长袖善舞:基于需求方战略的客户协同效应与商业模式组合

Be All Things to All Men:Customer Synergy and Business Model Portfolio Based on Demand-side Strategy

传统产品多元化研究从生产方协同出发,强调多个相关产品市场的资源利用和共享。本文整合需求方战略和商业模式理论,采用纵向单案例研究方法,以平安好车主为案例研究对象,分析了客户协同效应下需求方商业模式互补性组合及其竞争优势。本文发现,相比强调资源利用的传统多元化战略,需求方战略更注重消费者的收益体验,企业可通过一站式效应细分面向客户的活动,持续添加基于需求方的互补性商业模式,强化客户群之间的网络效应,促进商业模式组合的进一步扩展,塑造本企业在价值创造方面的比较优势。客户与企业的重复性交易可分别连接价值创造和价值捕获活动,企业利用一站式效应在现有商业模式中为客户创造价值,并在互补的商业模式中以交叉销售、捆绑销售来捕获相应的价值。跨越双边或多边市场的外部性实现了不同客户群之间的重复性交易,企业可通过网络效应添加互补的商业模式,对加入平台的特定客户群体进行双重定价。需求方商业模式互补性组合的锁定效应加速了双边市场的形成,强化单个活动系统的依赖性,同时提高客户转换成本,增加多个活动系统的相互依赖性,形成企业竞争优势的不可模仿性,为添加新的互补性商业模式创造机会。

RBV theory suggests that a firm’s diversification strategy is based on resource relevance,that producer synergies arising from resource relevance can lead to higher performance for a firm’s diversification strategy,and that resource sharing across multiple related product markets allows firms to benefit from economies of scope.In fact,diversification can also be achieved through demand-side customer synergies that go beyond supply-side resource sharing,as demand-side theory puts consumer value creation at the centre and takes into account the heterogeneity of markets.At this stage,with the rise of the digital economy,many Internet companies have expanded their user base by establishing effective and complex relationships with their customers,and the development of the virtual market has fundamentally changed the configuration of the value chain and the traditional logic of value creation,and the consumers on the demand side have the potential for value creation,and the combination of multiple business models not only needs to take into account the challenges posed by the addition of the information element to the traditional linear analysis of the value chain,but also The combination of multiple business models not only needs to consider the challenges posed by the addition of information elements to the traditional linear value chain analysis,but also needs to determine the value proposition to customers and the corresponding value capture mechanism.Given the complexity of business model portfolios,this means that it is important to explore not only the relationships between the activities of focal firms within the same business model for different customer segments and collaborators,but also to analyse the relationships between dif-ferent business models operated by the same company.Integrating demand-side strategy with business model diversification is not only a potential direction for dealing with market hetero-geneity,but also complements traditional strategy theory.Demand-side theories provide more nuanced insights into business models in terms of value creation and value propositions,and customer synergies help to reflect the importance that demand-side strategies place on market heterogeneity.This paper integrates demand-side strategy and business model theories,adopts a vertical single case-study approach of Ping An Hao Che Zhu to analyze the demand-side business models complementary portfolio and their competitive advantages under the customer synergies.This paper finds that demand-side strategies focus on consumer benefit experience,which contrasted with supply-side diversifica-tion strategies that emphasize resource utilization,and focal firms segment customer-oriented activities through the one-stop effect,continuously add complementary demand-side based business models,strengthen network effects among customer groups,promote further expansion of the business model portfolio,and shape their comparative advantage in value creation.Repeat customer-firm transactions link value creation and value capture activities,respectively,focal firms create value for customers through one-stop ef-fect in existing business models and capture the corresponding value in complementary business models with cross-selling and bun-dling,externalities across bilateral or multilateral markets enable repeat transactions between different customer segments,firms add complementary business models through network effects,with dual pricing for specific customer segments joining the platform.The lock-in effect of business models complementary portfolio accelerates the formation of bilateral markets,reinforces the dependence of individual activity systems while increasing customer switching costs,increases the interdependence of multiple activity systems,leads to the inimitability of firms’competitive advantages,and thus creates opportunities for adding new complementary business models.