同质化竞争情境下企业价值增值效率评价研究——以我国上市港口企业为例

A research on the evaluation of enterprise value-added efficiency under homogeneous competition——A case study by taking Chinese listed port enterprises as an example

同质化竞争已经成为新经济时代最为显著的商业竞争难题,企业间由于结构趋同、业务区分度低、投入相似等原因陷入同质化竞争的"黑洞",企业的价值增值能力始终处于较低水平。本文基于同质化竞争背景,将企业价值链分析与我国港口企业实际情境紧密结合,构建企业价值增值效率的多阶段网络DEA评价模型和面板Tobit测度模型,并利用我国上市港口企业2012—2016年的相关数据进行实证分析。研究表明:同质化竞争是导致企业价值增值效率普遍较低的主要原因之一;在分阶段效率评价时显示同质化竞争仅对企业价值增值的某个阶段产生显著影响,如我国港口企业数据显示同质化竞争显著影响企业生产水平,进而间接影响最终的价值创造能力。进一步提炼同质化竞争情境下价值增值效率低下的关键因素,并据此提出企业提升价值增值效率的针对性策略,为同质化竞争情境下的企业重构价值链、提升价值增值能力等提供决策参考。

The homogeneous competition has become the most significant commercial competition problem in the new economic era.Enterprises have fallen into a"black hole"of homogeneous competition due to structural convergence,low business differentiation,similar investment,etc.Homogeneous competition makes it difficult for enterprises to convert scale advantages into high-quality value creation capabilities.Based on the background of homogeneous competition,this paper closely combines the analysis of enterprise value chain with the actual situation of Chinese ports,and decomposes and refines the value-added process of port enterprises into two stages:production operation and profit transformation.In the first stage,the production operation efficiency mainly refers to the ratio between port production and the input of infrastructure and labor.In the second stage,the profit transformation efficiency is the ratio between economic return and port production.Then,use the number of berths(X1),the number of bridge cranes(X2)and the number of employees(X3)are used as the input variables of the port value chain,affecting the source of value added;the main business income(Y1)and net profit(Y2)are used as variables of value output to reflect the value creation ability of the port operation;the container cargo throughput(Z1)which has an intermediary role in the two-stage value creation process of the port-directly reflects the production capacity of the port,and at the same time serve as a direct source of port economic benefits-is used as an intermediate variable.Based on the above indicators,the relevant data of 12 major listed port companies in China from 2012 to 2016 were collected for overall and phased evaluation of value-added efficiency by constructing a two-stage network-DEA evaluation model.Finally,combined with the characteristics of port enterprises,the panel Tobit model is used to further study the impact of environmental factors on the value-added efficiency of port enterprises,such as ownership structure,port enterprise scale,port service level,hinterland economic level,collection and distribution capacity,location advantage.According to the evaluation results of value-added efficiency in this study,there are three conclusions as follows:(1)By combining the theoretical method with the actual situation of the development of Chinese port industry,and using the relevant data of Chinese listed port enterprises for empirical analysis,it is verified that the homogeneous competition is one of the reasons for the generally low value-added efficiency of enterprises.(2)In the staged efficiency evaluation,it shows that homogenization competition only has a significant impact on a certain stage of enterprise value appreciation.For example,the homogeneous competition of Chinese port enterprises significantly affects the production level of enterprises,which indirectly affects the ultimate value creation ability.(3)The extension of the traditional value-added efficiency evaluation to two-stage is more in line with the objective characteristics of the value-added process and is conducive to the screening of the key stage of value-added.According to the evaluation of the efficiency of the value-added process and the refinement of the influencing factors of value-added efficiency,the following four inspirations for enterprises to enhance the value-added efficiency in the homogeneous competition scenario are suggested:(1)It is necessary for enterprises to analyze the value-added process in the dilemma of homogenization in stages,and to dig deep-seated reasons for the low value-added efficiency.(2)Try to use efficiency evaluation and other methods to screen key stages of the value-added process and develop targeted improvement strategies.(3)Analyze the logical relationship between the key stages of value added and the final value performance of the enterprise under the homogeneous competition,clarify the direct and indirect effects,and formulate differentiated development strategies respectively.(4)Scientifically restructure the enterprise value chain,expand the derived value of products or services,realize effective collaboration through the resource element sharing mechanism,and eliminate the adverse effects of homogeneous competition by creating a value ecosystem and value network system.