学术视界｜《科研管理》：互联网背景下平台型商业模式价值创造分析（附下载）
互联网背景下平台型商业模式价值创造分析
王旭娜1,2，谭清美1,2
(1.南京航空航天大学经济与管理学院，江苏 南京211106；
2.江苏军民融合发展研究基地，江苏 南京211106)
摘要：互联网环境下的平台型商业模式在越来越多的领域得到应用。本文采用案例研究方法旨在探讨互联网背景下平台型商业模式的价值创造逻辑。聚焦互联网平台商业模式的构成模块及模块关系，构建了平台型商业模式价值创造的网络模型，并利用该模型研究阿里巴巴集团三个发展阶段的价值创造逻辑。研究表明：平台参与者在数量、类型、覆盖区域等方面的增长对平台价值提升有正向促进作用；对外部需求的动态响应有助于平台创造新价值；平台核心支撑性业务的发展要与时俱进；以互联网平台为基础的范围经济能够从多个方面驱动平台价值创造。
关键词：平台；商业模式；互联网；价值
主要研究结论：本文从平台型商业模式系统整体价值创造的视角出发，构建了基于互联网环境的平台型商业模式价值创造的网络模型，并运用该模型分析阿里巴巴集团在三个不同阶段的动态发展及演化过程。研究结果发现:
（1）互联网平台参与者的数量越多、类型越丰富、覆盖区域越广，就越容易形成一个紧密连接的价值网，这助于互联网平台企业实现价值增长。（2）实时捕捉外部需求，及时采取相应对策可以促进平台创造新的价值。（3）多元化发展的互联网平台企业要以核心业务为支撑，辐射带动其他业务的发展。随着外部需求的变化，核心支撑业务需要与时俱进，不断适应动态变化的外部环境。（4）以互联网平台为支撑的商业生态圈可以从多个领域出发，全方位多角度的推动平台价值实现。
An analysis of the value creation of platform business model under the background of internet
Wang Xuna1,2, Tan Qingmei1,2
(1.College of Economics and Management, Nanjing University of Aeronautics and Astronautics, Nanjing 211106, Jiangsu, China；
2.Research Base for Civilian-Military Integration Development in Jiangsu Province,Nanjing 211106, Jiangsu, China)
Abstract:The platform business model under the Internet has been applied in more and more fields. This paper uses case study methods to explore the value creation logic of platform business models in the Internet context. We draw on the relevant ideas of the value network model and combine the value creation theory and the main features of the platform business model, and describe the basic modules of the platform business model from the six main aspects (that is, "participants", "external requirements", "value proposition", "key business", "core resources", "profit model"). According to the mutual relationship of the six modules, a network model for the value creation of platform business models in the Internet context is constructed. The explanation of the six main modules is as follows.
Participants: In a platform-based business model, participants can be customers, partners, vendors, and other stakeholders. Usually, there is an interdependent and mutually reinforcing "positive feedback" feature among the various stakeholders involved in the platform, which is one of the key factors for the value creation of the platform business model. External requirements: Dynamic changes in the external market environment, industrial environment, and technological innovations may all pose new demands on enterprises. There are often intricate relationships between external influences and dynamic changes in consumer demand. Value proposition: The value proposition explains to some extent the reasons why consumers buy enterprise products or services, and confirms the practical significance of enterprises to consumers. Key business: The key business is to ensure that the business model is practical and the most important thing the company must do. The goal of key business is to create value for the service. Core resources: Core resources are the most important factors to make the business model work, such as intellectual assets, human resources, financial assets, and key technologies. Profit model: The profit model is the way that the business model obtains income, which may include advertising fees, rental fees, usage fees, product sales, and the like. In addition, while obtaining income, different pricing mechanisms can be adopted according to the actual situation of the platform, such as fixed pricing and dynamic pricing.
In the research process, due to the large time span and the complex relationship between the elements of the business model, the method of case study is adopted. Alibaba is an enterprise that entered the Internet platform earlier in China, which has formed a huge business ecosystem. Its successful experience has a good reference for the development of many other platform-based enterprises. Therefore, this study chooses Alibaba as the case study. Based on a comprehensive analysis of the development process of Alibaba, the development process of the Alibaba is divided into three main stages, namely the start and development stage (1999-2003), the transition and expansion stage (2004-2010), the maturity and prosperity stage (Since 2011).
This paper studies the value creation logic of Alibaba in the three development stages by using the network model of value creation. In the first phase, Alibaba concentrated its core resources to develop an Internet trading platform that focuses on the provision and integration of information flow and is committed to solving various obstacles in the traditional business model. In the second phase, Alibaba′s business scope has expanded to multiple areas, and its external needs are more complex, with more participants, more diverse types, and more extensive coverage. At the same time, compared with the first stage, the profit model of this stage has made a new breakthrough, and the model and channel of value creation are also more abundant. In the third stage, supported by e-commerce platform, Alibaba has formed a huge business ecosystem by centering on the core e-commerce business and the payment business and finance business supporting the e-commerce system, as well as supporting local life services, medical and health care, digital media, entertainment business and intelligent terminals. The speed, breadth and depth of its value creation have far exceeded the traditional business model.
Based on the comprehensive analysis of the evolution process of Alibaba′s business model in different development stages, the results show that: Firstly, the more of Internet platform participants, the richer of types and the wider of coverage area, the easier it is to form a closely connected value network, which helps Internet platform enterprises realize value growth. Secondly, capturing external demand in real time and taking timely countermeasures can promote the platform to create new value. Thirdly, diversified Internet platform enterprises should be supported by core business and radiate the development of other businesses. With the change of external demand, core supporting business needs to keep pace with the times and constantly adapt to the changing external environment. Fourthly, the business ecosystem supported by the Internet platform can promote the platform value in all directions from multiple fields.
We draw the following management enlightenment: Firstly, the Internet platform not only needs to acquire users, but also needs to retain users. Platform companies can attract users in a variety of ways. In addition, platform companies should establish operating mechanism to improve user satisfaction and improve users′ dependence on platform products or services. Secondly, Platform companies need to actively foster their own dynamic capabilities to accurately capture external requirements. While the Internet platform continuously provides content that meets users′ expectations, it also needs to update itself and capture new user demands. Thirdly, Internet platform companies should put the development of core support business in the first place. In addition, diversified platform companies should prioritize the expansion of their core business-related areas in the expansion of their business scope. On the one hand, the core business has a radiant role to the related business, on the other hand, the related business has a deepening role to the core business. Fourthly, drive the value creation of the Internet platform with a range economy. Internet platform enterprises should not only pay attention to the development of their own fields, but also pay attention to other areas related to them. The platforms cooperate and develop together to create a mutually beneficial ecosystem.
Key words:platform; business model; internet; value
引用本文：王旭娜,谭清美.互联网背景下平台型商业模式价值创造分析[J].科研管理,2021,42,313(11):34-42.
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