This paper proposes a new model of the fundamental makeup of the firm. The model is a typology of the firm as conduit versus content. Firms are classified in this model by their function in the marketplace and the contributions they bring to their environment. The firm as conduit has a function of intervening in a market transaction as a go-between or facilitator. The firm as content has a function as a provider of its outputs to the market. The CVC model also describes the strategic competitiveness of the firm as CVC, and the differences between how the firm as conduit conjures its attributes into a competitive architecture, versus how the firm as content behaves. The unique contributions of the CVC model to the strategy and organisational analyses are described. Examples of the explanatory power of the CVC model are given in the case of the Uber transportation company, and in the case of the failed merger between AOL and Time-Warner. Further research is suggested to empirically test the CVC model, and the paper concludes with the potential applications of the model in a variety of sectors and industries, including the area of technology management.

中文翻译：

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管道与内容：企业市场参与和组织竞争力的模型

本文提出了企业基本构成的新模型。该模型是企业相对于内容的类型学。在此模型中，公司根据其在市场中的功能以及对环境的贡献进行分类。作为中介的企业具有作为中间人或促进者介入市场交易的功能。作为内容的公司具有提供其产品到市场的功能。CVC模型还描述了企业作为CVC的战略竞争力，以及企业作为管道如何将其属性转变为竞争性体系结构与企业作为内容的行为方式之间的差异。描述了CVC模型对策略和组织分析的独特贡献。在Uber运输公司的案例中，以及在AOL和时代华纳合并失败的案例中，都给出了CVC模型的解释力示例。建议进行进一步的研究以实证测试CVC模型，并以该模型在各种部门和行业（包括技术管理领域）的潜在应用作为结束。