Research on Xiaomi’s Internationalized Business Model

Wei, Ruyi; Long, Qiong

doi:10.4236/ojbm.2021.93056

Cited by 3 publications

(3 citation statements)

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“…Xiaomi Corporation is a Chinese company founded in 2010 (Beijing) to produce computer electronics and related software. In 2011, Xiaomi introduced the first smartphone, and by 2014, it became the largest market share of smartphones sold in China [21]. In 2021, Xiaomi grew into the second largest smartphone supplier worldwide after Samsung [22].…”

Section: Introductionmentioning

confidence: 99%

Effectiveness Evaluation Model of Digital Cost Management Strategy for Financial Investment of Internet of Things Enterprises in Complex Environment

Yue

Guo

2022

Scientific Programming

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In the current study, a depth evaluation for the strategic cost management (SCM) based on Internet of things (IoT) enterprises is performed. The SCM is analyzed under the umbrella of replication environment and financial digitization. Our proposed method of evaluation consists of the replication technology, the relationship between corporate finance, corporate performance, and SCM. However, in the second stage, we considered Xiaomi Corporation (Xiaomi), an IoT enterprise, as our hypothesis and benchmark model to analyze the existing issues related to cost management. Finally, the strategy and effect of Xiaomi’s SCM based on the value chain are thoroughly investigated and an in-depth insight has been provided. Moreover, our results show that the SCM of Xiaomi based on the value chain has achieved optimum results, such as reducing the total cost per unit product and increasing the market share. However, a few issues still need improvements, such as insufficient innovation ability, the incomplete scope of cost management, and a small amount of patent authorization. This article is conducive to enterprises for better strategic planning and to improve cost management efficiency. Moreover, it provides a reference basis for the cost management problems faced by other IoT enterprises.

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Section: Introductionmentioning

confidence: 99%

Effectiveness Evaluation Model of Digital Cost Management Strategy for Financial Investment of Internet of Things Enterprises in Complex Environment

Yue

Guo

2022

Scientific Programming

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“…Its global expansion offers new opportunities, but also poses risks that need addressing to succeed in new markets. To do this, Xiaomi had to localize its products and services, such as its Mi.com e-commerce platform and Mi Home stores (Wei & Long, 2021). By doing so, Xiaomi has gained market share in India and other emerging markets, expanding its customer base and increasing its brand recognition.…”

Section: People-driven Innovation: the Case Of Xiaomi Corporationmentioning

confidence: 99%

“…By doing so, Xiaomi has gained market share in India and other emerging markets, expanding its customer base and increasing its brand recognition. Additionally, Xiaomi has strategically partnered with local firms to help expand its business in foreign markets (Wei & Long, 2021).…”

Section: People-driven Innovation: the Case Of Xiaomi Corporationmentioning

confidence: 99%

Building a culture of innovation: Innovation 360°

Cheong,

She,

et al. 2024

Glob Bus Org Exc

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This study seeks to explore how companies around the world create a culture of innovation by examining common themes that underpin innovation. Through a case study approach, we examined the innovation practices of nine companies and identified six key themes prevalent across all companies: (1) emphasis on research and development; (2) flexibility and adaptability; (3) diversity and inclusion; (4) continuous learning and development; (5) risk‐taking and experimentation; and (6) sustainability. Building on these themes, we propose a new framework for creating a culture of innovation, called the Innovation 360° framework—a systematic approach for companies to understand and build a culture of innovation. Innovation 360° is centered on the core tenets of diversity, inclusion, and sustainability, driven by internal “pull” and external “push” factors of innovation that emphasize flexibility and adaptability, continuous learning and development, and risk‐taking and experimentation. We also discuss the practical benefits and potential drawbacks of the framework. Ultimately, by embracing this framework, companies can improve their innovation capacity and stay ahead of the competition while demonstrating their commitment to social responsibility. However, careful consideration of the framework's potential limitations is necessary to ensure its suitability for different types of companies and industries.

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Business Model Innovation of Exponential Organizations: The Case of Xiaomi

Zhang¹,

Chun

2023

Sustainability

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The latest trend in today’s organizational development is to become exponential organizations. As a new organizational paradigm for the Internet society and sharing economy era, it is a more flexible, streamlined, and entrepreneurial organization that efficiently integrates global resources and achieves rapid growth. While existing literature has explored how exponential organization success is inextricably linked to its business model, little attention has been paid to and summarized regarding each stage of the exponential organizations’ innovation in the context of the business operation cycle. Meanwhile, the limitations of previous studies were not providing sufficient explanation or strategies for Chinese manufacturing organizations’ exponential transformation to make them sustainable, and not upgrading to relate to organizations in general rather than focusing on a representative Chinese organization. This work aims to deeply analyze a single case of Xiaomi, the representative of exponential organizations, through a case study, summarizing the business model innovation strategies of exponential organizations from four perspectives—value proposition, value creation, value delivery, and value capture—and 11 elements of exponential organizations. The findings are as follows: (1) Making full use of Internet digital technology and effectively integrating and utilizing social resources can help exponential organizations to build an innovation ecology and (2) The 11 attributes of exponential organizations and the corresponding requirements provide more options and space for business model innovation. As a result, these findings add to the current discourse regarding exponential transformation and upgrading, with the expectation of providing theoretical references for the Chinese manufacturing organizations’ exponential transformation and upgrading.

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Research on Xiaomi’s Internationalized Business Model

Cited by 3 publications

References 0 publications

Effectiveness Evaluation Model of Digital Cost Management Strategy for Financial Investment of Internet of Things Enterprises in Complex Environment

Effectiveness Evaluation Model of Digital Cost Management Strategy for Financial Investment of Internet of Things Enterprises in Complex Environment

Building a culture of innovation: Innovation 360°

Business Model Innovation of Exponential Organizations: The Case of Xiaomi

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