开放战略演化下的商业生态系统:基于腾讯的案例研究

Business Ecosystem Under Evolution of Open Strategy: A Case Study Based on Tencent

以商业生态系统理论、开放式创新理论以及价值来源模型为基础,以腾讯科技有限公司为案例代表,阐释在开放战略演化过程中商业生态系统的商业模式产生了怎样的变化。研究发现:(1)企业在较为封闭的状态下,虽然通过垄断机制与并购机制形成市场份额上的优势,但却极大地阻碍产业创新、破坏产业生态链;(2)在众创空间介入开放战略前,企业已经开始探索以线上为主的孵化机制,线上主体多为二元且相互关系多为单向性,加之物理位置的缺失、单一的合作关系导致商业模式效率单方面增强,商业模式的互补性、锁定性与新颖性都较低;(3)在众创空间介入开放战略后,企业开放度得到扩展,核心企业通过提供线下物理空间的拓展实现资源开放与信息透明化、创造高效的信息交流渠道、促进多样化合作伙伴关系等,使得整个商业生态系统呈现多元主体、环绕式、合作关系多样化的稳定结构,商业模式在效率、互补、锁定、创新4个维度上都得到提高。

Based on the theory of commercial ecosystem, open innovation theory and value source model, this paper takes Tencent Technology Co., Ltd. as a case representative to explain how the business model of the business ecosystem has changed during the evolution of the open strategy. The study finds that:(1) In a relatively closed state, although the market share advantage is formed through the monopoly mechanism and the merger and acquisition mechanism, it has greatly hindered the industrial innovation and destroyed the industrial ecological chain.(2) Before makerspace intervening in the open strategy, enterprises have begun to explore the online-based incubation mechanism, the online subjects are mostly binary and the mutual relationship is mostly unidirectional, coupled with the lack of physical location and single cooperation, the unilateral enhancement of efficiency in business model, complementarity, lock-in and novelty are low.(3) After makerspace intervening in the open strategy, the openness of enterprises is expanded, through the expansion of offline physical space, the core enterprises realize the opening of resources and the transparency of information, create efficient channels of information exchange, and promote diversified partnerships, so that the whole ecosystem presents a stable structure of multiple subjects, encircling, and diversified cooperative relations, the business model is improved in four dimensions of efficiency, complementarity, locking and innovation.