Diamond Model of Business Models——A Case Study of Ping An Financial Mall

Abstract

Abstract:

In this paper we propose a new approach(named "diamond model approach") for analyzing a business model from(A) three levels:(1) business object,(2) business process, and(3) business performance,(B) five modules:product, stakeholder, resources integration ability, return and risk, and(C) three flows:logistics flow, cash flow, and risk flow. Through comparing it with some classic approaches for studying business models, we show this diamond model approach of business models inherits advantages of those approaches, but much more comprehensive and systematic, and particularly good at studying business models of the financial industry, which concerns about risk characters. A case study of online Ping An financial mall is made with the diamond model approach and some management insights are presented.

Key words: business models, diamond model, strategic management, factor models, risk, Ping An financial mall

Ren Xiaoxun, Qiao Han, Huang Zhiyuan, He Leping, Wang Shouyang. Diamond Model of Business Models——A Case Study of Ping An Financial Mall[J]. , 2015, 27(11): 231-240.

References

[1] Schumpeter J. A. Business Cycles:A Theoretical, Historical, and Statistical Analysis of the Capitalist Process[M]. Martino Pub, 2005
[2] Jones G. M. Educators, Electrons, and Business Models:A Problem in Synthesis[J]. The Accounting Review, 1960,35(4):619-626
[3] Johnson M., Christensen C., Kagermann H. Reinventing Your Business Model[J]. Harvard Business Review, 2008,86(12):50-59
[4] Timmers P. Business Models for Electronic Markets[J]. Electronic Markets, 1998,8(2):3-8
[5] Mahadevan B. Business Models for Internet-based E-commerce:An Anatomy[J]. California Management Review, 2000,42(4):55-69
[6] Hedman J., Kalling T. The Business Model Concept:Theoretical Underpinnings and Empirical Illustrations[J]. European Journal of Information Systems, 2003,12(1):49-59
[7] Deck M. J. Open Business Models:How to Thrive in the New Innovation Landscape by Henry Chesbrough[J]. Journal of Product Innovation Management, 2008,25(4):406-408
[8] Wirtz B. W., Pistoia A., Ullrich S., et al. Business Models:Origin, Development and Future Research Perspectives[DB/OL]. http://www.sciencedirect.com/science/article/pii/S0024630115000291, 2015
[9] Osterwalder A. The Business Model Ontology:A Proposition in a Design Science Approach[D]. University of Lausanne Doctoral Dissertation, 2004
[10] Osterwalder A., Pigneur Y. Business Model Generation:A Handbook for Visionaries, Game Changers, and Challengers[M]. Hoboken, NJ:John Wiley and Sons, 2010
[11] 魏炜,朱武祥.发现商业模式[M].北京:机械工业出版社, 2009
[12] 林桂平,魏炜,朱武祥.透析盈利模式:魏朱商业模式理论延伸[M].北京:机械工业出版社, 2014
[13] 魏炜,朱武祥,林桂平.基于利益相关者交易结构的商业模式理论[J].管理世界, 2012,(12):125-131
[14] 汪寿阳,敖敬宁,乔晗等.基于知识管理的商业模式冰山理论[J].管理评论, 2015,27(6):3-10
[15] Zott C., Amit R., Massa L. The Business Model:Recent Developments and Future Research[J]. Journal of Management, 2011,37(4):1019-1042
[16] 龚丽敏,魏江,董忆等.商业模式研究现状和流派识别:基于1997-2010年SSCI引用情况的分析[J].管理评论, 2013,25(6):131-140
[17] Porter M. E. The Competitive Advantage of Nations[J]. Harvard Business Review, 1990,68(2):73-93
[18] 方慧,尚雅楠.基于动态钻石模型的中国文化贸易竞争力研究[J].世界经济研究, 2012,(1):44-50
[19] Alavi M., Leidner E. D.,郑文全.知识管理和知识管理系统:概念基础和研究课题[J].管理世界, 2012,(5):157-169
[20] 徐寿波.商品物流理论研究[J].管理世界, 2009,(7):1-9
[21] 王婷,郭燕慧.基于业务风险流的电子支付风险评估方法及其应用[C].2013年中国信息通信研究新进展论文集, 2014
[22] Porter M. E. Towards a Dynamic Theory of Strategy[J]. Strategic Management Journal, 1991,12(S2):95-117
[23] Porter M. E. How Competitive Forces Shape Strategy[J]. Harvard Business Review, 1979,(3-4):137-145
[24] Porter M. E. Industrial Organization and the Evolution of Concepts for Strategic Planning:The New Learning[J]. Managerial and Decision Economics, 1983,4(3):172-180