为什么埋葡萄:把这些英文帮我翻译成中文好吗？

Up to now, the typical style of business strategy of the second half of the
20th century has been to focus business strategy on the active introduction of
extra-mural knowledge and core competence through strategic cooperation
between businesses centered mainly on business partners, suppliers, distributors,
etc. In the automotive industry, typified by Ford and Toyota, for example,
there is the establishment of long-term partnerships with parts suppliers and,
in the fields of IT and multimedia, strategic business cooperation with different
types of industries such as the household appliances and communications
industries with the software and entertainment industries are instances of the
typical business style. Up to now, many businesses have come to understand
and accept the strategy of this sort of business style as a necessary condition
for a business to expand existing markets or to open up new markets.
Customers, on the other hand, although they had the right to make up their
own minds with respect to purchasing products and services being offered by
many businesses, the great majority of customers took a passive stance and
204 M. KODAMA
came to understand that it is only natural for them to accept the products and
services.
These days, however, in a background of rising interest among customers
in personal computers and multimedia technology as well as the acquisition
of sophisticated information with respect to products and services through
the gathering and networking of information due to the rapid development of
information technology typified by the Internet, customers themselves seem
to be becoming keen to learn more about the details of the products and
services being offered by businesses.
Accordingly, the critical appraisal and new value of products and services
and the business models that use them, perceived by such sophisticated, welleducated
and experienced customers, hold the potential for exerting a major
influence on expediting the proliferation of the products and services offered
by businesses. As Nonaka et al (1995) and Prahalad et al (2000) point out,
how to go about co-opting customer knowledge and competence for developing
and marketing goods and services of businesses that have looked ahead
into the 21st century is likely to become increasingly important as the core of
business strategy.
In this paper, we point out the importance of the process whereby, in its
own business models and the development of its own products and services,
a business will consciously and strategically take customer knowledge into
account and begin to produce new business models by creating a strategic
community based on a strategic partnership with a core of highly educated
and experienced customers (referred to in this paper as “innovative customers”