基础，提供了一个工作定义并且展示了施乐公司是如何通过采用一种有效的商业模式并把被当代其他领先企业拒绝了的技术商业化脱颖而出的。
我们接下来说明了这个模式对施乐公司后选择的分拆公司施乐帕洛阿尔托研究
中心的管理中影响深远。
施乐公司通过自己的商业模式的技术潜力评估这些副产品,而那些成功的副产品的发展的商业模式与施乐的有实质的不同。
向一个失败的商业模式搜索和学习是非常有效的，相反，则是相当有限的。
O2O商业模式及发展策略外文翻译文献
O2O商业模式及发展策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：O2O Business Patterns and Developing StrategiesCasillas J C.AbstractTo most of people, O2O (Offline to Online) it is not difficult to understand. More than a decade ago, that is, a Brick and Click formulation, actually that is the prototype of the O2O.With the further development of electricity, and in recent years, mobile Internet is beyond ordinary people imagine the pace of development, make O2O business model more rich, let more O2O mentioned. However, the majority of O2O discussion often too shallow layers. Therefore, it is necessary to understand the O2O business model, and think about effective O2O strategy.Key words: O2O business pattern; Electronic commerce; Development strategy1 IntroductionO2O mainly depending on the degree of active network goods to complete the construction of the actual goods store, carry, people can choose their own goods at home at any time and complete the related transactions, then can enjoy the activities of the entity stores offer directly. The basic existing way is to use a discount, sales information andservice standard of complete online business structure transformation. This is like is the center of the network as offline trading platform, the shop which can be realized using this channel, assures the consumer also dispense with the trouble that the entity shop and the goods directly to screening, this convenient service process started by most Internet users, and promote its has been towards larger scale expansion and development.2 The background and objectives of O2OIs the background of the O2O business model, in addition to pure Offline business or community, other business or community may have Offline (Offline) and Online (Online) two pieces, need to get through. Current situation is that many businesses online and offline business/community contact closely, even fragmented, online and offline business or community to enterprises' development is adverse, it also clearly against the idea of integrated marketing communications. In fact, online and offline play a different role respectively, through each other can make offline and online resources play to their respective characteristics, respectively, the two sides form partnerships, so more conducive to the comprehensive development of the enterprise, to produce more benefits. In the end of the O2O fundamental goal is to get through offline and online. From the concrete situation, O2O is divided into the development of new customers and retaining old customers two stage, two stages have different goals. For the new customer development stage, the main target of the O2O has two kinds: one kind is drainage to offline, another kind is the drainage to online. For retaining old customers stage, O2O's main goal is to let the offline and online through each other, and form can continue to a virtuous cycle of the closed loop, let the customer constantly shuttling between online and offline.O2O combination of four different business model for the application of the O2O, one thing must first clear train of thought, namely the O2O are contain both online and offline business or community enterprise, its have four kinds of offline online portfolio model.First, there is "online + offline consumption/community".This is a must to offline consumption O2O mode, online mainly online interactions, and conduct some discount or promotional activities. This model adapted to the consumption must personally to the scene of hotel, catering and other fields.The second categor y is "+ offline/online consumer community”. This is a kind of onlinesales only O2O mode, online and online communication or promotion effect, offline mainly face-to-face interaction or live show. Under this model adapted to the wireless stores only online store of pure online electricity field.The third kind is "consumption/community + offline/online communities”. This is a kind of online and offline sales O2O mode at the same time, the demand of online and offline interactions, online and offline can discount or promotional activities, respectively. This model adapted to the online store and offline store area.The fourth class for "online + offline community”. This is a no sales O2O mode, suitable for offline and offline communication interactive social platform.If the careful analysis of online consumer/community, its may be divided into multiple positions, such as official website/online store, mobile APP/mobile online store and the official account of all kinds of social networking sites, and the drainage problem between them. Whether the above what combination of O2O business model, are need to drainage of new customers and retain old customers. Just, drainage could be launched in online or offline. From a new customer online by drainage could lead to the offline or online, the drainage from offline launch will new customers to online (from offline drainage to offline does not belong to the scope of this article).When a new customer is led to the offline or online platform, there needs to be optimized registration and service process, and force them into your real customers, and start spending or integrated into the community. Then, the focus of the target is to let the person has become a customer willing to long-term consumption or use your community, and make them willing to online and offline in the closed loop back and forth.3 Analysis of the actual effect of O2O business modelIn electronic commerce management structure, the user account's actual position is more important, the specific influence of preferential treatment and services of different businesses have a more comprehensive and scientific information, at the same time able to quickly complete a commodity consulting and reservation process, and use the price lower than entity shop to complete the scene; Involved to provide a specific service businesses, for their own marketing products provide an opportunity for you to show more often, to absorb more number of customers, the actual transaction records can query at any time, and improvethe advice given by the user requirements, the number of the old customer maintenance and marketing meaning added a significant support effect. Through the effective function of online booking, at the same time can be done to the reasonable arrangement of business activities, as far as possible to reduce the cost of waste, to ensure that the actual economic benefits rise. For own O2O system platform, user everyday to achieve a certain understanding of the standard of living, etc, it can be more reasonable to provide preferential, consumer protection, such as information, to promote the strength of complement and validation are presented, can attract a large number of merchants to join, virtually development power for their own ads.4 The development strategy of the O2O business modelO2O drainage priority is initiated by the offline, drew customers to online official website/online store, mobile APP/mobile site, or the official account of all kinds of social networking sites. If it is normal by online and offline drainage to main approach usually has three types: one is online advertising stimulus, which can provide or corresponding code, at the same time for the customer to enter or take pictures, obviously the latter is more popular at present, because the former input more trouble;2 it is offline word-of-mouth, drive potential customers own way Internet search to find the corresponding online store or community; Three is to provide can use coupons in the online offline. If it is a consumer business by online and offline drainage to also need move customer eventually led to the official online store or online store.Consumer drainage, in addition to the above strategy, can also have other two kinds of method: one is through in the subway station or bus station and other public space to establish a virtual supermarket, potential customers to purchase through or code into the corresponding page; The second is through direct or code provide payment type, complete consumption directly.Initiated by online drainage is usually divided into two categories: one is online drainage to online, online drainage to offline. If it is from online drainage to online, the latter may be the same official website/online store, mobile APP/mobile site, or the official account of all kinds of social networking sites, while the former may come from other online platform. The method and the above from offline drainage to online, just advertising, website,or codes and coupons can directly provide online, operation more convenient. If it is from online drainage to offline, mainly means usually has three types: one is posted online coupons can be used for offline; The second is to pay attention to consumption or online offline can give you a discount after an account given gifts; Three is to design sweepstakes, ask some of the links need to be done offline. Have to remind again that drainage is just the first step of O2O, the corresponding web site or community, must constantly optimize service process, to attract potential customers to register and real consumption. Obviously, simple, practical or affordable, plus the aforementioned advertising, word of mouth or coupons, is to attract potential customers to register and consumption power.O2O operation strategy of retaining old customers, retaining old customers O2O operation strategy in many things like above drainage strategy, but the main goal is to let customers to become your loyal customers for a long time, can long-term consumption or use community, best can have higher single for a long time consumption and consumption frequency, or can become active community customers for a long time, and on the premise of necessary and reasonable, voluntary to wander in offline and online platform. Here let customer voluntary, reasonably necessary to offline or online, you will need to understand the following business logic.To the above the first "online and offline consumption/community" O2O business portfolio model, for example, to think seriously about, why and how to let the customer from online to offline? Why and how to let the customer from offline to online? In the first kind of O2O mode, because of your service must be offline to consumption, and faithful old customer, finally must also from online to offline, otherwise unable to realize the real consumption, even cannot be called a loyal customers. So how to make old customer from online to offline? This question is really a problem how to make the old customer repeated consumption. Mainly classic a few action: it is a new product or service, the second is integral offers or promotions, three is timed to use coupons. But, these things can be online is widely spread, and often have a virus or word of mouth effect, to stimulate customers to offline repeated consumption. On the other hand, the model of why let customer back online? Interaction between main purpose may be to let the customer, provide after-sales or additional services to the customers, allow customers to share the good experience, and thus word-of-mouth effect. So how to let the customer to return to the online, some is the onlineservice value or more than the imagination, stimulate customer share online outside surprised; Others are organized by merchants draw or game, make customer help expand enterprise brand communication range.5 ConclusionsNetwork consumer market space is more and more broad, visible O2O service activity is how has the existence value, in attracting customers and merchants main premise, complete the internal economic strength, the comprehensive function is the most direct embodiment of the current network marketing link, and also the important basis of late e-commerce reform.译文：O2O商业模式及策略摘要对于许多人而言，O2O（Offline to Online）并不难理解。
商业银行创新发展中英文对照外文翻译文献
外文文献原文及翻译商业银行创新发展中英文对照外文翻译文献(文档含英文原文和中文翻译)商业银行创新发展中英文对照外文翻译文献Capability Development: Commercial BanksAbstractThe competitive strategies of Thai banks during the transformative period brought some successes and some failures associated with payment systems. In this chapter we show how banks, ranked among the largest in the world, devised and pursued innovation strategies. This allows us to contrast the competitive strategies of first movers, dominant market players, re-engineering leaders, and innovative state banks. The cases illustrate the relationship between innovation and banking leadership in the country. In the final section we assess the common characteristics of these approaches and present some lessons that can be applied by other commercial banks seeking to use IT to gain competitive advantage.Siam Commercial BankSiam Commercial Bank was officially established in 1906, following its transformation from a …Book Club‟ set-up in 1904. The Book Club, which was a private trust, formed the modern basis of the bank, providing basic banking functions such as deposits, loan extensions, and foreign exchange. It was operated by local people and primarily served Thai and Chinese clients in the local business community. The bank became the first Thai commercial bank formed after the first foreign bank, Hong Kong Shanghai Banking Corporation, began operations in the country in 1888. Most importantly, it has served as a model for many Thai commercial banks in the early and modern periods. In 1996, the bank was ranked the fourth largest Thai commercial bank in terms of total assets, and the 211th largestRole of ITSiam Commercial Bank has been progressive in the use of IT through senior-level management support which has helped shape its visions and strategies. For example, the active involvement of the chief executive officer has led to investments in data warehousing technology to learn more about the bank and, more importantly, customer information (The Asian Banker 1997b). Furthermore, the chief executive officer has clearly defined two main objectives in the use of IT: (1) to facilitate daily banking activities between the bank and customers, and (2) to develop new methods in delivering financial services (SCB Technologies 1996a).More interestingly, the bank surprised the banking community in early-1998 by announcing an increased investment in its IT budget by 2–3% over its 900 million baht investment in the previous year (Bangkok Post 1998b). This was despite the country‟s financial crisis which caused a change in the excha nge rate regime, the devaluation of the local currency, and the cutting of costs across companies. In response to the financial crisis, the bank established a non-profit organisation to serve as a job placement centre for potential employers and employees, while also providing language and computer training for unemployed IT professionals (Bangkok Post 1997n).Bank functions related to IT are mainly organised in the technology group. In addition, the information system audit department located within the human resource and control group also has a technological role. The technology group, following the initiation of ideas in the early-1980s and a reorganisation in 1996, reports directly to the bank‟s chief executive officer, and is divided into five main uni ts (SCB Technologies 1996b).商业银行创新发展中英文对照外文翻译文献Firstly, the technology policy division overlooks broad technological developments and provides a centre of co-ordination. It prepares and monitors policies, plans, and the bank‟s expenditures in IT. Secondly, the system engin eering department develops, implements, tests, operates, and maintains the bank‟s computer systems. Thirdly, the technology and process engineering department overlooks the management of the bank‟s two main computer centre, controls the operating systems, and manages the bank‟s data warehouse located in mainframe computers. It also overlooks the purchase of computer equipment. Fourthly, the business relations department manages the bank‟s call centre, promotes the use of IT in the bank and to the public, an d finally, overlooks the bank‟s customer information facility system, credit monitoring, and collection system, and black list system. And lastly, the applied technology department conducts research into the use of new information technologies, maintains computer software, and manages computer hardware, software, and communication standards. This last function has played a particularly important role in building and strengthening bank capabilities and is discussed later.Bank Automation and InnovationComputers were first introduced in 1975. This mainly supported deposit functions located at the bank‟s head office. Early use of IT was extended to more sophisticated bank operations, and financial products and services. The pioneering ATM provided a new method of delivering payment services and was widely adopted by other local commercial banks which diffused nation-wide accordingly. In the 1990s, the bank once again became a pioneer in introducing on-line electronic banking communications in Thailand, particularly in tele-banking and infobanking systems.The bank introduced two major changes in the early 1990s. They were the adoption of customer-based business process management and organisational restructuring at the bank‟s head office. Price Waterhouse was co ntracted to advise on improving the bank‟s commercial lending and counter services, for which the consultants studied customer requirements and modified the bank‟s work processes to help address their needs. This partly resulted in the increased use of IT.A project called “relationship banking 2020” (RB 2020) was initiated jointly with IBM to help shift the bank‟s focus from an account-based to a customer-based system. RB 2020 restructured the way retail banking was delivered to bank customers since the early 1970s, and pioneered an analytical capability that assists in identifying the most suitable services for a specific target group of customers. This project, introduced in early 1996, was to be widely diffused and installed in over 400 bank branches nation-wide.The bank also adapted and applied object-oriented technology to support the delivery of financial services. For example, loan authorisation systems were built based on expert systems which has decision-making capabilities based on a 100-points scale. If a loan application scored high points, the computer approvedthe loan. Otherwise, an average or low score further considered or rejected the application accordingly. Furthermore, the bank built a mobile loan authorization system which efficiently analysed and approved a customer loan application data, following on-line verification by portable computers with its head office. Such services provided new channels for delivering financial services and improved customer convenience.Information technology was also applied to improve personnel management and商业银行创新发展中英文对照外文翻译文献staff promotion (SCB Technologies 1996c). In 1994, the bank‟s human resource and control group introduced a personnel IS that recorded all personnel particulars including education, work experience, and training. Thereafter, an employee promotion system was successfully introduced in 1995. This was aimed to support the bank‟s concept of a learning organisation. The second system was later enhanced to support decision-making in personnel promotion, and was aimed to make personnel information widely available to specific bank departments and branches located nation-wide.Bangkok BankBangkok Bank was established by the Sophonpanich family in 1944 and is the largest Thai commercial bank, enjoying wide recognition regionally and internationally. In 1996, it was ranked the largest Thai commercial bank in assets, and the 121th largest international commercial bank (KTB 1997; The Banker 1997). The bank was also recognised by IBCA, a leading rating institution in Europe, to be the world‟s second most profitable bank in 1994–1995. In 1995, the bank was presented with an award for excellence as the “Best Domestic Bank” in Thailand (Euromoney 1995), having been the largest commercial bank in Southeast Asia, and having expanded its international operations, particularly in the Indo-Chinese region and in the People‟s Republic of China.Role of ITBangkok Bank‟s chairman, together with senior-level management, have clearly defined the bank‟s future theme as being focused on electronic banking and IT which is in support of providing innovative financial services and generating fees-basedincome (Bangkok Post 1997p). Such a technologically oriented theme was well supported with regular five-year technological improvement plans. For example, an approximate sum of 400–500 million baht was allocated, as of 1998, for the replacement of computer hardware and software among the bank‟s nation-wide branches. Nevertheless, the bank‟s senior vice president (SVP) for systems development suggests that the support of such a strategy involves not only investments in IT.IT related functions of the bank are located within a technology division which is part of broader support service operations. This includes other …housekeeping‟ divisions like financial information services, operation, general service, and personnel. In the technology division, there are two departments headed by an executive vice president in charge, including the system development, and information-processing departments, which are, in turn, headed by senior vice presidents and managers.The application of satellite technology supported branch banking in the provincial areas. In addition, this supplemented the use of telephone lines in such remote areas which were inadequate in number and were also relatively unreliable. Therefore, the bank innovated by combining two types of technologies – satellite and microwave technologies. The bank‟s senior EVP for support service operations further explains the potential and problems in this choice of innovation.Sources of InnovationThe sources of innovation can be grouped in four main areas. The first and most important source is bank personnel. At the organisational level, the bank introduced a range of policies and programmes aimed at promoting the quality of staff and services.商业银行创新发展中英文对照外文翻译文献Since the bank began to use computers in the early 1970s, employees working in a particular department became familiar with their tasks, leading to user-driven innovation. Departmental employees, who are owners of specific job functions, gained familiarity with particular routines and used them as a basis for defining user requirements. The bank‟s senior EVP for support service operations emphasized this point.This suggests that the technology division plays a supporting role to other departments. As the decision to use or to invest in a particular type of technology remains with the user, the search for new IT rests with users. For example, staff from specialised bank divisions may request for technology after learning about new applications from overseas travel and training.The second source, computer companies, is a result of such outward-oriented training programmes. For example, this has included training with computer companies such as IBM which provided courses on project management and programming skills. In addition, the bank organised training courses with Microsoft at the bank‟s premises and at the software firm‟s authorised training centres. Such courses have specifically included server administration which is a required skill in nonmainframe technology and has become an emerging trend in the country, particularly networking in local and wide area environments.The third source is the systems development department which has been behind the bank‟s pioneering use of IT. As the bank was the first to develop computer online systems in the country, it enjoyed an early mover advantage, and more importantly, acquired and build-upon these early technological capabilities. The bank‟s SVP forsystems development further suggests that such capabilities may be partly attributed to the systems development department, which has focused its strengths,for example, in the development of retail payment systems.The fourth, and least important source, is consulting companies. During the re-engineering of its work processes, the bank contracted consulting firms, for example Booz Allen and Hamilton, to assist in developing new credit processes, credit lease management, and credit workflow systems. Although such firms have served as the bank‟s idea catalysts and informer of market and technology trends in banking, such sources of knowledge have provided a limited contribution. The bank made two reservations. Firstly, although foreign firms were more experienced, as compared to their local counterparts, this did not suggest that all foreign consultants were experts. Secondly, foreign firms merely made recommendations but faced difficulties in implementing project details. Thus, the bank strongly supports selfreliance and self-judgement, and even argued that 90% of consultant recommendations were widely available in textbooks.Lessons LearnedThis section discusses the common characteristics shared by the commercial banks and draws some lessons for other commercial banks seeking to use IT for competitive advantage. Although there has been widespread developments in IT in the banking sector, major technological developments and trends were initiated by the large commercial banks. Therefore, this group has become technology leaders and their involvement has served as a precedent for, or in some cases as a catalyst to the adoption of new information technologies in the commercial banking sector.商业银行创新发展中英文对照外文翻译文献Most importantly, however, is the acquisition of personnel at the senior-management level. Although such policies are not explicit, it has become one of the common characteristics among the commercial banks. Such individuals have been recruited, or in some cases appointed, to acquire managerial skills and senior management was actively involved in setting IT strategies. In Thailand, where a large number of commercial banks are family-controlled, there has been the appointment of influential figures in the country to key organisational positions. This has largely been to gain and maintain political and social connections in government and business. Thus, such invisible human resources are unique and difficult to transfer, but would provide a potential source of competitive advantage.In sum, the combined case studies helped identify the major sources of innovation which contributed towards banking automation and payments system modernisation. Although such sources included skilled staff, IT, and re-engineering, their potential as a source of sustained competitive advantage varied. In order to develop and provide innovative products and services, commercial banks increasingly depend on the development or acquisition of skilled bank personnel, in contrast with increased investments in IT, or even in bank re-engineering.译文：商业银行能力发展摘要泰国银行在转型期间采用的竞争策略使其支付系统有成功与失败之处。
O2O商业模式和团购网站外文翻译文献
O2O商业模式和团购网站外文翻译文献(文档含中英文对照即英文原文和中文翻译)外文：Analysis of O2O Model's Development Problems and TrendAbstractFuture competition not only exists in the products and channels, but also exists in the resource integration and terminal consumers. O2O mode is new commerce model which does a deeper explore to the sales channels, and has a very good prospect. But there are certain obstacles in its development. This paper analyzes their respective advantages of two kinds of sale models under the background of electronic commerce, including online electricity sales mode and offline store sales model. Then it points out the problems that are needed to solve in the development process of O2O mode. At last, this paper analyzes the five networks needing to be built in the process of O2O model integration.Keywords：O2O Mode, Online and Offline, Mobile Commerce, Network1. IntroductionPeople who hold resources and consumers can win in this industry. Since the rise of Internet (especially the mobile Internet) and e-commerce, the Omni-Channel is oftenconsidered by the major merchants as a strategic direction of a traditional business, that puts all the "customers contact" including traditional channels based on the aid of the application of Internet and information integration as the sales opportunities and channels, in order to achieve maximum of potential traffic and purchases deal. The better model development is currently O2O mode (Online To Offline). O2O is an electronic commerce mode based on online effective interactivity. This efficient integration mode between virtual world and real world gets support and recognition from all walks of life. O2O aims to maximize the use of offline and online resource; they promote each other and depend on each other to achieve a win-win situation [1]-[4].O2O, unlike Omni-Channel's perspective of business thinking, puts more attention on the maximization of consumption value, and makes consumption cost of customer lower through building the systematic process and the consumption system; O2O realizes the transformation process from the simple vendors or manufacturers to life service providers by developing the biggest advanced technology and commercial environment.2. Analysis of Two Patterns of Online e-Commerce2.1. Advantage of Online e-Commerce ModeChina's e-commerce started late, but its development is rapid. Since the establishment of Taobao, a large number of electric business enterprises grew up, and, its online commodity trading appeared with explosive growth (Figure 1). They absorbed many small entities sellers on the platform. The reason why this online store has many sellers is mainly that the display of shop goods close to zero cost, no stock, and sellers have risk-free inventory for commodities although they have no professional experience.In a word, these sellers simply put main energy into online infrastructure, including IT system to be build, fine decoration details of online store page, team building, etc. Some sellers with vivid web design have been very successful to show their own products, and win a lot of successful online transactions.2.2. Advantage of Offline Entity Sales ModelOffline entity model whose core is the shopping experience still maintain a strong competitive advantage. While online e-commerce price has certain advantages, customers need better service in this era of giving priority to customer demand, and not just the low price. The development of e-commerce is limited after all. Entity industry cannot be replaced at all by service industry anyway. Especially the new electronic products, have taken the customer experience as its tenet to retain customers only through better service experience. E-commerce in its business essence is difficult to achieve good service, which is the one important reason why entity industry cannot be replaced at the moment.So the advantages and disadvantages are summed up as follows: (Table 1).2.3. The Development Trend of Online and Offline IntegrationAs the e-commerce still warming trend in 2014, more and more consumers begin to turn to offline store, online flagship store, or to buy goods in e-commerce platform or mobile client through related e-commerce sites query. Whether e-commerce or no e-commerce, both within the Taobao and out of Taobao, only the basic daily IP traffic operating sites have or daily UV, they have basic business value. The growing number of Internet users reflects the growth of the whole flow supply, and the growth of the e-commerce group is a form of traffic demand growth. Obviously, the customer traffic supply falls short of demand on the background of the growth of absolute number of netizen in Internet has slowed, but the absolute number of electric business absolutely continue to surge. The client drive is becoming economic main body, the customer traffic flow and direction become new power to drive the development of new commodity supply chain, and this kind of power will trigger a new business model, which called O2O and mobile e-commerce business integration model.There is no denying that, the entity industry still gives a support of our country economic artery. So if they want to have strong competitiveness in such economic trends, they should not only build their own trading system (including the construction of the platform, products promotion, store layout, etc.) in the field of e-commerce platform, but also cooperate between online and offline, balance layout of goods distribution online and offline, and balance the relationship between the formand sales price so that realize complement each other, promote each other, and then build online and offline integration business model.For example, has transformed successfully into O2O mode about online and offline double fusion. Compared with the traditional shopping mode, O2O shopping mode fuse online and offline, and gets through the data between online and offline member, payment and after sales, logistics, etc. Make online be trading platform to offline stores. Online obtain consumers and then drainage to offline. Consumers can screen services online, and also clinch a deal by online settlement. Offline can not only provide consumers with display, experience, and other functions, but also can be logistics distribution site.3. The Research of Realize Online Integrated Problem3.1. The Layout of the O2O Need to Secure the Support of Traditional Enterprise Decision-MakersOffline guide to online need the support of policy makers. From the intuitive level, we can discover that O2O destroyed the traditional enterprise solid mode and organization system, as well as the traditional sales channels. It is difficult to change the traditional thinking, and it is also difficult to gain support and decision makers to make policymakers understand the profit pattern of O2O. Offline guide to online, for example, the lost is in the interests of the entity shop, where the entrepreneur's enthusiasm is, how to bring offline sales to online, all these need time to be proved, and how to get understanding and recognition from decision-makers.3.2. How to Change User Flow Leaded by Consumption HabitsHow online bring traffic and sales to the offline. From the point of practice, there is a big piece of no coincidence degree between online and offline consumers. Consumers may be more willing to spend a certain amount of money on a physical store than to place an order online. Because of their traditional consumption idea, they would feel more ease if they purchase in a physical store when they need to buy merchandise of big value and good quality, it is the most obvious when they use commodity in the home especially. To persuade and guide the consumer's process ,either from the perspective of the commodity prices, the emotional care, or to move con- sumers fromthe humanistic spirit, e-commerce conversion rate will be made by customer perception of value and price upside down and secondary experience to decide except the drainage technique .Traditional stores, the business process is a process of "turning a visitor into a customer, turning the customer into the regular, making familiars VIP member", the cumulative members process is so slow. In the face of today's e-commerce, more and more consumers choose online shopping. However, Customers who purchase online can't experience the entity shop service of face to face, customers who purchase offline can't enjoy novelty online discount. Whether online or offline, the number of membership is increasing continuously and losing at the same time.Such as Starbucks, who gave up online group-buying for that there is no customer loyalty. Starbucks choose cooperation with the third-party payment, per one hundred electronic payments in the United States and Canada, have one payment from Starbucks, while in China' stores, per ten consumptions, there is one from a cash card.3.3. The Difference between Online and OfflineIt's not only to do some diversion, but how to make difference. Because online provided actually is a kind of service that cannot experience offline. It includes appreciate and cognition early to the new products, the balance of the price differential, indifference of channels.Any e-commerce are unable to get rid of disturbance that comes from these three factors, as follows, percent conversion, per customer transaction, and passenger flow cost (AD). The percent conversion is one of the most important factors. The factors affecting the conversion can be summed up in the degree of inversion in value and price, which is called popularly "cost performance". As e-commerce business, anything they do is making high cost-effective for consumers, high cost performance is the key to impress consumers, in addition, in order to improve cost-effective, it also needs precision flow and high quality. Because the goods' value is the largest reflect for people in need. How to create a perfect, efficient supply chain logistics system to control the cost in order to reduce the cost or increase profits, how to use the collected data to understand the consumer psychology, how to show consumer goods value andconvince consumers with details page and advertising material, and then to enhance the brand value. All these are the issues to consider.Ikea don't sell things online firmly, which is different from Suning. If it can directly buy Ikea products on the Internet rather than go to the store, the customers will don't have the strong brand feeling of shopping experience anymore.3.4. The Insufficiency of O2O Model in Logistics, Inventory and Supply Chain Management of CongenitalFirst, O2O mode can't improve the delivery service and commodity experience, unable to solve the problem of user trust; Second, O2O mode need high requirement of line strength and the degree of localization; Third, O2O mode emphasizes only paying online and offline experiences, lack of a clear concept of the fresh market positioning, market demand, quality assurance, and user consumption habits.4. The Analysis of Development Pattern of O2O e-Commerce Integration in the Age of the InternetO2O e-commerce integration pattern needs to establish and improve integration mode which including the physical network, service network, logistics network, data network and mobile network. How to build the five networks, this paper analyzes as follows:4.1. Physical NetworksThere are two forms of the physical network. One is represented by Haier's offline store mode; the other is virtual nationwide layout experience mode which is called Heike convenience store. Offline entity stores can be layout on a national scale. Entity network needs entity business's operation to be digital transformation and experience, including terminal entity equipment of digital (such as virtual fitting), digital marketing (LED interaction), mobile payment (QR code or NFC payments), independent service (independent checkout), CRM management (No card member, Customize privilege), commodity information (electronic price tag) etc.4.2. Service NetworkService network is a service auxiliary system by means of physical network and mobile network. It offers both social communication and relationship maintenance,information transmission (using the micro letter, weibo and other social tools), serve the customer experience, complaint response, etc.; It also provide entity process services of online consumption and the rights, including online order (online buying), service experience (go to the store or pick up the goods), marketing return (discount stores), making an appointment (offline payment) and so on.4.3. Logistics NetworkThe construction of logistics network is based on the user's individualized demand. Integrate highly and cultivate deeply four networks consisting of the Internet, logistics network, service network, the marketing network, to construct competitive advantage driven by the user experience in the whole process formed by combination of emptiness and reality. By building the country network and the provinces and cities radiation network, to make the customer experience the advantage of great distribution services through resources integration. The logistics network needs the national inventory synchronization, as well as increase or decrease inventory keep seamless synchronization. There is a core that O2O sector needs to have a virtual warehouse, including the national all items online data, and can realize inventory synchronization. On the basis of these, it just can have the synchronization of logistics system. Because most of the enterprises regard regional synchronous growth as the core, any transaction can be delivered by the area branch warehouse. The efficiency of logistics will be the fastest the most direct. Logistics network eventually solve a problem: one is the efficiency, the second is cost, the third is experience.4.4. Data NetworkIn the process of the realization of the O2O, data network provide a powerful background analysis and calculation system. The entire industry from consumers order to the brand, from brands to raw materials, from raw materials to all links, use data to get through all the industrial chain, so the efficiency changed thoroughly previous production status. Through Data mining of the O2O e-commerce users, including data collection, data preparation, data conversion, data extraction, data mining, mining using and other process are used to analyze the characteristics of user groups, and then analyze users' personal characteristics, gain valuable knowledge, inorder to gain business value.Data help do a better understand of the need of customers, online users get in to the mall through micro letter or other mobile platforms. They obtain the data about user's age, gender, usual spending habits through marketing encouraging and technical means. According to the above several basic dimensions, they can determine the user's consumption habits to do the precise marketing effectively. In this part, the above e-commerce companies have no essential difference. The mobile Internet has a very good function, such as LBS positioning. Through technical and marketing incentives, encourage users to share their address. When the addresses are accumulated enough, it can paint basically specific consumer groups' area of the street about some company, and the data can be directly transferred to offline stores to provide support. The mobile e-commerce data already is not only convenient for online marketing, but also has effected offline real decisions.4.5. Mobile NetworksThe popularity of smart phones, and the younger trend of use age of shopping software, as well as each big e-commerce enterprise promote actively in the mobile client, make Chinese users' habits of mobile shopping be formed gradually. With the more and more use of 3G network and more and more Wifi free places provided, integration model of online, offline and mobile e-commerce has a rapid growing environment (Figure 3). Under the influence of the Internet thought, O2O model is currently the latest marketing model. This model combines offline business opportunities and the Internet, make Internet become offline trading desk. Especially the emergence of QR code, becomes the key to mobile operators who enter the mobile Internet and layout the future O2O e-commerce.The instant communication tool in the top of list, combine online services with applications to improve greatly the user viscosity, and platform barriers to competition has been formed. By moving the versatility business to the same platform, it can achieve real-time order, inquiry, information push actively, membership management and that the omni-directional mobile self-service. Customers can also use micro letter, companies Alipay to complete the payment, to avoid the trouble of change. In order torealize the integration, e-commerce companies should achieve information sharing, including mobile devices of the client and the real network, service network, logistics network and data network. It requests the construction of the mobile phone network security mechanism, and the development and maintenance of software security can achieve more rigorous and more generalization.4.6. Case AnalysisHaier Riri shun, as the first Internet brand whose value is billions of, integrate advantages of virtual network (e-business platform), physical network, logistics network and service network, provides one-stop shopping experience for consumers, also provides users with the household design of online, interactive experience, personality of product customization, synchronization and so on. Riri shun arranges itself in creating O2O four network advantages, specific as follows: (Figure 4).5. ConclusionO2O is upgraded from e-commerce to the business of electronic. It also brings upgrade that electronic commerce department plays a role in organization management department (Figure 5). The integration of online, offline and mobile electronic commerce ensures a series of products sales and service through the complete supply chain system, at the same time, to satisfy the consumers demand in goods, services, experience, price, etc. On the one hand, consumers can enjoy the goods store experience and human services; on the other hand, they can be able to use mobile client to surf the Internet anytime and anywhere to pick a variety of products, or they choose goods and place an order in the stores, and then pick up by customer themselves. The dual experience online and offline, and convenience provided by mobile client for the consumer, reduce greatly the risk of shopping, at the same time, also save shopping time and improve the efficiency of the clinch a deal and turnover. These successful trading models become free advertising to customers who will buy goods next time and to promote surrounding community marketing. The way, offline promotion and online deals, has gradually influenced the secondary consumption habits of customers.译文：O2O模式发展存在的问题及趋势分析摘要随着近年来团购网站的兴起和发展，人们已经开始接触了O2O 模式的电子商务，而且这一模式正在被人们逐步认识和接受。