The Revolutionarily High-growing Enterprise's Miracle of the Business Model Innovation ——Findings from a Multiple Cases Study

Abstract

Abstract:

Based on the theory of business model of the stakeholder's deal structure, this paper chooses five enterprises which have achieved revolutionarily high-growth to discuss the content of business model innovation, and the relationship between business model innovation and high-growth with the exploratory method of case study. Our study shows that business model innovation of the enterprises with high-growth is different from that of the enterprises adopting traditional business strategy, as well as that of those with moderate or no growth. It's a distinctive business innovation composed of five elements that move in circles, including: (1) the business model concept (mental model); (2) observation; (3) the business model design; (4) the implementation of business model innovation: test, correction, maintenance or enhancement, reformation; (5) investment options. Our study also finds that the enterprises with high-growth have carried out the deal structure innovation with the STIEF model of value creation, as well as long-term investment based on business model rather than investment portfolio returns, and then set up new market through the big bang disruption or non-destructive innovation.

Key words: business model innovation, high-growth, deal structure, STIEF model, long-term investment, the big bang disruption

Wei Wei, Hu Yong, Zhu Wuxiang. The Revolutionarily High-growing Enterprise's Miracle of the Business Model Innovation ——Findings from a Multiple Cases Study[J]. , 2015, 27(7): 218-231.

References

[1] Zenger T. What Is the Theory of Your Firm[J]. Harvard Business Review, 2013,91(6):74-78
[2] Magretta J. Why Business Models Matter[J]. Harvard Business Review, 2002,80(5):86-92
[3] 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
[4] Zott C., Amit R. Business Model Design and the Performance of Entrepreneurial Firms[J]. Organization Science, 2007,18(2):181-199
[5] Storey D. J. Understanding the Small Business Sector[M]. New York: Routledge, 1994
[6] Barringer B. R., Jones F. F., Neubaum D. O. A Quantitative Content Analysis of the Characteristics of Rapid-growth Firms and Their Founders[J]. Journal of Business Venturing, 2005,20(5):663-687
[7] Gilbert B. A., McDougall P. P., Audretsch D. B. New Venture Growth: A Review and Extension[J]. Journal of Management, 2006,32(6):926-950
[8] 陈春花,赵曙明.高成长企业的组织与文化创新[M]. 北京: 中信出版社, 2004
[9] Moreno A. M., Casillas J. C. High-growth SMEs Versus Non-high-growth SMEs: A Discriminant Analysis[J]. Entrepreneurship & Regional Development, 2007,19(1):69-88
[10] Laurie D. L., Harreld J. B. 6 Ways to Sink a Growth Initiative[J]. Harvard Business Review, 2013,91(7/8):82-90
[11] Krogh G. V., Cusumano M. A. Three Trategies for Managing Fast Growth[J]. MIT Sloan Management Review, 2001,42(2):53-61
[12] Favaro K., Meer D., Sharma S. Creating an Organic Growth Machine[J]. Harvard Business Review, 2012,90(5):96-106
[13] Cliffe S. When Your Business Model Is in Trouble[J]. Harvard Business Review, 2011,89(1/2):96-98
[14] Kim W. C., Mauborgne R. Value Innovation[J]. Havard Business Review, 1997,82(7/8):103-112
[15] 李飞,王高,杨斌等.高速成长的营销神话——基于中国10家成功企业的多案例研究[J]. 管理世界, 2009,(2):138-151
[16] 陆亚东,孙金云.中国企业成长战略新视角: 复合基础观的概念、内涵与方法[J]. 管理世界, 2013,(10):106-117
[17] Laurie D. L., Doz Y. L., Sheer C. P. Creating New Growth Platforms[J]. Harvard Business Review, 2006,84(5):80-90
[18] Arend R. J. The Business Model: Present and Future——Beyond a Skeumorph[J]. Strategic Organization, 2013,11(4):390-402
[19] 林桂平,魏炜,朱武祥.基于交易结构的商业模式构成要素分析[J]. 商业时代, 2014,(28):89-94
[20] 罗倩,李东,蔡玫.商业模式对高新技术企业业绩的影响——对Zott 模型的改进研究[J]. 科研管理, 2012,33(7):40-47
[21] 崔楠,江彦若.商业模式设计与战略导向匹配性对业务绩效的影响[J]. 商业经济与管理, 2013,226(12):45-53
[22] Morris M., Schindehutteb M., Allen J. The Entrepreneur’s Business Model: Toward a Unified Perspective[J]. Journal of Business Research, 2005,58(6):726-735
[23] Casadesus-Masanell R., Ricart J. E. From Strategy to Business Models and onto Tactics[J]. Long Range Planning, 2010,43(2/3):195-215
[24] Amit R., Zott C. Creating Value Through Business Model Innovation[J]. MIT Sloan Management Review, 2012,53(3):41-49
[25] Tapani T., Kari H. Elements of Sustainable Business Models[J]. International Journal of Innovation Science, 2014,6(1):43-54
[26] 魏炜,林桂平,朱武祥.怪物基因: 可以突变的商业模式[J]. 深圳特区科技, 2011,(1):77-87
[27] Zott C., Amit R. Business Model Design and the Performance of Entrepreneurial Firms[J]. Organization Science, 2007,18(2):181-199
[28] Christensen C. M., Alton R., Rising C., et al. The New M&A Playbook[J]. Harvard Business Review, 2011,89(3):48-57
[29] Peter W., Malone T. W., Apel T. G. The Business Models Investors Prefer[J]. Sloan Management Review, 2011,52(4):17-19
[30] Christensen C. M., Bever D. V. The Capitalist’s Dilemma[J]. Harvard Business Review, 2014,92(6):60-68
[31] 朱武祥,魏炜,林桂平.创新商业模式: 创造与保持竞争优势[J]. 清华管理评论, 2012,(2):28-42
[32] Downes L., Nunes P. F. Big-bang Disruption[J]. Harvard Business Review, 2013,91(3):44-56
[33] Kim W. C., Mauborgne R. Red Ocean Traps[J]. Harvard Business Review, 2015,93(3):68-73