会计学院知识库

       纺织服装业是我国重要传统支柱产业、是我国制造业的优势产业，是我国重要的民生产业。在整个纺织服装行业中，超85%的企业仍然采用传统的代工制造商业模式，处于利润率最低的价值链环节。申洲国际作为纺织服装行业内的龙头企业，构建了原始设备代工（Original Equipment Manufacturer，OEM）和原始设计代工（Original Design Manufacturer，ODM）相结合的商业模式，即OEM+ODM模式，凭借提供高附加值的技术和产品服务，实现了高于同行5-10倍的利润率。党的二十大报告提出要推动经济高质量发展，构建现代化产业体系，推动绿色发展，这为纺织服装业的发展提供了重要指导，必将导致行业模式的变革。
       基于此，本文以申洲国际作为案例分析对象，研究商业模式和价值创造的关系。通过回顾了国内外学者关于商业模式与价值创造的研究成果，揭示了相关领域的研究进展，阐述了与本文研究内容相关的概念和理论基础。之后，对申洲国际商业模式和价值创造的关系进行剖析：介绍了申洲国际的基本情况，运用商业模式画布九要素模型对其商业模式进行详细剖析，并与其他商业模式的同行企业进行对比。其次，就申洲国际商业模式价值创造的路径进行探究，重点分析其如何通过技术创新、数字化升级与可持续发展来实现价值发现、价值生产、价值传递与获取，展示了申洲国际通过具体活动创造价值的路径。再从财务和非财务双重视角分析申洲国际商业模式价值创造的效果，得出结论：OEM+ODM混合商业模式创新提升了企业价值创造能力。
       本研究立足于申洲国际的运营管理实践，聚焦企业商业模式价值创造的研究，系统分析了申洲国际商业模式价值创造的路径和效果。研究结论不仅细化和拓展了管理会计理论在战略管理范畴的应用，更为我国制造企业突破传统价值链锁定、实现商业模式创新提供可复制的理论框架与实践路径。
 

    The textile and apparel industry is a vital traditional pillar industry, a competitive advantage sector of China’s manufacturing landscape, and a crucial livelihood-related industry in China. Within the entire textile and apparel industry, over 85% of enterprises still adopt the traditional OEM (Original Equipment Manufacturer) business model, operating at the lowest-profit-margin segment of the value chain. As a leading enterprise in the textile and apparel industry, Shenzhou International has established a business model that integrates Original Equipment Manufacturing (OEM) and Original Design Manufacturing (ODM), referred to as the “OEM+ODM” model. By providing high value-added technological innovations and product services, the company has achieved profit margins 5 to 10 times higher than its industry peers. The report of the 20th National Congress of the Communist Party of China emphasized advancing high-quality economic development,building a modern industrial system, and promoting green development, which provides critical guidance for the transformation of the apparel manufacturing industry. 
    Based on this, this paper takes Shenzhou International as a case study to study the relationship between business model and value creation. This paper reviews domestic and international scholarly research on business models and value creation,elucidating theoretical foundations and conceptual frameworks relevant to this study. Subsequently,  it analyzes the relationship between Shenzhou International’s business model and value creation: first, introducing the company’s profile and dissecting its business model using the Business Model Canvas’s nine-component framework, with comparative analysis against peers adopting other models. Second, it investigates the value creation pathways of Shenzhou International’s business model, with a focus on analyzing how the company achieves value discovery, value production, value delivery, and value capture through three strategic drivers: technological innovation, digital transformation, and sustainability initiatives. Third, the study evaluates the effectiveness of Shenzhou International’s value creation from both financial and non-financial perspectives, concluding that the transition to a “OEM+ODM” new business model enhances enterprise value creation capabilities.  
   This study is grounded in the operational management practices of Shenzhou International, focusing on the research of value creation through its business model. It systematically analyzes the pathways and outcomes of value creation within Shenzhou International's business model. The findings not only refine and expand the application of management accounting theory in the realm of strategic management but also provide a replicable theoretical framework and practical pathways for Chinese manufacturing enterprises to break free from traditional value chain constraints and achieve business model innovation.