企业生态位构筑商业生态竞争优势:宇通和北汽案例比较

›› 2016, Vol. 28 ›› Issue (5): 220-231.

企业生态位构筑商业生态竞争优势:宇通和北汽案例比较

黄江明¹, 丁玲², 崔争艳³

1. 中国人民大学商学院, 北京 100872;
2. 清华大学社会科学学院, 北京 100084;
3. 北京航空航天大学经济管理学院, 北京 100191

收稿日期:2015-12-03 出版日期:2016-05-28 发布日期:2016-06-02
作者简介:黄江明,中国人民大学商学院副教授,硕士生导师,博士;丁玲(通讯作者),清华大学社会科学学院博士后/助理研究员,博士;崔争艳,北京航空航天大学经济管理学院博士研究生。
基金资助:
国家自然科学基金项目(71172176;71472012);教育部人文社会科学规划基金项目(14YJA630045)。

Enterprise Niche Building Business Ecological Competitive Advantage: Comparison between Yutong and Baic

Huang Jiangming¹, Ding Ling², Cui Zhengyan³

1. School of Business, Renmin University of China, Beijing 100872;
2. School of Social Sciences, Tsinghua University, Beijing 100084;
3. School of Economics and Management, Beihang University, Beijing 100191

Received:2015-12-03 Online:2016-05-28 Published:2016-06-02

摘要/Abstract

摘要：

本文旨在以宇通和北汽为案例比较研究对象,探讨企业生态位分离与重叠的模式、演化过程和策略,并揭示由此为企业带来的竞争优势。伴随中国经济改革与开放,宇通和北汽两家企业都经历了四个发展阶段,但在企业生态位宽度、生态位演化过程方面,却呈现出不同的特质。通过对宇通与北汽的比较研究,本文发现商业生态系统中存在不同的企业生态位分离与重叠的模式、演化过程及其策略,进而提出基于生态位宽度战略构筑企业竞争优势的过程模型。本研究发现,采用专业化生态位的企业,通过产品系列化,不断创新出分离的生态位,可以降低市场竞争程度;而采用多元化生态位的企业,通过产品平台化,复制出重叠的生态位,会加剧市场竞争,但其产品通用性的提升,又有利于降低产品成本。本研究从生态位的视角揭示了企业市场竞争度、企业产品差异化与同质化的深层次原因,其研究结论对指导中国制造企业转型升级具有重要的实践意义。

关键词: 企业生态位, 竞争优势, 战略定位

Abstract:

Thispaper takes Yutong and Baic as cases to explore patterns, process models and strategies of enterprise niche separation or overlapping, and thus to reveal competitive advantage for enterprises. Yutong and Baic have accompanied China's economic reform and opening up both after growth of more than 50 years. They have each gone through four stages of development with different breadth and strategy of enterprise niche for representative data. By comparing them, the paper derives the relationship model for separation and over-lap of enterprise niche. It also deduces niche breadth strategy to build competitive advantage in the process model. This model reveals the reasons that some enterprises have low intensity of competition, while some enterprises have intense market competition with significant product homogeneity. By specific niche strategy, an enterprise separates its innovative niche through product series and reduces the degree of market competition. However, by general niche strategy, an enterprise copies the overlapping niche through product platform to enhance the product commonality and reduce the product cost. The conclusion of this research has important practical significance for guiding the transformation and upgrading of Chinese manufacturing enterprises.

Key words: enterprise niche, competitive advantage, strategic positioning

黄江明, 丁玲, 崔争艳. 企业生态位构筑商业生态竞争优势:宇通和北汽案例比较[J]. , 2016, 28(5): 220-231.

Huang Jiangming, Ding Ling, Cui Zhengyan. Enterprise Niche Building Business Ecological Competitive Advantage: Comparison between Yutong and Baic[J]. , 2016, 28(5): 220-231.

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