摘要 商业模式是利益相关者的交易结构，研究商业模式的意义在于商业生态中利 益相关者价值最大化。本文以商业模式的架构对棉纺企业进行分析研究，发现企 业现有商业模式的问题和不足，并以此为基础对企业进行商业模式重构，提出商 业模式实施的保障措施，使企业在新经济常态下实现价值创造和价值传递，最终 实现价值共享，促进企业在商业生态中健康成长和发展。 本文以新赛精纺公司为研究对象，运用案例分析方法，以魏朱六要素商业模 式为理论指导，从定位、业务系统、关键资源能力、盈利模式、现金流结构和企 业价值六个维度对企业进行分析，对企业的现有商业模式进行剖析，深入探究棉 纺企业在内外部环境共同影响下的发展现状，从而发现企业经营中的问题。在对 这些问题进行分析的基础上，运用商业模式画布工具，结合公司经营现状，重构 企业商业模式，使企业在激烈的市场竞争环境中勇于自我革新，探索符合企业发 展的商业模式之路。 棉纺行业作为传统生产制造业，商业模式的重构与实施对企业价值的实现具 有重要意义。通过对棉纺行业进行商业模式研究，分析构建新的商业模式，并提 出商业模式的实施内容,对企业进行新的定位和业务系统改造、从利益相关者方面 获取关键资源能力、拓宽企业盈利模式、根据现有资金状况进行现金流结构调整， 可以丰富商业模式的实践案例。通过资金保障、管理层推动、战略调整和组织变 革等，顺利实施新的商业模式，使企业不断焕发新活力，有效提高企业价值增长。 通过对新赛精纺公司进行商业模式重构，并提出实施方案及保障措施，具备一定 的操作性，为其他传统棉纺行业商业模式变革提供一种借鉴方案。 关键词：新赛精纺公司；商业模式；商业模式画布；企业价值 I Abstract Abstract Business model is the trading structure of stakeholders, The significance of recearching business model lies in maximizing the value of stakeholders in business ecology. This paper analyses and researches cotton spinning enterprises on the framework of business model,we can find out the problems and shortcomings in the existing business model of enterprises, and reconstruct the business model on this basis, and put forward the safeguard measures for the implementation of the business model, so that enterprises can obtain the opportunity of value growth under the new economic normal, realize the enterprise value creation and value transmission, and finally realize value sharing, and promote the healthy growth and development of enterprises in the ecology of commerce. This paper takes Xinsai Worsted Company as the research object, uses the case analysis method, takes Wei-zhu six elements business model as the theoretical direction, from the orientation, the business system, the key resources ability, the profit model, the cash flow structure and enterprise value to analyze the existing business model of the enterprise and deeply explore the current development status of cotton spinning enterprises under the influence of internal and external environment, so as to find out the problems in the enterprise management. On the basis of analyzing these problems, using the canvas tool of business model and combining with the current situation of enterprise management, the new business model of enterprise is reconstructed, which makes the enterprise dare to innovate itself in the fierce market competition environment and explore the road of business model in line with the development of the enterprise. As a traditional manufacturing industry, the reconstruction and implementation of business model is important to the realization of enterprise value. Through the research on the business model of cotton spinning industry, this paper analyzes and constructs the new business model, and puts forward the implementation content of the business model, that is, to carry on the new orientation and business system transformation, to obtain key resources from the stakeholders, to broaden the profit model of the enterprise, and to adjust the cash flow structure, which can enrich the practice cases of business I Abstract model. Through financial security, management promotion, strategic adjustment, organizational change, the new business model is carried out, so that enterprises continue to radiate new vitality, effectively improve the growth of enterprise value. To reconstruct the business model of Xinsai Worsted Company, and put forward the implementation plan and safeguard measures, which have certain operability，provides a reference scheme for other traditional cotton spinning industry carrying on business model changes. Key words: Xinsai Worsted Company; business model; business model canvas; enterprise value II 目录 目 录 第1章 绪论 ........................................................ 1 1.1 研究背景及意义 ............................................... 1 1.1.1 研究背景 ................................................. 1 1.1.2 理论意义 ................................................. 1 1.1.3 实践意义 ................................................. 2 1.2 研究现状 ..................................................... 2 1.2.1 国外研究现状 ............................................. 3 1.2.2 国内研究现状 ............................................. 5 1.2.3 文献评论 ................................................. 6 1.3 研究方法及技术路线 ........................................... 7 1.3.1 研究方法 ................................................. 7 1.3.2 研究的技术路线 ........................................... 7 第2章 魏朱商业模式理论及方法 ...................................... 9 2.1 魏朱商业模式构成要素 ......................................... 9 2.1.1 魏朱商业模式六要素 ....................................... 9 2.1.2 六要素之间的关系 ........................................ 10 2.2 商业模式的经济解释 .......................................... 11 2.2.1 商业模式是全息的交易结构 ................................ 11 2.2.2 共生体和商业生态 ........................................ 12 2.3 商业模式重构的方向和契机 .................................... 12 2.3.1 商业模式重构的方向 ...................................... 12 2.3.2 商业模式重构的契机 ...................................... 13 2.4 魏朱六要素商业模式画布 ...................................... 14 2.4.1 商业模式画布 ............................................ 15 2.4.2 商业模式画布应用 ........................................ 16 第3章 新赛精纺公司商业模式分析 ................................... 17 3.1 新赛精纺公司及行业现状 ...................................... 17 3.1.1 新赛精纺公司经营状况 .................................... 17 3.1.2 新疆棉纺行业现状 ........................................ 17 I 目录 3.2 新赛精纺公司现有商业模式分析 ................................ 19 3.2.1 定位 .................................................... 19 3.2.2 业务系统 ................................................ 20 3.2.3 关键资源能力 ............................................ 21 3.2.4 盈利模式 ................................................ 22 3.2.5 自由现金流结构 .......................................... 22 3.2.6 企业价值 ................................................ 23 3.3 商业模式的主要问题 .......................................... 23 第4章 新赛精纺公司商业模式重构 ................................... 25 4.1 定位 ........................................................ 25 4.2 业务系统 .................................................... 26 4.2.1 企业本身 ................................................ 26 4.2.2 供应上游 ................................................ 27 4.2.3 供应伙伴 ................................................ 28 4.2.4 客户 .................................................... 30 4.2.5 市场伙伴 ................................................ 31 4.3 关键资源能力 ................................................ 31 4.3.1 人力资源 ................................................ 31 4.3.2 供应交易活动资源能力 .................................... 31 4.3.3 生产活动资源能力 ........................................ 32 4.3.4 市场交易活动资源能力 .................................... 33 4.3.5 外部关键资源能力配置 .................................... 34 4.4 盈利模式 .................................................... 34 4.4.1 公司收入 ................................................ 34 4.4.2 公司支出 ................