1、毕业论文 .外文翻译 毕业论文 1 外文翻译之一 Why companies should have open business models 作者 ： Henry Chesbrough 国籍： American 出处： Sloan Management Review, Winter 2007, 48 (2): 22-28 原文正文： Innovation is becoming an increasingly open process thanks to a growing division of labor. One company develops a novel idea but do
2、es not bring it to market. Instead, the company decides to partner with or sell the idea to another party, which then commercializes it. To get the most out of this new system of innovation, companies must open their business models by actively searching for and exploiting outside ideas and by allow
3、ing unused internal technologies to flow to the outside, where other firms can unlock their latent economic potential. Lets be clear about what is meant by the term business model. In essence, a business model performs two important functions: It creates value, and it captures a portion of that valu
4、e. The first function requires the defining of a series of activities (from raw materials through to the final customer) that will yield a new product or service, with value being added throughout the various activities. The second function requires the establishing of a unique resource, asset or po
5、sition within that series of activities in which the firm enjoys a competitive advantage. Open business models enable an organization to be more effective in creating as well as capturing value. They help create value by leveraging many more ideas because of their inclusion of a variety of external
6、concepts. They also allow greater value capture by utilizing a firms key asset, resource or position not only in that organizations own operations but also in other companies businesses. To appreciate the potential of this new approach, consider the following names: Qualcomm Inc., the maker of cellu
7、lar phone technology； Genzyme Corp., a 毕业论文 2 biotechnology company； The Procter & Gamble Co., a consumer products corporation； and Chicago, the musical stage show and movie. This assortment might appear to be random, but they all have something in common: Each required an open business model in whi
8、ch an idea traveled from invention to commercialization through at least two different companies, with the different parties involved dividing the work of innovation. Through the process, ideas and technologies were bought, sold, licensed or otherwise transferred, changing hands at least once in the
9、ir journey to market. Qualcomm used to make its own cell phones and base stations but ceased doing so years ago.1 Now others manufacture those products, and Qualcomm just makes chips and sells licenses to its technologies, period. In fact, every phone that uses its technology is sold by a customer o
10、f Qualcomm, not by the company itself. Genzyme licenses technology from the outside and then develops it in-house. The company has turned these external ideas into an array of novel therapies that deliver important cures for previously untreatable rare diseases. It has also built an impressive finan
11、cial record in an industry in which profits have been difficult to achieve.2 Procter & Gamble has rejuvenated its growth through a program called Connect and Develop, which licenses or acquires products from other companies and brings them to market as P&G brands. With early successes like the Crest
12、 SpinBrush, Olay Regenerist and Swiffer Dusters, P&G now actively seeks external ideas and technologies through an extensive network of scouts. Chicago, the often-revived musical, emerged out of a creative extension of a play written decades ago that had gone out of print.3 Others saw the latent value within the work and revived it multiple times to yield a prize-winning show. And each time the show was revived, it was done by a different owner. A recent revival turned into an Academy Award winning movie in 2002. If these ideas were so valuable, then the obvious question is: Why didnt the
