Value Chain Reconfiguration With Timeshare Mode Innovation

In China, time-sharing is a contradicting word. On one hand, it is a positive product and consumptive mode which is proved effective by practice of foreign countries; on the other hand, it goes on hard in china. This paper analyzes the existing problems, and suggests that time-sharing can be improved in China by the rebuilding of time-sharing industry value chain. The main idea is that by the way of rearranging the action of each bodies on time-sharing value chain and rebuilding the relation between each bodies, the new union can achieve more value and competitive advantages, and promote time-sharing in China. This paper is composed of three parts. The first part defines the concept of time-sharing, expatiating on the necessity of the innovation of time-sharing mode, and narrating the relative theory of the rebuilding of value chain on which the study is based. Time-sharing affords a kind of economical holiday spending way and choice way. It benefits the reusing of estate leaved unused, and increase the renting ratio of hotel. China has large tour demand, and has a lot of leaving unused estates, and hotels' renting ratio is low. So time-sharing is positive to China. But the operation of time-sharing of foreign mode is so hard in China. Under some conditions can time-sharing of foreign modes work out. China is scarce of these conditions, such as good credit system, holidays with salary, positive policy of going abroad, a certain size of time-sharing product consumers. Under such difficulties, some companies try to build new time-sharing mode in China, but these new modes are not successful. And present study only gives some sporadic suggestions from the perspective of changing environment. Since these suggestions are not systematic and environment is complex, they have little viability. To improve time-sharing in China, it is necessary to build a new mode to meet China's environment. From the perspective of value creating, this paper makes an innovation by rearranging the roles of each body on time-sharing value chain and rebuilding the relation between each body, and builds a new time-sharing mode. In new mode, the relations between each body are optimized, and can create more value, and bring competitive advantages, and promote time-sharing in China. The second part is about demonstration analysis. Under the guide of value chain theory, this part studies on four models of time-sharing. It studies on the relations of operating bodies, the center companies, demand, and the efficiency of value chain of each model. Their viabilities in China are also discussed. From the analysis, we can see that, the operation of RCI mode is difficult in China because of the limitation of China's environment. TIANLUN mode tries to build exchanging net by centralizing value activities of houses building, selling and exchanging. But in this way cost is difficult to control. Property Hotel mode can carry on well in China, but it focuses on the profit demand of property owner, not holiday spending demand. It doesn't afford exchanging service. DAE mode affords a good idea to the innovation of mode. By concentrating the leaving unused estate of personal owners the situation of scarcity of credit can be avoided. And in this way exchanging net can be built quickly without a certain timesharing product consumers. This idea just meets China's situation. The third part is the core and about the innovation of this paper. Concluding on these modes, this paper redesigns purchaser chain, provider chain, dummy chain, and restriction mechanism. The redesigning is operated by exchanging company. The aim of the redesigning is to meet the leaving unused property owner's demand of getting return from renting and cheap room ordering, and meet the family tourists and commercial group' s demand of cheap room ordering. The result of the redesigning is to build a new kind of time-sharing mode. Finally this paper analyzes the efficiency of this new mode. In the new mode, the relations between the purchasers, between purchasers andproviders, between...