TK公司的商业模式创新研究

发布时间：2019-05-12 18:54

【摘要】：TK公司在正式经营的8年中，采用通卡行业惯常的收取清算佣金、沉淀资金安全增值、卡面广告收费和卡片押金（正常应该是出售卡片或租赁卡片）的商业模式，但在全国通卡公司中却成为少有的严重亏损企业。造成亏损的主要原因是资金紧张、当地政策滞后、经营环境变化和股东的频繁变动。城市通卡要想盈利靠的是规模。这个规模主要指的是四个“规模”：持卡人群规模；行业资金流量规模；资金沉淀规模；应用领域规模。而这四个规模又是相辅相成，互为促进的，是一种正反馈关系。TK公司本质上讲，未能实现后3个规模。本文通过分析发现，TK公司的性质属于运营性商业模式，它的商业模式创新显然比技术创新更重要。从TK公司的发展轨迹看，仅仅选择一个有利可图的行业是不够的，还需要设计一个具有竞争力的商业模式。商业模式创新必须紧密结合企业的实际，充分了解企业所处社会经济生态，准确定位，全面分析企业的各种优势和核心竞争力，仔细规划大胆突破。成功的商业模式不完全是技术上的创新，而可能是对企业经营中某一个或多个环节的改造，或是对原有经营模式的重新组合，甚或是对整个游戏规则的彻底颠覆。在认真分析TK公司自身的核心竞争力及企业优势时，本文探讨了TK公司商业模式创新的具体方式和阶段：第一步，TK公司引入第三方售卡和将“TF通”卡功能附着在第三方的卡基上的商业模式调整，即实现了见效快、持续盈利的目标。通过一年多的新商业模式的运行，TK公司就基本实现了盈亏平衡。第二步，TK公司在不断探索的过程中，敏锐地把握住了第三方支付许可牌照的发放的机会，极大地改善了TK公司未来的发展环境和条件，，也为创新设计商业模式开拓了广泛的空间，使TK公司完全站在了一个更高的发展平台。TK公司需要牢牢把握住资源换效益的原则，依据新的发展平台重新设计了商业模式。
[Abstract]:In the eight years of its official operation, TK has adopted the usual business model of collecting liquidation commissions, settling funds for safe appreciation, card advertising charges and card deposits (normally to sell cards or lease cards) in the card industry. But in the national card company has become a rare serious loss-making enterprises. The main causes of losses are tight funds, lagging local policies, changes in the business environment and frequent changes in shareholders. The city pass card wants to profit depends on the scale. This scale mainly refers to four "scales": cardholder scale; industry capital flow scale; capital precipitation scale; application domain scale. These four scales complement each other and promote each other, which is a kind of positive feedback relationship. TK Company is essentially unable to achieve the last three scales. Through the analysis, it is found that the nature of TK company belongs to the operational business model, and its business model innovation is obviously more important than technological innovation. From the perspective of TK's development, it is not enough to choose a profitable industry, but also to design a competitive business model. Business model innovation must be closely combined with the reality of the enterprise, fully understand the socio-economic ecology of the enterprise, accurately position, analyze all kinds of advantages and core competitiveness of the enterprise in an all-round way, and carefully plan the bold breakthrough. The successful business model is not entirely technological innovation, but may be the transformation of one or more links in the enterprise operation, the recombination of the original business model, or even the complete subversion of the whole rules of the game. When analyzing the core competence and enterprise advantage of TK Company, this paper discusses the concrete ways and stages of the innovation of TK's business model: the first step, TK introduced the third party card selling and attached the "TFT" card function to the third party card base business model adjustment, that is to say, it achieved the goal of quick effect and sustainable profit. Through the operation of the new business model for more than a year, TK has basically achieved break-even. In the second step, TK, in the process of continuous exploration, acutely grasped the opportunity for the issuance of third-party payment licenses, and greatly improved the future development environment and conditions of TK. It also opens up a wide range of space for innovative design business model and makes TK stand on a higher development platform. TK company needs to firmly grasp the principle of resource-for-benefit and redesign the business model according to the new development platform.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F279.26

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