小米公司商业模式转型研究
Research on Xiaomi’s Business Model Transformation

随着时代的发展，传统商业模式已显得力不从心，无法满足科技型企业在市场中的需求。为了在激烈的市场竞争中保持竞争优势，企业需要不断进行商业模式的创新。本文以小米公司为例，从商业模式转型的角度出发，探讨小米公司在“硬件 + 新零售 + 互联网”新商业模式下的发展历程。其采用的“硬件 + 新零售 + 互联网”新商业模式，将传统的销售方式重新定义，通过整合硬件产品、新零售渠道和互联网服务，实现了全新的商业价值链。在商业模式转型的背后，财务绩效是企业成功与否的重要指标之一，通过对小米公司转型后的财务数据进行详细分析，可以更好地了解其商业模式的实际效果。
With the development of the times, traditional business models have become increasingly inadequate to meet the needs of technology-driven enterprises in the market. To maintain a competitive advantage in a fiercely competitive market, companies must continually innovate their business models. Using Xiaomi as an example, this article examines the company’s developmental journey from the perspective of business model transformation under its new “Hardware + New Retail + Internet” business model. This model redefines traditional sales methods by integrating hardware products, new retail channels, and internet services to create a new business value chain. Financial performance serves as one of the key indicators of a company’s success behind such a business model transformation. Through a detailed analysis of Xiaomi’s financial data following its transformation, a clearer understanding of the actual effectiveness of its business model can be achieved.