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1.0 执行概要
这个报告的主要目的是解释合作竞争的概念，并简述其作为一个战略方法的特点和重要性。这份报告以2个中国视频网站优酷和土豆为例对合作竞争进行阐述。
2.0 前言
勃兰登堡门·亚当和纳巴里是研究合作竞争战略理论最为权威的任务，这个理论将创造和价值获取紧密地联系在一起。
优酷和土豆是中国最重要的、最大的视频网站，他们几乎包揽了中国互联网视频所有的市场份额，同时，他们也是最为强大的竞争对手。2012年3月11日,他们宣布合并,这件事情引起了巨大的轰动。 3.0 对合作竞争概念的阐述
在当前的市场上,一个企业面临的最大问题就是如何将蛋糕做大,在此过程中，很多企业不知道如何与竞争对手相处，不知道如何与竞争对手分享有限的蛋糕。
首先我们需要知道的是这个游戏的参与者是谁。在价值-网络-客户整个过程中，共有五个重要因素：公司,供应商,竞争对手和合作伙伴。除了合作伙伴,其他四个元素在传统的商业模式很常见。从客户的角度来看,合作伙伴提供产品或服务,增加了公司的价值。您可以通过使用合作伙伴,使你的产品或服务更有价值。更重要的是,你的合作伙伴的想法应该跟得上信息经济的发展。 1.0 Executive Summary
The main purpose of this report is to explain the concept of co-opetition as a strategic method. This report chooses 2 Chinese video websites, Youku and Tudou, as the example to make the explanation of co-opetition. 2.0 Introduction
Brandenburger Adam M and Nalebuff Barry J are the most important people to study the strategic theory—co-opetition. This theory combines creating and gaining value together.
Youku and Tudou are the most important and the biggest video websites in China. They almost take all the market share of video on the China’s Internet. They are also the strongest rivals to each other. Just on 11th March, 2012, they declared to merge together, which created a great shake. 3.0 Explanation of Co-opetition
In the current market, the important issue for business is how to make the pie bigger, but not how to compete for the fixed-size pie with your competitors.
So first we need to know is who the participants in this game are. There are five elements in the Value-Net—customers, firm, suppliers, competitors and complementors. Except complementors, the other four elements are common in traditional business models. From the customer’s point of view, complementors provide products or services which adds the value to your company’s. You can use complementors to make your products or services more valuable. What’s more, your complementors’ ideas should keep pace with development of information economy.
When customers use another product or service, if it makes the customers gain better evaluation, it is your complementor; Vice versa, it is your competitor. Now make Youku and Tudou as the example. The orientations of these two companies are different—Youku is net television, while Tudou is media group. From their slogans we can know their missions. Youku—“The whole world is watching”, which means Youku needs audience. Tudou—“Everyone is the director of your life”, which means Tudou needs creator. So they are competitors. We can use search engines to get them easily, like Baidu or Google, so Baidu or Google is the complementor of Youku or Todou. 4.0 Advantages of Co-opetition
Winner always breaks the rules. Co-opetition just proves this and teaches people how to change the game, which is called “PARTS”—players, added value, rules of the game, tactics employed, and scope of the game.
You create this game and you are the controller. You can change the mix of competitors or complementors. Like Youku and Tudou, they change each other’s role form competitor to complementor to save more resource and conquer bigger market. You can change the added value of various players, including competitors and complementors. In business, you can negotiate the rules with the players to make them more advantageous to you. Tactics shape the players’ perception. By changing these, you can change the outcome of the game. Another thing you should do is to know how other games influence yours. After that use them to improve your own competitive power and win this game. 5.0 Conclusion
After merging, Youku and Todou become the YoukuToudou Inc. This is China’s biggest merge case in Internet market. This win-win strategy combines the power and strength to increase the brand value, and takes above 80% of the market share of China’s net video market. By the theory of co-opetition, YoukuTudou start the net-video industry reshuffle. 6.0 References
Brandenburger, Adam M. & Nalebuff, Barry J. (1995) “The Right Game: Use Game Theory to Shape Strategy”, Harvard Business Review; Jul/Aug 95, Vol. 73 Issue 4, p57-71, 15p Walley & Keith. (2007) “Coopetition” International Studies of Management & Organization, Summer2007, Vol. 37 Issue 2, p11-31, 21p Ganguli & Shirshendu. (2007) “Coopetition Models in the Context of Modern Business”, ICFAI Journal of Marketing Management, Nov2007, Vol. 6 Issue 4, p6-16, 11p, 2 |
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