The Impact Of Business Model On Enterprise Performance Based On Listed Retail Companies

Faced with a highly uncertain environment and many kinds of challenges, retailenterprises have to put the question of how to maintain and improve the competitiveadvantage and business performance on the agenda. In order to obtain the answers, more andmore enterprises focus on business model(BM). Thus, the theme of this study is to testwhether the BM is the driving factor of corporate performance and how to achieve the goal ofperformance improvement though BM innovation.Firstly, this paper uses factor analysis to extract three common factors(earningsperformance factor, operating performance factor and growth performance factor)whichdescribe the different performance dimensions respectively.Secondly, this paper presents the concept of BM, extracts the essence of BM to be valuecreation and constructs the model called “the BM based on value creation” which is combinedwith logical layer, elements layer and operating layer. The logical layer contains threedimensions including customer value, internal value and cooperation value. The elementslayer refers to five core elements including customer segments, diversified management,regional expansion, governance structure and supplier relationships. The operating layerrefers to three or four levels of each certain element. Meanwhile, the combination of fivedifferent element level will constitute its own BM.Next is the core part of this study. The author uses multi-sample hypothesis testing to testwhether the retail BM is the driving factor of business performance, while using the BM typesand five core elements as control variables, using comprehensive performance, threeperformance factors and eight financial indicators as observed variables. The findings showthat: A. In addition to comprehensive performance outside earnings performance, operatingperformance and growth performance are significantly different in different types of BM; B.The governance structure types exist significant impact both on comprehensive enterpriseperformance and the three dimensions of enterprise performance; C. Diversified managementtypes have a significant impact on the growth performance, operating performance andearnings performance, but have no significant impact on overall performance; D. Vendorrelationships types impact operating performance, earnings performance and overallperformance significantly except growth performance; E. Customer segmentation types andregion expansion types have no significant effect on all the kinds of performance.Finally, the author makes some suggestions for the listed retail companies to implementbusiness model innovation behavior on the basis of research findings.