This is a white paper based on a part of my doctoral project that focuses on ecosystem strategy. This paper examines a complex setting (i.e., industrial internet, but with a different meaning from GE's, can be roughly understood as B2B internet, or industrial digitalization), where ecosystem creation entails the arrangement of a portfolio of platforms, rather than of a single platform, as a response to the high level of environmental complexity. I wrote this paper in Chinese, as the reader is Chinese companies in the first place. The academic paper is under development in English.
Introducing my position on BLT fusion with my SCM SaaS, and also had general story on BTC and BLT, then discuss the business model i planned. finally discussed on FIAT currency and our credentials and legacy IP. stategy on BLT technology
JD leveraged its corporate ecosystem to launch new business models for growth. The ecosystem consisted of internal and external actors like subsidiaries, partners, and suppliers. However, intended leverage often encountered challenges like actor reluctance, incapability, or lack of available resources. The ecosystem addressed these challenges by functioning as a learning club to share knowledge, home court to develop capabilities, and magnetic field to aggregate complementary services. JD took pertinent strategies as a knowledge orchestrator, capability bundler, or service aggregator to leverage the ecosystem facets and launch new business models. This dynamic model of ecosystem-based business model portfolio extension differentiated BM competition and opened dialogue between ecosystem and corporate strategy.
Introducing my position on BLT fusion with my SCM SaaS, and also had general story on BTC and BLT, then discuss the business model i planned. finally discussed on FIAT currency and our credentials and legacy IP. stategy on BLT technology
Similar to Ecosystem creation strategy in complex settings (20)
JD leveraged its corporate ecosystem to launch new business models for growth. The ecosystem consisted of internal and external actors like subsidiaries, partners, and suppliers. However, intended leverage often encountered challenges like actor reluctance, incapability, or lack of available resources. The ecosystem addressed these challenges by functioning as a learning club to share knowledge, home court to develop capabilities, and magnetic field to aggregate complementary services. JD took pertinent strategies as a knowledge orchestrator, capability bundler, or service aggregator to leverage the ecosystem facets and launch new business models. This dynamic model of ecosystem-based business model portfolio extension differentiated BM competition and opened dialogue between ecosystem and corporate strategy.
The document discusses ecosystems as strategic thinking at the corporate and business levels. At the corporate level, ecosystems can function as growth platforms through resource aggregation between the environment and ecosystem. At the business level, ecosystems are dynamic coevolution processes among platforms, non-platform actors, and other elements. Ecosystem dynamics can be intentionally manipulated to some extent and impact firm strategy. The key aspects of ecosystems are their boundary, composition of actors, and continuous dynamics and innovation over time.
1) Mobile data is transforming industries and blurring boundaries as more services move online. This represents a shift from voice to data and retail to wholesale models.
2) Operators are losing relevance and profits as they focus on infrastructure while app-based companies control the customer experience and capture more value. Operators must transform by connecting ecosystems and capturing value in connected systems.
3) The transformation involves 3 phases - expanding infrastructure, increasing penetration of mobile data and digital services, and changing business models to focus on ecosystems and capturing value. Big data will be key to creating new vertical platforms and sponsored data can help drive this transformation.