本文采用“魏朱商业模式理论”对 DYJ 国际物流平台现有的商业模式进行了
研究，并从平台定位、业务系统、盈利模式、关键资源能力和现金流结构等方面
入手重构了平台商业模式 6 大要素并提出了改进方案。建议主要有：
1.构造一个由中小微货代、大型无船承运人、车队、报关行、仓库、进出口
商及船公司等利益相关者相互合作、共荣共建的平台价值网络
2.改善客户体验。通过加大对船公司及货代公司等的返利及入会保障、广告
服务等附加值大的环节的投入，整合各种资源，为各利益相关者提供便捷、高效
的服务，实现线上、线下互动
3.找到平台主要用户的痛点---舱位、运价、服务及货源问题并通过增加在线订
舱、线下个性化社区等增强平台吸引力，提高平台用户行业竞争力
4.从广告收入、服务收入、培训收入等入手使平台盈利模式多样化从而增加
平台盈利能力
5.缩短价值链提高企业效能。利用平台将不高效的产业链予以缩短，通过“去
中介化”“去中间化”，让供需双方直接对接，促使信息自由流动
最后对重构后的商业模式预期收益变化进行预测，以期实现企业价值，最终
创造出多方共赢的环境
关键词：国际物流平台 ， 商业模式 ， 盈利模式 ， 订舱平台II
A Research on Business Modeof International
Logistics Platform
--Analysis of DYJ’s Business Mode
Abstract
DYJ is an international logistics platform for smallfreight forwarding in the international
shipping market，Is specialized in international freight information transfer,to promote the
realization of international freight transactions,international freight personnel training
and integration of freight enterprise resources of service,exchange and improve the
platform.However, the recent two years saw it developed slowly, suffering problems of
low utility, weak profitability, desirable increase of customers, limited funds,
underdeveloped software and hardware facilities.,Single platform participants and Single
income level.Therefore, in order to solve the above problems, this paper analyzes the
existing business model with the macro and micro environment inside and outside the
enterprise. The research employs “Wei-Zhu Business Mode Theory” to study the existing
business mode of DYJ International Logistics Platform, And from the platform
positioning, business system, profitability mode, the key resources and cash flow
structure and other aspects of the restructuring of the business model of the 6 elements
and put forward the improvement program. Main recommendations:
1.Construction of a small and medium micro freight forwarding, large NVOCC, fleet,
customs broker, warehouse, import and export companies and shipping companies and
other stakeholders to cooperate, common prosperity and build the value of the network
platform.
2.Improve customer experience. Through the increase of shipping companies and
freight forwarding and membership rebate guarantee, advertising services added value
link of investment, integration of various resources, to provide convenient and efficient
service for all stakeholders, to achieve online and offline interaction.- III -
3.Find the main point of the platform&39;s user weakness - space, tariffs, services and
supply problems and by increasing the online booking, the next line to enhance the
attractiveness of the platform, such as personalized community platform to enhance the
competitiveness of the user&39;s industry.
4.From the advertising revenue, service income, training income and so on, so that
the platform to diversify the profit model to increase revenue platform.
5.Shortening value chain to improve enterprise efficiency. The use of the platform
will not be efficient to shorten the industrial chain through the remove of agent and
remove of intermediate links, so that the supply and demand sides docking directly to
promote the flow of information freely.
Finally, we predict the expected return of the reconstructed business model, in order to
realize the value of the enterprise, and finally create a win-win environment.
Keyword: International Logistics Platform ， Business Mode， Profitability， Booking
Platform目录
1 绪 论 .. - 1 -
1.1 研究背景 ......... - 1 -
1.2 研究的目的及意义 . - 1 -
1.3 研究思路及方法.... - 2 -
1.3.1 研究思路 ....... - 2 -
1.3.2 研究方法 ....... - 3 -
1.4 国内外研究现状 ... - 3 -
1.4.1 国外商业模式研究 ........... - 3 -
1.4.2 国内商业模式研究 ........... - 5 -
1.4.3 研究现状评述 ... - 6 -
2 相关理论概述 ....... - 8 -
2.1 商业模式的定义 ... - 8 -
2.2 平台商业模式的基本理论 ....... - 8 -
2.2.1 平台商业模式的类型 ......... - 9 -
2.2.2 平台的业务模式- 11 -
2.3 商业模式及重构理论概述 ...... - 11 -
2.3.1 魏朱商业模式六要素模型 .... - 11 -
2.3.2 奥特瓦德商业模式画布 ...... - 12 -
2.3.3 选用魏朱六要素作为分析的原因........... - 14 -
3DYJ 商业模式分析.... - 16 -
3.1 企业外部环境分析- 16 -
3.1.1 宏观环境分析 .. - 16 -
3.1.2 微观环境分析 .. - 17 -
3.2 企业内部环境分析. - 19 -
3.2.1 企业内部物质环境 .......... - 19 -
3.2.2 企业内部文化环境 .......... - 19 -
3.3 DYJ 国际物流平台概况......... - 20 -
3.4 DYJ 国际物流平台现有商业模式. - 21 -
3.4.1 平台现有的定位- 21 -
3.4.2 平台现有的业务系统 ........ - 22 -
3.4.3 平台现有的盈利模式 ........ - 22 -3.4.4 平台现有的关键资源能力 .... - 23 -
3.4.5 平台现有的现金流结构 ...... - 23 -
3.4.6 平台现有的企业价值......... - 23 -
3.5 DYJ 国际物流平台存在的问题... - 23 -
4DYJ 国际物流平台重构 - 26 -
4.1 重构平台定位 .... - 26 -
4.2 重构平台业务系统- 28 -
4.3 重构平台盈利模式及与现有模式对比 ........ - 31 -
4.4 重构平台关键资源能力 ........ - 36 -
4.5 重构平台现金流结构 .......... - 36 -
4.6 重构平台企业价值：未来净现金流的贴现 .... - 37 -
4.7 重构的预期收益（商业模式效率）变化 ...... - 37 -
5 总结与展望......... - 39 -
5.1 对 DYJ 国际物流平台的总结 .... - 39 -
5.1.1 DYJ 国际物流平台重构后功能总结......... - 39 -
5.1.2 主要研究结论 .. - 39 -
5.2 展望- 40 -
参考文献 - 41 -
致谢 .... - 43 -- 1 -
1 绪 论
1.1 研究背景
2015 年 7 月，国务院发布了《“互联网+”行动指导意见》，提出“互联网+高效
物
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