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訂書訂報(bào)訂——基因組測(cè)序?訂閱式經(jīng)濟(jì)翻開新篇章

訂書訂報(bào)訂——基因組測(cè)序?訂閱式經(jīng)濟(jì)翻開新篇章

Michal Lev-Ram 2014年06月13日
事實(shí)上,訂閱概念已經(jīng)超越傳統(tǒng)范圍,拓展到了幾乎一切產(chǎn)品和服務(wù),而商家和金融界也越來越能接受依靠訂閱渠道產(chǎn)生經(jīng)常性收入的商業(yè)模式,甚至出現(xiàn)了專門管理這種動(dòng)態(tài)客戶關(guān)系的新興服務(wù)。

????你一定聽說過共享經(jīng)濟(jì)吧?那么你知道訂閱式經(jīng)濟(jì)嗎?

????實(shí)際上,這種模式并不新鮮:多年以來,許多公司一直在銷售按月訂閱的各種商品和服務(wù),比如《財(cái)富》雜志(Fortune)。但最近,各種令人意想不到的行業(yè)紛紛開始采用訂閱式商業(yè)模式,按每月固定費(fèi)率提供從在線軟件到牙刷,再到基因組測(cè)序等各種商品和服務(wù)。

????而這方面的領(lǐng)軍者之一是來自加州福斯特市的初創(chuàng)公司祖??萍迹╖uora)。這家公司由原網(wǎng)訊公司(WebEx)和客戶關(guān)系管理服務(wù)公司Salesforce.com的高管們組建而成。它銷售的軟件幫助其他公司進(jìn)一步推行訂閱式商業(yè)模式,包括計(jì)費(fèi)、會(huì)計(jì)和分析工具。本周,祖睿科技推出了最新版的“業(yè)務(wù)關(guān)系管理”軟件——這套軟件幫助公司完成從傳統(tǒng)收入模式向訂閱式收入模式的轉(zhuǎn)變。(沒錯(cuò),祖睿科技也是采用訂閱的方式銷售自己產(chǎn)品。)

????這家公司在最近的新聞發(fā)布會(huì)中表示:“(業(yè)務(wù)關(guān)系管理解決方案)是一種聚焦于建立、管理和優(yōu)化訂閱式企業(yè)生命線,也就是動(dòng)態(tài)客戶關(guān)系的新興系列軟件?!?/p>

????但真正的新聞在于,越來越多的行業(yè)正在涉足訂閱式經(jīng)常性收入模式,雖然很少有公司會(huì)不計(jì)后果地跳進(jìn)來。在本周祖??萍寂e辦的一次活動(dòng)上,幾家進(jìn)行這類嘗試的公司共同討論了模式轉(zhuǎn)變的趨勢(shì),以及所面臨的機(jī)遇與挑戰(zhàn)。訂閱式商業(yè)模式處于領(lǐng)先的是云服務(wù)公司Salesforce.com和Box,他們從最開始便采取對(duì)用戶按月收費(fèi)的方式。但在本周的活動(dòng)上,還出現(xiàn)了一家電信公司,一家在線牙刷經(jīng)銷商,以及一家生物科技公司。他們?yōu)槭裁匆瞾韰⒓哟舜位顒?dòng)呢?如今,人們寧愿訂閱服務(wù),也不愿意支付現(xiàn)金來購買產(chǎn)品。

????奈飛(Netflix)、網(wǎng)上租車公司Zipcar和流媒體服務(wù)公司Spotify等創(chuàng)新型公司,已經(jīng)證明了訂閱不僅僅適用于軟件行業(yè)。那么,是不是所有行業(yè)都應(yīng)該轉(zhuǎn)變商業(yè)模式?

????這個(gè)問題比較復(fù)雜。不論哪種產(chǎn)品,訂閱都只是消費(fèi)者的一種選擇。消費(fèi)者的行為在不斷變化,尤其是年輕一代消費(fèi)者。不論是音樂、汽車還是物理文檔,對(duì)消費(fèi)者來說,擁有和儲(chǔ)存商品的必要性正在減弱。華爾街對(duì)于如何評(píng)估以訂閱為唯一收入來源的公司一直存在爭議,但它作為一種經(jīng)常性收入模式卻引起了人們濃厚的興趣,因?yàn)檫@種收入模式可以給所有類型的公司提供一種新的方式,吸引新老客戶。要完成轉(zhuǎn)變卻并不容易,每家公司必須評(píng)估各自客戶群體的需求,以及如何通過訂閱來吸引新用戶。

????這方面有一個(gè)很好的例子:去年,Adobe系統(tǒng)公司(Adobe Systems)決定將創(chuàng)意軟件套件向云軟件轉(zhuǎn)型。這次轉(zhuǎn)型談不上完美——最近一次長達(dá)數(shù)小時(shí)的服務(wù)中斷令用戶大為惱火——但結(jié)果總體令人滿意。這家公司表示,購買升級(jí)版在線工具的消費(fèi)者有20%是轉(zhuǎn)型之后的新客戶。通過轉(zhuǎn)型云軟件業(yè)務(wù),Adobe可以更好地跟蹤用戶對(duì)產(chǎn)品的使用,向用戶持續(xù)推送軟件更新。

????在本周的活動(dòng)上,Adobe系統(tǒng)公司高級(jí)副總裁兼數(shù)字媒體部門總經(jīng)理戴維?瓦德瓦尼說:“過去,我們真的是被我們自己的包裝盒給困住了,無論是盒子本身,還是象征意義上的盒子來說,都是如此?!保ˋdobe不是祖睿科技的客戶。)

????其他完成轉(zhuǎn)型的公司發(fā)現(xiàn),通過提供訂閱模式可以吸引更多客戶,因?yàn)樵谠撃J街?,消費(fèi)者的預(yù)付成本更低。但有時(shí)候,消費(fèi)者的轉(zhuǎn)變要比公司轉(zhuǎn)型容易得多。公司采用新業(yè)務(wù)模式對(duì)銷售和市場(chǎng)營銷的運(yùn)營模式帶來的顛覆性干煸超乎人們的想象。(在這種模式下,對(duì)銷售人員進(jìn)行物質(zhì)激勵(lì)和任命,尤其具有挑戰(zhàn)性。)

????商務(wù)科技公司LifeTech首席技術(shù)官兼軟件服務(wù)副總裁馬克?菲爾德認(rèn)為:“這是一個(gè)組織結(jié)構(gòu)問題。我們流程的最終目的是要為儀器銷售提供支持?!盠ifeTech公司的母公司是賽默飛世爾科技公司(Thermo Fisher Scientific)。

????當(dāng)然,祖??萍技捌渫顿Y者非??春糜嗛喪浇?jīng)濟(jì)的發(fā)展前景。他們相信,不論是制造業(yè)、法律服務(wù)業(yè)還是教育行業(yè),這些未經(jīng)開發(fā)的行業(yè)也將跟隨潮流。即便你沒有通過按月訂閱服務(wù)購買牙刷,但你可能早已成為訂閱式經(jīng)濟(jì)的一份子。我們看電影、聽音樂或駕車出行的方式正在發(fā)生變化。祖睿科技希望,這個(gè)趨勢(shì)能夠持續(xù)下去。(財(cái)富中文網(wǎng))

????譯者:劉進(jìn)龍/汪皓

????You’ve heard of the sharing economy? How about the subscription economy?

????It’s actually not that new: Businesses have been selling monthly subscriptions for all sorts of goods and services for years—magazines like Fortune come to mind. But more recently, all sorts of unexpected industries have started dabbling in subscription-based business models, offering anything from online software to toothbrushes to genome sequencing for a flat monthly fee.

????One of the companies leading this charge is Zuora, a Foster City, Calif.-based startup founded by former WebEx and Salesforce.com CRM 0.84% executives. The company sells software that helps other firms move towards a subscription-based revenue business model, including tools for billing, accounting and analytics. This week, Zuora unveiled the latest version of what it calls “relationship business management” software—a suite that lets companies transition and maintain a shift from a traditional to a subscription-based revenue model. (And yes, Zuora sells its product on a subscription basis.)

????“[Relationship business management solutions] are an emerging class of software focused on building, managing and optimizing the ongoing customer relationships that are the lifeblood of a subscription businesses,” the company says in a recent press release.

????But the real news is that more and more industries are dipping their toes—a rare few even jumping in head-first—to a subscription-based, recurring revenue model. At an event hosted by Zuora this week, several of these companies came together to discuss the shifting landscape and its opportunities and challenges. At the obvious top of the subscription-based model list are cloud software companies like Salesforce.com and Box, which have always charged a monthly per-user fee for their online enterprise products. But this week’s event was also attended by a telecom firm, an online toothbrush seller and a biotechnology company, among others. Their reasoning? People today would rather subscribe to services than pony up the cash to own products.

????Innovators like Netflix NFLX 0.42% , Zipcar CAR 2.28% and Spotify have certainly proven that subscriptions can work for more than just software. Should all industries make the switch?

????The answer is complicated. Subscriptions should certainly be an option for consumers, regardless of the product type. Consumer behavior, especially among younger people, is changing, and the need to own and house goods—from music to cars to physical documents—is waning. While Wall Street grapples with how to evaluate some of the subscription-only companies (à la Box), it has clearly worked up an appetite for a recurring revenue model that gives companies all sorts of new ways to engage with old and new customers. But transitioning isn’t easy, and each company needs to evaluate the needs of its customer base—and how subscriptions could potentially open the door to new users.

????Case in point: Last year, Adobe Systems ADBE 2.20% decided to transition its software suite for creatives to the cloud. The move was far from flawless—a recent hours-long outage irked users—but the results have mostly been positive. The company says 20% of customers that are purchasing the updated online tools weren’t Adobe customers before the switch. And now that the software is cloud-based, Adobe can better track how customers are using it and constantly push updates to individual users.

????“We were really trapped inside the box that we shipped—both literally and figuratively,” David Wadhwani, SVP and GM of Adobe’s digital media division, said at this week’s event. (Adobe is not a Zuora customer.)

????Other companies who have made the switch have found they’re able to attract a broader customer base by offering a subscription-based model, which has a much lower upfront cost to consumers. But the transition is sometimes easier on the customer than on the company, where the transformation to a new business model can be incredibly disruptive to the way sales and marketing is run. (Incentivizing and commissioning salespeople with this model is particularly challenging).

????“It is an organizational issue,” says Mark Field, CTO and VP of software services at LifeTech, a biotech company owned by Thermo Fisher Scientific TMO 0.68% . “Our processes were set up to support selling instruments.”

????Zuora and its investors are, of course, extremely bullish on the growth of the subscription economy, and believe there are lots of untapped industries that will also jump on the bandwagon, from manufacturing to legal services to education. And even if you’re not buying your toothbrush via a monthly subscription service, chances are you’re already part of the subscription economy yourself. The way we consume movies, listen to music, or even drive around in cars, is changing. Zuora hopes the trend will continue.

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