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在互联网经济背景下,越来越多的企业通过生态圈战略实现转型发展,在无边界发展趋势、去中介化改革、消费者个性化等挑战下逆势而生,获取新的竞争优势。以乐视案例为研究对象,旨在探索企业实施生态圈战略的实现机理和新的竞争优势——生态优势的来源。乐视案例表明:互联网时代下,企业实施生态圈战略的关键在于,利用大数据、云计算等互联网技术,实现看似无关的不同业务之间的协同效应,在降低成本的同时提供差异化的产品,最终构建生态优势。企业生态优势的构建并非一蹴而就,需要基于消费场景而非产品定义产业边界,在特定产业内打造垂直闭合产业链,夯实生态圈基础设施,构建开放共享平台,进而形成多产业协同的生态圈,逐步培育起不同于传统核心竞争力的生态优势。研究成果拓展了企业生态圈战略和竞争优势相关理论,亦对企业互联网转型和生态圈构建实践具有指导意义。
Under the background of Internet economy, more and more enterprises realize the transformation and development through the strategy of ecological circle, gain new competitive advantages under the challenges of borderless development, intermediary reform and consumer individuation. Taking the case of music as the research object, this paper aims to explore the realization mechanism and new competitive advantage of the enterprise to implement the ecosystem strategy - the source of ecological advantages. The case of LeTV shows that under the Internet era, the key to enterprises in implementing the ecosystem strategy lies in realizing the synergistic effect between seemingly unrelated services by using the Internet technologies such as big data and cloud computing, providing differentiated products while reducing costs , Ultimately building ecological advantages. The construction of enterprise's ecological advantages is not accomplished in a single step. It is necessary to define industrial boundaries based on consumption scenarios rather than products, to create vertically closed industrial chains within specific industries, to consolidate the infrastructure of ecological circles, to establish an open sharing platform, and to form a multi-industry collaborative ecosystem. Foster ecological advantages different from the traditional core competitiveness. The research results expand the theory of enterprise ecosystem strategy and competitive advantage, and also guide the practice of Internet transformation and ecosystem construction.