|
|
|
| Competitive Advantage Building Mechanism of Platform Ecosystem from the Perspective of Platform Envelopment |
| Ge Anru1,Tang Fangcheng1,2 |
| (1. School of Economics and Management, Beijing Jiaotong University, Beijing 100044, China;2.College of Economics and Management, Beijing University of Chemical Technology, Beijing 100029, China) |
|
|
|
|
Abstract This article uses Meituan as a case to figure out how platform companies can gain competitive advantage through platform envelopment strategy. The research found that:In the context of the ecosystem, the way to build competitive advantage is different from that of traditional enterprises. The platform envelopment strategy takes users' needs as the starting point, then acquires complementary resources through horizontal and vertical envelopment, and finally achieves system synergy to gain competitive advantage;The platform uses the same components to envelope so as to promote efficient synergy on the supply side, thereby realizing the scope economy of supply-side; uses overlapping user groups to envelope and stimulates value synergy to achieve economies of scope of demand-side, and through using users' data resources, to achieve system-wide synergy, and finally complete the construction of competitive advantage;The process of platform envelopment strategy is also the evolution process from platform to platform ecosystem, in which the horizontal envelopment helps the platform expand the installed base and accelerate the evolution of the platform.
|
|
Received: 26 October 2020
|
|
|
|
|
|
| [1] EISENMANN T,PARKER G,VAN ALSTYNE M.Platform envelopment[J].Strategic Management Journal,2011,32(12):1270-1285.[2] IANSITI M, LEVIEN R.The keystone advantage: what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability [J].Future Survey, 2004, 20(2): 88-90.[3] CENNAMO C,SANTALO J.Platform competition:strategic trade-offs in platform markets[J].Strategic Management Journal,2013,34(11):1331-1350.[4] CUSUMANO M A, GAWER A, YOFFIE.The business of platforms: strategy in the age of digital competition, innovation, and power[M]. New York: Harper Business, 2019.[5] SHAPIRO C, CARL S, VARIAN H R. Information rules: a strategic guide to the network economy[M]. Harvard Business Press, 1998.[6] EVANS D S,SCHMALENSEE R.Failure to launch:critical mass in platform businesses[J].Review of Network Economics,2010,9(4): 1446-1256.[7] ROCHET J C,TIROLE J.Platform competition in two-sided markets[J].Journal of the European Economic Association,2003,1(4):990-1029.[8] ARMSTRONG M.Competition in two-sided markets[J].The RAND Journal of Economics,2006,37(3):668-691.[9] MEYER.The power of product platforms:building value and cost leadership[M].New York, NY: The Free Press, 1997.[10] JIAO J,SIMPSON T W,SIDDIQUE Z.Product family design and platform-based product development:a state-of-the-art review[J].Journal of Intelligent Manufacturing,2007,18(1):5-29.[11] ROCHET J C,TIROLE J.Two-sided markets:a progress report[J].The RAND Journal of Economics,2006,37(3):645-667.[12] RYSMAN M.The economics of two-sided markets[J].Journal of Economic Perspectives,2009,23(3):125-143.[13] ARMSTRONG M.Competition in two-sided markets[J].The RAND Journal of Economics,2006,37(3):668-691.[14] GAWER A,CUSUMANO M A.Industry platforms and ecosystem innovation[J].Journal of Product Innovation Management,2014,31(3):417-433.[15] SANDERSON S,UZUMERI M.Managing product families:the case of the Sony Walkman[J].Research Policy,1995,24(5):761-782.[16] KRISHNAN V,GUPTA S.Appropriateness and impact of platform-based product development[J].Management Science,2001,47(1):52-68.[17] MUFFATTO M,ROVEDA M.Product architecture and platforms:a conceptual framework[J].International Journal of Technology Management,2002,24(1):1-16.[18] ZIRPOLI F,BECKER M C.The limits of design and engineering outsourcing:performance integration and the unfulfilled promises of modularity[J].R&D Management,2011,41(1):21-43.[19] JACOBIDES M G,MACDUFFIE J P,TAE C J.Agency,structure,and the dominance of OEMs:change and stability in the automotive sector[J].Strategic Management Journal,2016,37(9):1942-1967.[20] ADNER R,KAPOOR R.Value creation in innovation ecosystems:how the structure of technological interdependence affects firm performance in new technology generations[J].Strategic Management Journal,2010,31(3):306-333.[21] DOUGHERTY D,DUNNE D D.Organizing ecologies of complex innovation[J].Organization Science,2011,22(5):1214-1223.[22] CECCAGNOLI,FORMAN,HUANG,et al.Cocreation of value in a platform ecosystem: the case of enterprise software[J].MIS Quarterly,2012,36(1):263-290.[23] PARKER G,COLLEGE D,VAN ALSTYNE M,et al.Platform ecosystems:how developers invert the firm[J].MIS Quarterly,2017,41(1):255-266.[24] TIWANA A.Evolutionary competition in platform ecosystems[J].Information Systems Research,2015,26(2):266-281.[25] BOUDREAU K J,LACETERA N,LAKHANI K R.Incentives and problem uncertainty in innovation contests:an empirical analysis[J].Management Science,2011,57(5):843-863.[26] CENNAMO C,OZALP H,KRETSCHMER T.Platform architecture and quality trade-offs of multihoming complements[J].Information Systems Research,2018,29(2):461-478.[27] CUSUMANO M A,GAWER A.The elements of platform leadership[J].IEEE Engineering Management Review,2003,31(1):8.[28] MCINTYRE D P,SRINIVASAN A.Networks,platforms,and strategy:emerging views and next steps[J].Strategic Management Journal,2017,38(1):141-160.[29] CASEY T R,TOYLI J.Dynamics of two-sided platform success and failure:an analysis of public wireless local area access[J].Technovation,2012,32(12):703-716.[30] YADAV M S,PAVLOU P A.Marketing in computer-mediated environments:research synthesis and new directions[J].Journal of Marketing,2014,78(1):20-40.[31] APPLEYARD M M,CHESBROUGH H W.The dynamics of open strategy:from adoption to reversion[J].Long Range Planning,2017,50(3):310-321.[32] EISENHARDT K M.Building theories from case study research[J].The Academy of Management Review,1989,14(4):532-550. |
|
|
|
