小微企业商业生态系统战略研究——以杭州跨境电子商务产业园为例

跨境电商园区作为一个商业生态系统,聚集了大量的小微企业。小微企业商业生态系统战略分析框架,包括商业生态系统评估与选择、生态位选择与错位、竞争战略等三个层次。小微企业商业生态系统进入战略决策需要考虑系统环境竞争力、商业生态系统核心竞争力、和自身与系统的适应性。生态位选择要根据自身的价值创造能力,选择一定的容纳量且有拓展的空间的生态位;而在特定的生态位上,本文构建了"动态能力-合作共生"的竞争战略。一方面培养内生的动态能力,适应动态环境,另一方面加强自身在价值网络中的嵌入性和不可替代性,从而实现与整个价值网络协同演化。     

商业生态系统视域下的企业动态能力构建

动态能力理论认为,随着企业竞争环境动态性的加剧,企业只有不断整合、构建、重组内外部资源和能力,才能适应快速变化的环境,获取持续竞争优势。近年来,信息和网络技术的广泛应用改变了企业竞争的基础,使得企业间的竞争由个体竞争转变为商业生态系统间的竞争。可将动态能力框架扩展到商业生态系统视域,通过对信息空间的搜寻和过滤,锚定企业创新机遇,决定商业生态系统愿景和本企业战略选择。根据战略选择确定资源需求,选择合作伙伴,构建价值网络,获取互补资源,对企业内外部知识和资源进行配置与共享,并保护本企业资源优势,取得新的竞争优势。商业生态系统进入衰退期后,重新寻找新的创新机遇与合作,通过健康的商业生态系统和不断创新实现企业持续发展。传统出版企业应选择加入商业生态系统,通过互补资源、共享知识与协同效应占据网络核心,确立领导地位,通过动态能力的构建和培育来应对外来种群威胁,获取持续竞争优势。     

商业生态系统视角的企业协同进化战略构建

随着商业环境的网络化和全球化日益加剧,企业生态环境日益复杂化,为在未来的激烈竞争中获得生存和持续发展,企业应当从生态学这个新的角度来考虑企业进化的战略问题。商业生态系统理论作为一个新生理论,关注整个商业生态系统的进化,强调作为个体或部分的企业与整体的协调以更好地利用共生关系来获得自身的成功,因此,本文选择以商业生态系统理论为指导来研究企业进化战略的相关问题。着重分析了商业生态系统中各个价值主体(企业、竞争对手、供应商和顾客)的协同进化机制,并构建了商业生态环境下企业协同进化战略。     

基于商业生态系统理论的缝隙型企业战略研究

随着世界经济的发展和组织结构的演变，传统的管理理论已不再适用于新的环境，商业生态系统的概念应运而生。通过管理学界对商业生态系统理论不断的充实，其理论体系已初步形成，但对缝隙型企业的战略研究尚处于初级理论阶段，本文在前人研究的基础上，探索性的为缝隙型企业建立了一个战略框架，试图为缝隙型企业提供一定的理论帮助。     

价值创造的企业财务战略管理实施浅析

基于价值创造的财务战略管理实施框架:以实现企业价值最大化为目标,通过价值驱动因素联结,选择创值导向的预算、评价和激励为循环运行环节,以企业各项基础设施为支撑,构建了由目标层、联结层、运行层及基础层组成的价值创造型财务战略实施框架。     

构建基于商业生态系统的竞争战略

竞争环境的变化加剧,成为企业长期可持续发展的重大挑战,本文从介绍商业生态系统理论出发,指出了构建基于商业生态系统竞争战略的方法和积极意义。     

企业战略管理框架及变革的主要方式

当前的竞争环境已呈现出典型的动态竞争特点,为了更好地参与全球化竞争,企业必须正确掌握企业战略框架及其战略变革的主要方式。本文认为,企业战略管理问题是一个系统问题,从系统的角度提出了一种战略管理的框架,即从企业组织、企业文化、企业家能力、核心能力四个角度去认识一个企业的战略管理,并且根据战略框架提出战略变革的的主要方式——个关键的任命程序、调整企业理念、企业战略重新进行定位、重新设计企业。     

价值链网络型和市场联结型商业生态系统的比较分析与构建

为了更好地应用商业生态系统理论,本文从价值创造过程和价值实现过程两个方面来划分商业系统。以期对具体的生态系统采用与之相适应的的分析框架和构建策略。本文把商业生态系统分为市场联结型和价值链价值网络型两大类。其中,价值链价值网络型商业生态系统还可再分为中心型和平台型。本文对上述类型的商业生态系统进行了分析,提供了构建途径。     

顾客价值战略在现代企业的应用

随着市场经济的发展，企业在市场竞争中逐步形成了以顾客为导向的顾客价值理念。顾客价值作为现代企业竞争优势的重要来源，已成为现代企业的核心战略之一。本文结合顾客价值战略在现代企业中的应用情况，分析顾客价值与企业竞争力之间的关系，并就顾客价值的驱动因素，定位方式进行研究，根据企业和市场的实际需要，探讨现代企业如何更有效的实施顾客价值战略。     

战略预见的竞争优势:基于不确定环境的全景分析

新竞争环境下,企业面临的不确定性因素更加突出,企业如何在动态变化的环境中持续地创造新竞争优势成为企业战略的核心。传统战略理论的分析背景已发生了较大的变化,而现代企业竞争优势的源泉之一是要提升自己的战略预见能力。战略预见就是要寻找企业竞争优势变化及商业生态模式演变的趋势与规律,通过商业模式分析、价值链分析、战略博弈结构分析、技术市场化分析以及新兴产业可行性分析等战略分析视角,寻求企业未来发展的战略杠杆。     

Managing future uncertainty: Reevaluating the role of scenario planning

The business environment for many firms is changing rapidly and is becoming increasingly uncertain due to the disruption caused by new digital technologies, deregulation, new business models, and the threat of new competitive entrants. This dynamic competitive environment increases the level of uncertainty for senior executives and strategic planning teams who bear responsibility for the strategic development of the firm, particularly in terms of the future direction, scope, and the strategy required to deliver on corporate objectives. This in turn, places increased scrutiny on the strategic planning tools that are used to undertake a rational and comprehensive analysis of the competitive dynamics that inform strategy formulation. This article presents empirical findings and reflections on a scenario-planning project that sought to develop a long-term corporate level strategy. While scenario planning is an established constituent of the strategist’s toolbox, the increasing level of dynamism and uncertainty in many markets has meant that it has seen a resurgence. This article presents empirical findings on how the scenario-planning tool was selected and applied before reflecting on the individual and organizational outcomes of using scenario planning to develop an organizational strategy in uncertain market conditions.     

Management framework guiding strategic thinking in rapidly changing markets

Developing a management framework to guide strategic thinking in changing markets is increasingly critical for researchers and executives in coping with the complex and rapidly changing global business environment. Conventional training and practices have too often led strategy researchers and executives to assume a stable competitive box around existing businesses, not recognising the effects of radical and increasingly disruptive change on markets and competitive space. New strategic thinking logic and initiatives require a conceptual framework to guide obtaining information, perceptive interpretation of strategic issues and trends, and choice of the right strategic initiatives. The conceptualisation begins by determining the market-based strategic capabilities needed to identify the nature and scope of determinants of market changes. These changes must be identified, driven by new competition, new business models, and creativity and innovation. Understanding fast changing markets requires identifying new market space, conducting strategic segmentation analysis, and determining customer value requirements. Finally, this knowledge guides strategic vision and formulation and implementation of market-driven strategies for changing markets. The framework is based on conceptual logic and empirical findings from multiple disciplines including marketing strategy and strategic management     

The influence of demand factors on dynamic competitive pricing strategy: An empirical study

This empirical paper investigates the relationship between the dynamic strategic interactions among competitors in a component market and demand factors in the market for the end product. The structure of competition in the US microprocessor (MPU) industry is analyzed using data on prices and sales in both the MPU market as well as the market for personal computers. The pattern of dynamic strategic interaction between competing firms in this market on a key decision variable, price is studied. Non-nested model comparison tests based on equilibrium solutions derived for specific differential games are applied to identify the mode of competitive strategy between pairs of competing brands. The empirical fit to the longitudinal and cross-sectional data, of alternative models of competition, independent (Bertrand?CNash), Stackelberg leader?Cfollower, and Collusion, is used to determine which dynamic model best describes actual competitive behavior over the life of each MPU. Demand for the product market which is downstream from microprocessors, that for personal computers, is estimated using a generalized diffusion model with price effects. Data from the markets for desktop and laptop computers are analyzed at the level of computer vendor and internal microprocessor. Patterns are uncovered, linking downstream demand parameters with upstream competitive strategy. There is evidence to suggest that when there are strong diffusion effects driving sales of both the competing computer brands, there is a higher likelihood of Bertrand?CNash competition among MPU firms. However, when there are higher cross-price effects (substitutability) among personal computer brands there is a greater chance of Stackelberg leader?Cfollower price competition. When self-price effects are relatively high, the likelihood of Bertrand?CNash competition among MPU firms increases. Furthermore, when the potential demand for the computer product category is high, there is a higher likelihood of Bertrand?CNash pricing in the MPU market.     

Circles within a Circle: The Condition for the Possibility of Ethical Business Institutions Within a Market System

How can a business institution function as an ethical institution within a wider system if the context of the wider system is inherently unethical? If the primary goal of an institution, no matter how ethical it sets out to be, is to function successfully within a market system, how can it reconcile making a profit and keeping its ethical goals intact? While it has been argued that some ethical businesses do exist, e.g., Johnson and Johnson, the argument I would like to put forth is that no matter how ethical a business institution is, or how ethical its goals are, its capacity to act in an ethical manner is restricted by the wider system in which it must operate, the market system. Unless there is a fundamental change in the notion of the market system itself, the capacity for individual businesses to act in an ethical manner will always be restricted. My argument is divided into two parts. The first part is to show the inherent bias towards unethical outcomes that is inherent in the market system. The second part is to suggest how to reorient the general economic framework in order to make ethical institutions more possible. The question then becomes, how to define economic behavior in terms other than competition for profit.     

Value Innovation in Export Marketing Strategy: The Case of a Canadian Firm in Japan

Maple Leaf Foods Inc. maintains a market leadership in Canada for its food processing and export business and sustains its relatively high growth. MLF has an innovative approach to strategy as it reduces head-to-head competition with other major pork exporters in Japan and raises its premium image with an innovative food safety program. MLF is creating a new market segment in Japan's pork market by positioning itself between the domestic premium segment and the import commoditized segment and attracting consumers who are interested in both brand and price. This article illustrates how MLF innovates value in a competitive marketplace, using Kim and Mauborgne's blue ocean strategy framework.     

Embedded Relationships: Implications for Networks,Innovation, and Ecosystems

In today’s dynamic market environment, no single actor has enough knowledge and sufficient human resources to innovate on a globally competitive level. This trend has accelerated the need for a deeper understanding of relationship management in alliances, virtual corporations, and networks to maximize capacity for innovation. We refer to these structures as service ecosystems and propose a framework for investigating how innovation occurs in service ecosystems. Specifically, we review the conceptualization of relationship as it has evolved from the relationship marketing, service and business-to-business marketing, and service-dominant logic literature. Then, we draw on centrality and embeddedness to explicate how actors in these service ecosystems draw on resources from their extended networks for innovation. We propose an embedded relationships framework for investigating innovation as a dynamic and continuous ecosystem of information seeking and information processing. Future research directions are discussed.     

竞争优势来源研究的理论演进

面向21世纪知识经济的挑战,如何在变革的环境中获取竞争优势是制定企业战略的关键因素。企业竞争优势从何而来,在激烈竞争的动态环境中,企业的持续竞争优势越来越依赖于无形的核心能力,企业只有通过培育和加强核心能力,有效的组织学习和不断的知识创新,才能帮助企业获得持续的竞争优势。     

Foreign market entry mode of service firms: The case of U.S. MBA programs

While international expansion has become an important strategic imperative on the part of knowledge intensive service firms such as U.S. business schools, little empirical support is available on how these business schools enter foreign markets. If U.S. based business education programs are expected to prosper in light of the potential onslaught of international competition, expansion to overseas markets will be one of the most sought after options available. A poor choice in market entry strategy, or the lack of international market entry, can result in a negative impact on the educational institution. This research focuses on developing, measuring, and empirically testing a framework of key factors influencing international market entry mode choice of U.S. business schools by using primary data from faculty and administrators of U.S. Master of Business Administration (MBA) schools.     

Implanting competitive strategy: A contingency approach

Competitive business strategies are often formulated with little regard given to the articulation format. This paper examines the strategy formulation process from a systems perspective and argues that articulation of a competitive strategy, such that sustained competitive advantage is created, requires consistency along the entire business chain. Internal consistency within the business chain is built through inter‐linkages. The inter‐linkages are made through four inter‐connective elements: human resources, technological resources, information resources and financial resources. It is argued in this paper that the human factor is of major importance since it integrates the other inter‐connective elements and therefore represents a key factor in the process of articulation and implementation. In view of the critical role of the human element in articulation of business strategy for competitive advantage, the paper develops a human‐factor related contingency framework. The developed contingency framework examines Porter's (1980, 1985) generic strategies with respect to congruent requisites necessary for building competitive advantage.