Business Model Mining : Analyzing a Firm’s Business Model with Text Mining of Annual Report

Jihwan Lee,Yoo S. Hong 대한산업공학회 2014 Industrial Engineeering & Management Systems Vol.13 No.4

As the business model is receiving considerable attention these days, the ability to collect business model related information has become essential requirement for a company. The annual report is one of the most important external documents which contain crucial information about the company’s business model. By investigating business descriptions and their future strategies within the annual report, we can easily analyze a company’s business model. However, given the sheer volume of the data, which is usually over a hundred pages, it is not practical to depend only on manual extraction. The purpose of this study is to complement the manual extraction process by using text mining techniques. In this study, the text mining technique is applied in business model concept extraction and business model evolution analysis. By concept, we mean the overview of a company’s business model within a specific year, and, by evolution, we mean temporal changes in the business model concept over time. The efficiency and effectiveness of our methodology is illustrated by a case example of three companies in the US video rental industry.

비즈니스 모델과 조직문화가 기업성과에 미치는 영향

김용민,오인하 한국혁신학회 2018 한국혁신학회지 Vol.13 No.1

This paper is an empirical study on the effect of business model on organizational culture, the impact of business model on firm performance, and mediating effect of organizational culture in the relationship between business model and firm performance, targeting 151 SMEs nationwide. As a result, efficiency-centered business model has a significant effect on market culture and hierarchy culture, but it does not affect adhocracy culture and clan culture. In addition, novelty-centered business model has a significant effect on clan culture, adhocracy culture and market culture but the influence on hierarchy culture is not significant. The results show that the efficiency-centered business model is highly fit with the control-oriented culture, and the novelty-centered business model is highly fit with the external focused culture. In relation to firm performance, novelty-centered business model have a significant impact on firm performance, while the efficiency-centered business model does not significantly affect. The analysis of the mediating effects of the organizational culture on the relationship between the business model and the firm performance revealed that the novelty-centered business model is fully mediated to firm performance by organizational culture but the efficiency-centered business model is not. This suggests that no matter how good a novelty-centerd business model, the benefits of a business model may be lost if the organizational culture does not fit the business model. 본 논문은 전국에 있는 151개의 중소기업을 대상으로 하여 비즈니스 모델과 조직문화와의 관련성, 비즈니스 모델이 기업성과에 미치는 영향, 그리고 비즈니스 모델과 기업성과 사이의 관계에서 조직문화의 매개효과에 대한 실증 연구를 수행하였다. 연구 결과, 효율성 중심 비즈니스 모델은 시장형 조직문화와 위계형 조직문화에 유의한 영향을 미치는 것으로 나타났으나 애드호크라시형 조직문화와 클랜형 조직문화에는 유의한 영향을 미치지 못하는 것으로 나타났다. 또한 참신성 중심 비즈니스 모델은 클랜형 조직문화와 애드호크라시형 조직문화, 시장형 조직문화에 유의한 영향을 미치는 것으로 나타났으나 위계형 조직문화에 대한 영향은 유의하지 않았다. 이를 통해 효율성 중심 비즈니스 모델은 통제지향적 조직문화와의 적합도가 높으며 참신성 중심 비즈니스모델은 외부지향적 조직문화와의 적합도가 높음을 알 수 있다. 기업성과와의 관계에서는, 참신성 중심 비즈니스 모델은 기업성과에 유의한 영향을 주었으나 효율성 중심 비즈니스 모델은 기업성과에 유의한 영향을 미치지 못하였다. 비즈니스 모델과 기업성과 사이의 관계에서 조직문화의 매개효과를 분석해 본 결과, 조직문화가 참신성 중심 비즈니스 모델이 기업성과에 미치는 영향을 완전매개 하였으나 효율성 중심 비즈니스 모델이 기업성과에 미치는 영향에 대한 조직문화의 매개효과는 기각되었다. 이는 참신성 중심 비즈니스 모델이 아무리 좋은 모델이라도 조직문화가 비즈니스 모델에 적합하지 않다면 비즈니스 모델이 갖는 이점이 없어질 수 있다는 것을 시사한다.

비즈니스 모델 관점에서 인터넷 신생기업의 지속성에 관한 연구: Amazon.com 사례 중심으로

김장훈 ( Janghoon Kim ),김주태 ( Jootae Kim ) 아시아.유럽미래학회 2013 유라시아연구 Vol.10 No.1

전략경영(Strategic management)은 기업의 성과와 경쟁우위의 관련성을 다룬다. 즉, 경쟁우위의 창출과 유지를 토대로 기업간 초과 수익의 차이를 설명하려고 시도한다. 본 논문은 인터넷 신생기업(New-comer)이 어떻게 성장통을 극복하고 지속성을 유지하는지 분석하고 있다. 즉, 비즈니스 모델(Business model) 관점에서 신생기업의 성공사례에서 핵심성공요인(Key success factor)을 도출하는 연구이다. 즉, 아마존닷컴의 지속성에 대한 원천을 비즈니스 모델의 역동적 진화에서 찾고 있다. 분석 결과에 따르면 아마존닷컴은 온라인 서점, 온라인 소매점, 웹 서비스, 전자상거래 인프라에 이어 지금 현재 비즈니스 모델 융합을 시도하고 있다. 온라인 서점(Online bookstore)은 아마존 사이트에서 도서를 염가로 판매하고 배송하는 단순한 비즈니스 모델이다. 단일 아이템 서적으로 규모의 경제를 달성한 결과 비용절감과 호의적 입소문에 따른 브랜드 이미지를 구축하였다. 온라인 소매점(Online retailer)은 도서 이외의 내구재(Consumer goods)처럼 공산품을 박리다매로 판매하는 사업으로 진출하였다. 취급 품목의 다양성과 신속 정확한 서비스를 결합함으로써 ‘온라인 서점’ 모델의 성공적 확장 버전이다. 아마존 웹 서비스(AWS)는 자사의 잉여 IT자산을 개인 또는 기업고객들과 함께 공유하는 서비스를 제공하는 사업이다. 즉, 기업고객을 중심으로 수익기반을 확대하는 동시에 내부 핵심역량(예. IT자산)을 외부 고객들과 공유하는 의미를 갖는 사업 모델이다. 한편, 전자상거래 인프라 모델(Amazon Marketplace)은 개인 또는 기업고객들에게 전자상거래 구축, 운영 및 유지보수에 관한 토털 솔루션(Total solution)을 제공하는 사업이다. 즉 구매, 결제, 배송 물류 및 고객관리처럼 자사의 가치사슬 활동을 외부 고객들과 공유함으로써 비즈니스 모델의 성공적 진화를 제시하는 사례이다. 가장 최근의 전자책 사업(e-Book)은 디지털 컨텐츠 유통과 단말기 제조를 결합함으로써 이업종 참여자들간 비즈니스 모델을 공유하려는 시도이다. 고객, 저작권자, 출판사, 제조업체, 유통업체 및 통신사업자를 참여시켜 상호 공존과 공동 번영의 비즈니스 생태계를 조성하고자 노력하고 있다. 향후 아마존닷컴의 전자책 사업에 대한 성공 또는 실패는 조금 더 지켜봐야 할 것이다. 지금까지 아마존닷컴은 감동적인 고객 경험을 전달하는 다양한 비즈니스 모델을 시도해 오고 있다. 개인 또는 기업고객들에게 맞춤형 고객 경험을 전달하려는 아마존닷컴의 비즈니스 모델은 성공적 진화를 거듭하고 있다. 결국 기존 역량의 활용(Exploitation)과 신규 역량의 탐색(Exploration)을 바탕으로 차별화된 비즈니스 모델 수립과 실행에 집중한다. 아마존닷컴의 성공은 역량 축적과 개발, 핵심역량, 가치사슬 활동 및 비즈니스 모델을 상호 공유하는 진화 과정의 결과로부터 기인한다. 따라서 제품/서비스 시장에서 고객이 진정으로 원하는 경험을 창출하여 전달할 수 있는 기업만이 성공가능성을 제고할 것이다. 궁극적으로 고객 경험을 창출하고 전달하는 비즈니스 모델의 성공적 진화는 국내 IT산업의 재도약과 기업의 장기적 지속성에 필요한 현실적 시사점을 제공할 수 있을 것이다. 다만 연구결과의 일반화가능성을 위해서라도 성공 또는 실패의 다수기업에 대한 다중사례 분석이 필요할 것이다. 최소한 경성자료(Hard data), 또는 연성자료(Soft data)를 바탕으로 연구명제의 체계적 검증이 가능하도록 통계적 실증연구의 필요성을 제시한다. It has been interesting issues that find out the source of competitive advantage to create abnormal rate of return in strategic management. In other words, strategic management has been finding way to create sustain competitive advantage as a source of above-average rate of return. This study is to search for the source of sustainability of internet newcomer. In accordance with business model perspective, it was recognized that the sustainability could be resulted from business model evolution of dot.com player. According to the result of case analysis, Amazon.com could successfully extend online bookstore, online retailer, web service, and marketplace model to business model convergence, in due order. Early stage, online bookstore model is to sell books to target customers at a low price via Amazon.com site. The model could build favorable brand image as a result of carrying on viral marketing and cost reduction, i.e. first-mover advantage. Next, online retailer model is to build best practice as a low price, high volume that basic commodities, or consumer goods are heavily sold at cheap price. This one tried to apply online bookstore success formula to other product items. Unlike the first two models, Amazon Web Service(AWS) Model intends to rent its own IT assets like servers to external customers - individual and corporate. AWS could expand cloud computing which is a kind of sharing service to take out a lease on servers to corporate clients. Whereas, Amazon Marketplace is a unique business model in that agency service are offered to build, operate and sustain e-marketplace system for corporate clients to build e-Commerce platform. This model was designed to share business activities like buying, payment, shipping or after-service with external customers. At last, e-book business looks like simply business model to sell Amazon Kindle to the target customer. On the contrary, the model represents business convergence in that it was to sell digital hardware and contents simultaneously. Furthermore, it could lead to create business ecosystem to attract several participants such as customer, publisher, writer, manufacturer, retailer, and telecom service provider. However, business forecast of the e-Book is lingering issue to wait and see expected outcomes in the near future. Until now, as a result of business model evolution, Amazon.com has been capable of delivering individualized customer experience to target audience, integrating its own core competence into newly business model. That is, success or failure of business model evolution depends on resource building mechanism how to exploit existing competence or explore new resources. After all, internet newcomer can have ability to sustain competitive advantage to create total customer experience to individual customers. The study is to provide practical implications for firms or managers of e-business industry in Korea. Future research are required to carry on empirical study or multiple case studies in order to generalize the above results.

Advertising Business Model Evolution on the Part of Internet and Mobile

김혜영,김유정 한국인터넷전자상거래학회 2014 인터넷전자상거래연구 Vol.14 No.5

There are some limitations on previous research of business model to provide practical or academic idea since there are less studies in environmental evolution and interactions of business model. This research attempts to explore the evolutions of business model as a beginning step since it is impossible to systemize general perspective of business model because of enormous typo of business model. The research scope states to determine evolution of business model sorting cases of advertisement business model by the changes of elements of business model. Conventional types of advertisement has experienced numerous environmental changes in value delivery channel, and the business model of advertisement has developed along with adaption of the environmental changes. We attempt how advertisement business model has changed from what factors and whether the business model changes came from arbitrary manner or external inertia. Since there is no theoretical foundation of evolution of business model, phenomenal studies are required in order to analyze business model evolution. The research examines commonalities of cases that how business model have been changed by various business environment in order to categorize evolutions of business model. To do this, the research employed multiple case studies with exploratory manner. Based on the findings, the research suggested practical idea of what factors should a business model consider to change. That is, we expect this research can provide fundamental understandings of ecological perspective for application of business research.

국내 저가항공사의 지속적 경쟁우위 도출에 대한 탐색적 연구 -비즈니스 모델을 중심으로-

김효정 ( Hyo Jung Kim ) 한국항공경영학회 2015 한국항공경영학회지 Vol.13 No.2

비즈니스 모델에 대한 연구는 다방면에서 이루어져 왔으나, 항공 산업에서 이론적 근거를 바탕으로한 비즈니스 모델에 대한 이해는 상대적으로 부족하다. 따라서 일반 대형항공사와 저가항공사의 비즈니스 모델에 대한 분석을 기초로 저가항공사의 지속적인 경쟁우위 방안을 비즈니스 모델 측면에서 살펴보고자 한다. 기존 연구를 바탕으로 항공 산업에 적용할 수 있는 비즈니스 모델로 Hamel (2000)의 연구를 확장하여 1) 고객접점, 2) 핵심전략, 3) 전략적 자원, 4) 가치 네트워크, 5) 수익창출의 5가지 요소를 제시하였다. 도출된 비즈니스 모델을 중심으로 저가항공사 중 성공기업으로 뽑힌 에어아시아와 청산기업인 오아시스에 대한 비교를 통하여 저가항공사의 성공적인 비즈니스 모델을 제시하고자 하였다. 비즈니스 모델 분석을 바탕으로 현재 수익성 악화로 사업다변화를 고민하고 있는 제주항공 사례에 적용하여 제주항공의 경쟁우위 도출이 가능한 비즈니스 모델을 제시해 보았다. 이러한 연구 결과는 저가 항공사뿐만 아니라 일반 대형 항공사들에게 비즈니스 모델의 일관성 유지의 중요성과 향후 비즈니스 모델 측면에서 사업 확장 가능성 제시에 대한 시사점을 제공한다. Although research of business model has been highlighted in many areas, studies for aviation industry on the base of business model is relatively small. Therefore, the purpose of this paper is to develop sustainable competitive advantage model for low-cost carriers based on the analysis of business model of full service airline and low-cost carriers. Following Hamel(2000), this study suggests 1) target customers, 2) core strategies,3) strategic assets, 4) values network and 5) revenue model as 5 components of aviation industry business model. Specifically comparing success factors from Air Asia airline with failures factors from liquidated Oasis airline, this study tries to suggest successful factors of low-cost carriers business model. Lastly basing on the derived successful factors of low-cost carriers business model, this study tries to develop competitive advantage business model of Jeju Air which concerns about the business diversification currently. This research result might suggest implications for the importance of consistency in business model and business expansion possibility from business model perspective to full service carriers and low-cost carriers.

Advertising Business Model Evolution on the Part of Internet and Mobile

Hyeyoung Kim,Yoojung Kim 한국인터넷전자상거래학회 2014 인터넷전자상거래연구 Vol.14 No.5

There are some limitations on previous research of business model to provide practical or academic idea since there are less studies in environmental evolution and interactions of business model. This research attempts to explore the evolutions of business model as a beginning step since it is impossible to systemize general perspective of business model because of enormous typo of business model. The research scope states to determine evolution of business model sorting cases of advertisement business model by the changes of elements of business model. Conventional types of advertisement has experienced numerous environmental changes in value delivery channel, and the business model of advertisement has developed along with adaption of the environmental changes. We attempt how advertisement business model has changed from what factors and whether the business model changes came from arbitrary manner or external inertia. Since there is no theoretical foundation of evolution of business model, phenomenal studies are required in order to analyze business model evolution. The research examines commonalities of cases that how business model have been changed by various business environment in order to categorize evolutions of business model. To do this, the research employed multiple case studies with exploratory manner. Based on the findings, the research suggested practical idea of what factors should a business model consider to change. That is, we expect this research can provide fundamental understandings of ecological perspective for application of business research.

비즈니스 모델 혁신을 통한 후발기업 전략에 관한 연구: 아이팟과 스포티파이 사례를 중심으로

이동현 국제e-비즈니스학회 2022 e-비즈니스 연구 Vol.23 No.1

While existing studies on late-mover strategy dealt with the situation in which first-movers and late-movers compete in similar business models, this paper examines the late-mover strategy from the perspective of business model innovation. Business model innovation is a fundamentally different phenomenon from a product innovation as well as a technology innovation: These innovations arise in different ways and have different targets of innovation. Business model innovation is the introduction of a new business model or the discovery of a fundamentally different business model in an existing business. A late-mover can effectively neutralize the competitive advantage of a first-mover through business model innovation. Apple, a late-mover, was able to dominate the digital music market by incorporating an iTunes Store that offered digital music songs that could be purchased and downloaded through its platform with its MP3 player iPod in 2003. As such, the key success factor of the iPod was business model innovation, not product innovation. Spotify, which was a late-mover than Apple, surpassed the MP3 download-based iPod business model through streaming-based and freemium business model innovation. In particular, Spotify has revolutionized every component of its business model, from value proposition to value capture, and has overtaken Apple to dominate the digital music market. If a late-mover changes the rule of competition through business model innovation, a first-mover may fall into a difficult situation. From this point of view, business model innovation offers managers a new way for late-movers to attack first-movers 후발기업 전략에 관한 기존연구들이 선발기업과 후발기업이 유사한 비즈니스 모델에서 경쟁하는 상황을다루었다면, 본 논문은 비즈니스 모델 혁신 관점에서 후발기업의 전략을 살펴보았다. 비즈니스 모델 혁신은제품 혁신이나 기술 혁신과 구분되는데, 기업이 추진하는 혁신의 대상을 비즈니스 모델로 삼고, 새로운 비즈니스 모델을 도입하거나, 기존 비즈니스 모델을 다르게 바꾸는 것을 의미했다. 후발기업은 비즈니스 모델 혁신을통해 선발기업의 경쟁우위를 효과적으로 무력화시킬 수 있다. 후발기업이었던 애플은 2003년 MP3 플레이어인 아이팟에 디지털 음원을 거래할 수 있는 아이튠즈 스토어를 접목함으로써 디지털 음악 시장을 장악할수 있었다. 이처럼 아이팟의 핵심성공요인은 단순한 제품 혁신이 아니라 비즈니스 모델 혁신이었다. 또한애플보다 후발기업이었던 스포티파이도 스트리밍 방식과 프리미엄 비즈니스 모델 혁신을 통해 MP3 다운로드방식의 아이팟 비즈니스 모델을 무력화시켰다. 특히 스포티파이는 가치제안부터 가치확보까지 모든 비즈니스모델 구성요소를 혁신시켰고, 덕분에 애플을 제치고 디지털 음악 시장을 장악했다. 이처럼 후발기업이 비즈니스 모델 혁신을 통해 경쟁 방식을 바꾸면 선발기업이 불리한 상황에 빠질 수 있는데, 이런 관점에서 비즈니스모델 혁신은 경영자들에게 후발기업이 선발기업을 공략할 수 있는 새로운 방법을 제시하고 있다.

DYNAMIC EVALUATION OF BUSINESS MODEL QUALITY

Yong-Fa LI,Ping WANG,Xiu-Hua TIAN 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Successful business models have some shared attributes or features. The quality of the business model can be used to determine the feasibility and potential of the business model, which can help make decisions on how to invest and risk prevention. However, the business model is not static, but changes with external factors such as demand, competition, technology, macro policies, and internal factors such as business goals, strategies, and resources. Therefore, the requirements of the quality attributes of the business model at each stage are different. Dynamic evaluation of business model quality is essential for the development of any enterprises, but on the emerging issue, academic research has greatly lagged behind the needs of business practices. Fist in this paper, the generation and evolution of the business model is divided into four stages: blueprint design, practical modeling, application copying, and transformational change. Then, based on reviewing literature, seven key attributes of business model quality are identified, namely, uniqueness, complementary, novelty, certainty, scalability, win-win and matching degree. Thereafter, by using fuzzy-set qualitative comparative analysis (FsQCA), some configurations of key attributes of business model quality are identified, which are considered critical paths for the business success. Finally, the theory of dynamic evaluation of business model quality has been put forward and used to assess the sample business model.

특허전문관리회사(NPE)의 사업모델과 특허권의 행사현황

윤선희,장원준 세창출판사 2010 창작과 권리 Vol.- No.60

NPE, Non-Practicing Entity is an corporation that makes profit through enforcing its patent rights without producing products from the patents. Its advent came from the U.S. patent and litigation system, that is advantageous to patent owner, like discovery, injunction, damage, venue shopping. Also, contingency free-based agreement encouraged NPE to litigate even baseless claim because it costed almost nothing even after losing the lawsuit. With the news that Korean companies suffered astronomical damage from patent infringement lawsuits from NPE, NPE came to arouse deep concern in Korea. NPEs have various business models. They includes the followings: ① Enforcing patent rights through licensing and raising lawsuits, ② financial firms that lend loans to NPE, ③ IP broker, ④ Asset management firm, ⑤ IP-based transaction firm, ⑥ Software company that develop patent analysis software. While NPE came to be regarded as an independent business model, the concept of monetizing IP has attracted attention from many companies. This paper discussed the framework of business model, which has been seriously discussed in business management area. Using the framework, the NPE business models has been analysed piece by piece. Evaluating the business model, two fundamental standard was raised. First, the business model should be sustainable in a long term. In other words, the income statement of a company using the business model should be positive or increase. In addition, regarding that companies have limited resources, the business model has its focus, which means that the company should decide where it will pour its resources. The components of the business model are followings: ① Customer segment that is group of organization and people which company tries to reach and serve, ② Value proposition that is group of products and service that create value for customer segments, ③ Channels that describe how to communicate with customer segments and deliver value proposition, ④ Customer relationships that describe type of relationship with customer segments, ⑤ Revenue streams that companies earn from customer segments, ⑥ Key resources that describe important assets to operate the business model, ⑦ Key activities that describe important works to operate the business model, ⑧ Key partners that describe networks between supplier and partners, ⑨ Cost structure that describes important costs to operate the business model. To build a groundwork to analyse further NPE business models, this paper inquired typical NPEs from the models. They includes Intellectual Venture of aggressive NPE, SPH America and Blue Stone Innovation from Korean capital, RPX·AST·OIN from defensive NPE, Invention Capital with Korean NPE business model. With the trend of monetizing IP, NPE should be regarded as an accepted business model, which means that Korean companies should proactively use NPEs to maximize their profits. This means that companies should use NPE to depend companies from unexpected patent litigation and to enforce their patents for harvesting their investment.

관계기반 비즈니스모델과 거래기반 비즈니스모델의 생산성과 수익성 분석: 코웨이의 PS-Offering 비즈니스모델을 중심으로(1993-2022)

박근완,황승준,황의종 한국생산성학회 2024 生産性論集 Vol.38 No.-

많은 기업들이 지속 가능한 성장 및 수익 안정화를 위해 거래기반의 비즈니스모델을 관계기반의 비즈니스모델로변환하고 있다. 소비자 역시 제품의 구매보다 렌트(Renting), 공유(Sharing), 사용한 만큼의 비용을 지불(Pay-per-use)하는 형태로 기업의 재화를 사용하고 있다. 기업 입장에서 거래기반의 비즈니스모델을 관계기반의 비즈니스모델로 전환한다는 것은 기업전략 수준의 의사결정 과정이 필요한 매우 어려운 과정이다. 관계기반의 비즈니스모델은 제품과 서비스의 융합, 신제품·서비스개발과 관리, 가격정책, 종업원의 직무, 교육 및 운영 등이 거래기반의 비즈니스 운영관리와는 상당 부분이 다르다고 할 수 있다. 이 같은 비즈니스모델의 전환을 위한 선제적 조건은기업 성과(생산성, 수익성, 성장성 등)의 향상으로, 이는 단기간의 자료로는 파악하는 것이 어렵다. 이에 본 연구는 제품-서비스 융합 비즈니스모델을 오랜 기간 운영한 코웨이의 시작과 현재까지의 재무성과 분석을 통해 관계기반 비즈니스모델의 강화와 기업의 성과 간의 관계를 분석하였다. 또한, 제품과 서비스가 융합된 형태의 관계기반 비즈니스모델에 대한 기업성과를 기업의 재무자료를 통해 시계열적으로 제시한 점과 시계열적으로 기업의 PS-Offering 비즈니스모델의 변화를 시각화하는 방법, 즉 기업의 비즈니스모델에 대한 기업성과 포트폴리오분석 방법을 사용하였고, 이를 통해 제조업의 서비스화 측면에서 기업의 장기적인 경영성과를 분석하여, 제품-서비스 융합 비즈니스모델의 경영성과를 제시하였다 Many companies are converting transaction-based business models to relationship-based business models for sustainable growth and profit stabilization. Consumers also use the company’s goods in the form of pay-per-use, rental, or sharing rather than owning the product. From a company’s point of view, converting a transaction-based business model into a relationship-based business model is a very difficult process that requires a decision-making process at the corporate strategy level. For example, it can be said that a significant part is different from transaction-based business operation management, such as new product/service development and management, pricing policy, employee duties, training and operation. A prerequisite for such a business model transformation is improved corporate performance, which is difficult to grasp with short-term data. Therefore, this study analyzed the relationship between the strengthening of the relationship-based business model and the company’s performance through performance analysis from the start of Coway, the No. 1 PS-Offering rental company in Korea, to the present. This study presents the corporate performance of a relationship-based business model in which products and services are converged in a time-series manner through corporate financial data, and a method for visualizing changes in the PS-Offering business model over time used in the study. that is, the corporate performance portfolio analysis method for the company’s business model was used. The fact that the servitization of the manufacturing industry was analyzed in terms of the company’s long-term performance, and for this purpose, the implication that the work design of employees who have independent duties to respond to customers at the service point is important is suggested.