网络音频平台价值共创商业模式创新研究——基于喜马拉雅、荔枝和蜻蜓FM的多案例分析

Business Model Innovation for Value Co-Creation of Web-Based Audio Platforms: A Multiple-case Study

网络音频行业因能够满足用户“碎片化学习+陪伴感满足”的需求而迅速发展。当前虽已形成以用户付费和打赏、广告营销及硬件销售为核心的变现模式,却一直未能实现盈利。依托多边商业模式平台价值共创模型,以三家网络音频头部平台喜马拉雅、荔枝和蜻蜓FM为案例,从价值共创的五个动态维度展开对比分析。结果表明,三家平台的商业模式存在共性问题:(1)价值主张的同质化导致内容生产的同质化;(2)对特定共创方的过度依赖降低了平台价值交付中的锁定效应;(3)始终未能形成在成本和收益间取得平衡的价值创造模式;(4)在得到价值网络供养的同时,也受其束缚;(5)未能形成保障参与共创各方利益的价值获取机制。基于结果提出,网络音频平台需打造优质内容产品、拓展应用场景、形成完整产业链,实现合作共赢,探寻更为清晰的价值主张、价值共创逻辑及其模式,通过创新商业模式塑造价值共创生态系统属性,从而使共创各方实现获利性增长。

The web-based audio industry has developed rapidly because it can meet the needs of users for fragmented learning and satisfaction of companionship. Today, although a monetization model centered on user payment, rewards, advertising marketing and hardware sales has been formed, the pain point of how to achieve profitability has not yet been resolved. Therefore, relying on the value co-creation model of the multilateral business model platform, this paper selects the largest three web-based audio platforms, Himalaya, Lizhi and Qingting FM as typical cases and analyzes the five dynamic value dimensions of each platform in the process of co-creation. The results show that the business models of the three platforms have common problems. First, homogeneity of the value proposition is the fundamental reason for the homogeneity of the platforms and product content. Secondly, in value delivery, the three platforms rely too much on specific co-creators, resulting in a weak lock-in effect and other risks. Thirdly, constantly adjusted value creation model has never been able to achieve a balance between costs and benefits. Fourthly, they have enjoyed the support of the value network, but are deeply constrained by the network. Finally, they fail to form a mechanism to maximize the value of the co-creation parties while making the platforms profitable growth. In response to the results, it is proposed that the web-based audio platforms need to create high-quality content products, expand application scenarios, form a complete industrial chain and achieve win-win cooperation, explore clearer value propositions, value co-creation logic and models, and shape the attributes of the value co-creation ecosystem through innovative business models, so as to share profitable growth with co-creation parties.