A Study On Business Model Innovation Strategies Of R Service Companies From The Perspective Of Value Co-Creation

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 result of value co-creation,in which the enterprise has a stronger willingness and desire to achieve value while realising value.The win-win stage is the acceptance result of value co-creation,when the enterprise realizes the value,it will have stronger willingness and ability to carry out the next cooperation,promoting the continuous cycle of value co-creation and improvement.Based on the above background,an analytical framework of "antecedent-process-outcome" was established.By analysing and attributing the problems in the business models of R service companies,further innovative strategies are proposed to help companies in the same industry to better understand their own business models,and the insights from the study will also provide useful advice and recommendations for companies and the industry.