随着互联网的快速发展，科技产品的更新速度伴随着消费市场的瞬息万变而加速 迭代，这一情形导致生产成本的不断增高以及利润率的不断下降，小 米作为国内顶尖 的手机厂商早已经预见这种激烈的行业局面。在这一时代背景下，小米于2013年开 始对IoT的产品进行布局，随着AI技术在资本的推动下不断火热，小米公司立足 自 身优势于2019年1月的发布会正式提出“手机+AIoT”的产品战略，作为业内第一 家提出这个概念并付诸实施的企业，小米的真正目的是通过一整套的全新的商业模式 来挖掘互 联网企业在新时期的盈利增长点。这一举动对于中国的手机互联网企业以及 正在处于转型升级阶段的中国经济都有重要的参考意义。 基于此，本文首先对商业模式及其相关理论 进行总结并做出一定程度的分析，接 着对商业模式的概念做出理解并总结出分析方法。然后聚焦于小米公司在2019年提 出的“手机+AIoT”战略下所形成的商业模式进行态势分析 ，得出小米在当时的内外 环境下应该采用的策略。借助于商业模式画布分析法对整个小米公司的产品生态进行 详尽细致的分析，通过商业模式要素评估法提出其商业模式的不足 之处。在对商业模 式九要素之间逻辑关系分析的基础上对小米商业模式的不足之处进行分类归纳，从而 得出小米公司优化商业模式的四个路径，即从关键业务、价值主张、渠道 通路和客户 细分。通过在商业模式的架构设计层面来对小米公司在“手机+AIoT”产品战略下的 商业模式进行优化设计；接着本文对优化过程中可能需要的保障措施进行了分析并 给 出了相应的建议，即通过人力资源、品牌价值和技术创新三个方面来保障优化的顺利 进行。 小米通过拓展更大的产品生态平台并借助AI技术对整个系统所涉及到的生产资 源 进行跨界整合和优化，从而抓住经济向互联网和人工智能方向转型时期的红利。由 于近些年小米公司遭遇的发展危机不断，制约其发展的因素可能会有很多，本文分析 的可能只 是其中的某些方面。所以作为互联网创新科技企业，只能看清所处的优劣势 并立足自身情况，在发展过程中应将公司的商业模式进行较为彻底的分析，从而对企 业的商业模式的 优化和保障做出科学合理的规划并提出可行的商业模式优化策略。 关键词：小米公司；手机；商业模式优化 小米公司商业模式优化研究 ABSTRACT With the rapid development of the Internet, the update speed of technological products is accelerating iterations along with the rapid changes in the consumer market. This situation has led to continuous increase in production costs and continuous decline in profit margins. Xiaomi, as a top domestic mobile phone manufacturer, has already foreseen this. Fierce industry situation. In the context of this era, Xiaomi began to deploy IoT products in 2013. With the continued popularity of AI technology under the promotion of capital, Xiaomi based on its own advantages, officially proposed "mobile phone + AIoT" at the press conference in January 2019. As the first company in the industry to put forward this concept and put it into practice, Xiaomi’s real goal is to tap the profit growth point of Internet companies in the new era through a whole new set of business models. This move has important reference significance for China's mobile Internet companies and the Chinese economy that is undergoing transformation and upgrading. Based on this, this article first summarizes the business model and its related theories and makes a certain degree of analysis, and then makes an understanding of the concept of the business model and summarizes the analysis methods. Then focus on the business model formed under the "mobile phone + AIoT" strategy proposed by Xiaomi in 2019, and analyze the situation, and get the strategy that Xiaomi should adopt in the internal and external environment at that time. With the help of the business model canvas analysis method, the product ecology of the entire Xiaomi company is analyzed in detail, and the shortcomings of its business model are proposed through the business model element evaluation method. Based on the analysis of the logical relationship between the nine elements of the business model, the deficiencies of Xiaomi’s business model are classified and summarized, and four paths for Xiaomi’s optimization of the business model are derived, namely, from key business, value proposition, channel and channel client subdivision. Through the architecture design level of the business model, Xiaomi’s business model under the "mobile phone + AIoT" product strategy is optimized; then this article analyzes the safeguards that may be required during the optimization process and gives corresponding suggestions. That is to ensure the smooth progress of optimization through three aspects of human resources, brand value and technological innovation. By expanding a larger product ecological platform and using AI technology to integrate and optimize the production resources involved in the entire system, Xiaomi seizes the dividends of the economic transition to the Internet and artificial intelligence. 目 录 Due to the continuous development crisis that Xiaomi has encountered in recent years, there may be many factors restricting its development, and this article may only analyze some of them. Therefore, as an Internet innovation technology company, it can only see its strengths and weaknesses and base itself on its own situation. In the development process, the company’s business model should be analyzed more thoroughly, so as to make a scientific optimization and guarantee for the company’s business model. Make reasonable plans and propose feasible business model optimization strategies. KEYWORDS: Xiaomi Company; Mobile phone；Business model optimization 小米公司商业模式优化研究 目 录 第一章 绪论 ................................................. 9 1.1选题背景 .......................................................... 9 1.2研究的目的与意义 .................................................. 9 1.2.1研究的目的 .................................................... 9 1.2.2 研究的意义 .................................................... 9 1.3文献综述 ......................................................... 10 1.3.1商业模式的相关理论 ........................................... 10 1.3.2商业模式的研究现状 ........................................... 11 1.4研究思路和研究方法 ............................................... 12 1.4.1研究的思路 ................................................... 12 1.4.2研究的方法 ................................................... 12 第二章 小米公司的整体态势分析 .............................. 13 2.1“手机+AIOT”战略下的产品结构综述 ................................. 13 2.2外部环境分析 ..................................................... 13 2.2.1经济环境分析 ................................................. 14 2.2.2社会环境分析 ................................................. 14 2.2.3技术环境分析 ................................................. 14 2.2.4政策环境分析 ................................................. 15 2.2.5潜在进入者分析 ............................................... 15 2.2.6现有竞争者分析 ............................................... 16 2.3 内部环境分析 ..................................................... 17 2.3.1资源条件分析 ................................................. 17 2.3.2核心能力分析 ................................................. 17 2.4 小米公司的环境战略与SWOT分析 .................................... 18 第三章 小米公司商业模式分析 ................................ 25 3.1商业模式画布分析 ................................................. 25 3.1.1价值主张 ..................................................... 25 目 录 3.1.2核心资源 ..................................................... 25 3.1.3关键业务 ..................................................... 27 3.1.4客户细分 ..................................................... 29 3.1.5渠道通路 ..................................................... 30 3.1.6重要合作 ..................................................... 31 3.1.7客户关系 ..................................................... 31 3.1.8收入来源 ..................................................... 32 3.1.9成本结构 ..................................................... 32 3.2小米公司商业模式的评价及存