新兴市场的商业模式适应:一家德国汽车制造商在印度的案例研究

C. Landau, A. Karna, Miriam Sailer
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引用次数: 75

摘要

新兴市场为来自发达市场的公司提供了广泛的机会,特别是在高增长潜力方面。然而,使公司能够在本国市场获得竞争优势的商业模式往往受到新兴市场不同性质的挑战。因此,企业必须创新和调整其商业模式,以更好地适应这些国际市场的具体情况。本文以一家德国豪华汽车制造商向印度国际化的纵向案例为基础,建立了新兴市场商业模式适应过程的阶段模型。我们发现,企业对其商业模式的调整分为四个阶段:国际扩展、本地涌现、本地扩张和本地整合。公司在此过程中逐步调整业务模式组件,以发展当地新兴市场的业务模式。在商业模式适应过程的每个阶段,企业都强调商业模式的不同组成部分,然后才进入对所有商业模式组成部分的持续调整。此外,我们发现企业总体上对其商业模式的某些组成部分的调整比其他组成部分更显著。我们的研究结果与商业模式国际化的文献以及指出商业模式创新的进化、阶梯式本质的文献特别相关。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Business Model Adaptation for Emerging Markets: A Case Study of a German Automobile Manufacturer in India
Emerging markets offer a wide range of opportunities for firms from developed markets, especially in terms of high growth potential. However, business models that enable firms to achieve competitive advantage in their home markets are often challenged by the different nature of emerging markets. Firms, therefore, have to innovate and adapt their business models to better fit the specific context of these international markets. Based on a longitudinal case study of a German luxury automobile manufacturer's internationalization to India, we develop a phase model of the business model adaptation process to emerging markets. We find that firms adapt their business models in four phases: international extension, local emergence, local expansion, and local consolidation. Firms step‐wise adjust business model components along this process to develop a local emerging market business model. In each phase of the business model adaptation process, firms emphasize different components of the business model, before they enter into continuous adjustments of all business model components. Furthermore, we find that firms overall adjust some components of their business model more significantly than others. Our findings are of particular relevance to the literature on business model internationalization and the literature that points out the evolutionary, step‐wise nature of business model innovation.
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