How to build a healthy enterprise ecosystem

The increasingly fierce external competition and the uncertainty of market, technology and policy are rapidly changing the internal and external environment for the survival and development of enterprises. In this situation, if enterprises want to gain competitive advantage, they must broaden their horizons, adjust their organizational structure as soon as possible, learn better and faster than their competitors, remain sensitive to the outside world, and make quick decisions according to external changes. Through the complementary advantages and resource sharing of external enterprises such as virtual and alliance, all kinds of enterprises depend on each other in their development and form an "ecosystem". In this "ecosystem", enterprises use each other, restrict each other and grow together. Enterprise ecosystem goes beyond the traditional value chain, it is a dynamic system, involving suppliers, distributors, outsourcing service companies, financing institutions, key technology providers, complementary and alternative product manufacturers, and even includes competitors, customers, regulatory agencies and media, and integrates the value chain, industrial chain and talent chain. Like the species in the natural ecosystem, every enterprise in the enterprise ecosystem will eventually have a fate with the whole enterprise ecosystem. Therefore, when formulating the company strategy, we should not only focus on the company itself, but also consider the overall situation, understand the health of the whole ecosystem and the role played by the company in the system. The strategy based on ecosystem is not only beneficial to the company itself, but also to all system members, thus forming a virtuous circle in the ecological chain and making the company develop continuously and healthily. In an ecosystem, enterprises generally play the following roles in the system: First, backbone enterprises (such as Microsoft and Yi Bei) occupy a core position in the system, provide * * * assets for system members, find effective ways to create value, and share value with other members. Second, advantageous enterprises (such as Intel and Qualcomm). ) often occupies a key position in the system, regardless of whether they control the assets in the system, they are trying to get the maximum value from it. Third, gap enterprises, which constitute the main body of the system. A large number of gap enterprises adopt highly specialized strategies and have natural dependence on other enterprises. Only by relying on the resources provided by other enterprises can we free up our energy, focus on narrow market segments and gain a place by differentiation. In the whole enterprise ecosystem, enterprises have formed corresponding enterprise groups in order to develop healthily: one is satellite enterprise groups (a series of small and medium-sized enterprises are supporting large enterprises, which may be "parasitic" or "born"), and the other is series enterprise groups (industrial clusters with industry characteristics or regional characteristics formed by specialized division of labor among small and medium-sized enterprises, usually mutual trust and tacit cooperation among them, gathered in favorable areas, It has the advantages of lower search cost, transaction cost and transportation cost in information, technology and access to resources or services (for example, Xiaoya Group moved its production line to Kunshan; Many banks have moved their headquarters to Pudong New Area. At the same time, enterprises in the group can give full play to their own advantages and implement differentiation in design, service and mode (such as lighting in Dongguan ancient town); Because the enterprises in the cluster are invisibly combined by the benefit distribution mechanism, they have formed a consistent voice in this regional organization, and can respond quickly when dealing with external environmental uncertainties (technology, market and policy) (such as Wenzhou lighter industry collectively responding to anti-dumping lawsuits from the European Union), and can stay ahead of competitors in time and gain a competitive advantage. Therefore, in the process of development, enterprises should accurately position themselves according to their current situation and external environment, so as to integrate and adapt to the whole enterprise ecosystem. Through strategic alliance, virtual cooperation, etc. We will change our competitive thinking from "alternative" to "complementary", not limited to the existing "cheese", but focus on making the "cheese" bigger, and everyone can get more from the big cheese than before. In the enterprise ecosystem, the main ways of cooperation are: strategic joint venture: joint venture to establish two equal enterprises, so that companies in their respective places have more shares to produce and sell the same product. This will not only ensure the interests of both sides of the alliance, but also give full play to their respective advantages and enthusiasm. At the same time, the two companies can also compete. For example, Daimler-Benz of Germany cooperates with Mitsubishi Motors of Japan to produce automobiles, and both parties share the investment cost of product research and development and production, and enter the sales and distribution networks owned by both parties in Europe and Japan. Cross-shareholding investment: In order to consolidate a good cooperative relationship, the company forms an alliance by buying shares of both parties. The original company maintains its original nature and the investment is two-way. For example, the most striking "marriage" between Ford in the United States and Mazda in Japan. Ford acquired a stake in Mazda. The two companies cooperate with each other on some projects, but they compete with each other and maintain an independent management structure. Since the "marriage", the two companies have jointly developed a variety of new models. Their cooperation mode is that Ford is responsible for the design of most models and Mazda is responsible for the production of key engineering components. Functional agreement: also known as strategic alliance of asset-free investment, it is mainly for enterprises to cooperate on one or two specific projects. For example, in research and development, manufacturing, technology and so on. Members maintain their independence and even compete outside the agreement. Such as at & amp； Company T, in cooperation with France -45 microprocessor chip, develops static and random access memory chips with Toshiba of Japan, dynamic and random access memory chips with Siemens of Germany, and develops new megabit memory chips with Toshiba and Siemens. Virtual operation: focus on one or several core businesses through networks and agreements, and outsource all other businesses to form an "invisible" contractual relationship. For example, Nike focuses on the operation of brand and design and subcontracts all production to domestic enterprises. A healthy enterprise ecosystem is mainly reflected in the following indicators: first, efficient productivity, generally measured by return on investment; Second, the continuous vitality, that is, the ability of the system to resist all kinds of interference and destruction, can be judged according to the number of enterprises in the system; The third is the creative ability of the gap market, that is, whether it can continue to create more market segments. The fourth is competitiveness, which is mainly measured by external comparison.