学校代码：10378 密级：
分类号：
硕士学位论文
价值共创视角下R 服务公司商业模式
创新策略研究
学 号： 3202000865
学生姓名： 孙雪
学位类别：专业硕士
专业名称：工商管理
研究方向：营销管理
导师姓名：李永发
二○二二年十二月School code ：10378 Security：
Classification：
A Study on BusinessModel Innovation
Strategies of R Service Companies from
the Perspectiveof Value Co-creation
Student ID：3202000865
Name：Sun Xue
Degree category：Professional master
The professional name：Business administration
Research direction ：Marketing management
Tutor’s name：Li Yongfa
December, 2022 价值共创视角下 R 服务公司商业模式创新策略研究
摘要
随着互联网和云平台等电子技术的不断发展，传统企业面临日趋复杂、动态的外
部环境，需要不断调整商业模式以获取持续竞争优势。现如今价值创造的主体已经从
生产者单方转变为多方利益相关者共创的局面。在此背景下，推动商业模式创新的因
素有哪些，企业商业模式模型应如何构建，价值共创过程又如何演变，成为本文研究
关注点。
商业模式创新是面对环境情境的变化来获得企业价值的经济方式。价值共创视角
下的商业模式创新呈现出显著的共享特征。但是，盲目地协作并不必然促进传统企业
的发展，想要实现商业模式创新就需要突破原有的组织模式，克服内在的壁垒，而动
态能力则可以帮助企业冲破这个桎梏。基于价值共创角度下的感知、创造和整合能力
提高了企业动态能力，从而加速企业商业模式更新变革，达成突破性创新。
本文以 R 服务公司为例，运用单一案例研究进行分析，探索从价值共创视角下商
业模式创新的演进过程。研究发现:第一，环境情境因素驱动商业模式创新。企业商
业模式的革新要与环境相适应，是通过企业决策者与情境的共同作用来驱动商业模式
创新。第二，动态能力维度促进价值共创的实现。在不同情境因素的驱动下，感知能
力能从环境中获取信息资源，通过分析整合，促使企业制定出适合自身发展的价值主
张。第三，基于价值共创构建“共识-共生-共赢”的深化过程。共识阶段作为价值共
创的前提，企业通过对内外环境的分析，发现利益共享的参与主体，并形成一致的价
值观念，进而促进企业的共创策略的执行；共生阶段作为价值共创的核心，是通过与
共创主体共同实施和解决问题来实现协同价值；共赢阶段作为价值共创的验收结果，
当企业实现价值的同时，会有更强的意愿和能力进行下一次合作，促进价值共创不断
循环和提高。
基于上述背景，建立了“前因—过程—结果”的分析框架。通过对 R 服务公司商
业模式存在的问题进行分析归因，进一步提出了创新策略，有助于欧亿·体育（中国）有限公司同类型的公司
能够更好地认识自身商业模式，研究带来的启示也会为公司、欧亿·体育（中国）有限公司提供有用的意见和
建议。
关键词：价值共创；服务型企业；商业模式创新
1 价值共创视角下 R 服务公司商业模式创新策略研究
ABSTRACT
With the continuous development of electronic technologies such as the Internet and
cloud platforms, traditional enterprises are faced with an increasingly complex and
dynamic external environment and need to constantly adapt their business models in order
to gain a sustainable competitive advantage. Nowadays, the subject of value creation has
changed from a single producer to a multi-stakeholder co-creation situation. In this context,
what are the factors that drive business model innovation, how to build a business model
and how the value co-creation process evolves, become the focus of this paper.
Business model innovation is an economic way to capture the value of a company in
the face of changing environmental circumstances. Business model innovation from the
perspective of value co-creation shows significant sharing characteristics. However, blind
collaboration does not necessarily facilitate the development of traditional enterprises. To
achieve business model innovation, it is necessary to break through the original
organisational model and overcome the inherent barriers, and dynamic capabilities can
help enterprises break through this shackle. The ability to sense, create and integrate based
on the value co-creation perspective enhances the dynamic capabilities of enterprises, thus
accelerating the renewal of business models and achieving breakthrough innovation.
This paper uses a single case study to explore the evolution of business model
innovation from a value co-creation perspective, taking R service companies as an example.
The study finds that:First, environmental contextual factors drive business model
innovation. Business model innovation is driven by a combination of decision-makers and
context. Secondly, the dynamic capability dimension facilitates the realisation of value
co-creation. Driven by different situational factors, the perceptual capability can obtain
information resources from the environment, and through analysis and integration, lead the
enterprise to develop a value proposition suitable for its own development. Thirdly, the
deepening process of "consensus - coexistence - win-win" is built based on value
co-creation. The consensus stage is the premise of value co-creation, in which the
enterprise discovers the participating subjects for benefit sharing through analysis of the
internal and external environment and forms consistent values, thus promoting the
implementation of the enterprise;s co-creation strategy; the co-generation stage is the core
of value co-creation, in which the enterprise implements and solves problems together with
the co-creating subjects to realise synergistic value; the win-win stage is the acceptance
I