南开管理评论
南開管理評論
남개관리평론
Nankai Business Review
2012年
5期
129~140
,共null页
竞争战略 C2C 电子商务 成本领先 信誉领先
競爭戰略 C2C 電子商務 成本領先 信譽領先
경쟁전략 C2C 전자상무 성본령선 신예령선
Competitive Strategy; Consumer to Consumer; E- business; Cost Leadership; Goodwill Leadership
对C2C电子商务卖家而言,如何在激烈竞争的市场中获得竞争优势是至关重要的问题。本文首先分析了C2C电子商务卖家面对的竞争环境,指出他们面临着两种形式的竞争。然后,本文提出了C2C电子商务卖家可以采用的五种具体战略,即产品优选战略、聚类战略、成本领先战略、信誉领先战略和集中一点——单品制胜战略,并论述了这五种具体战略能够给C2C卖家带来的优势。最后,结合从淘宝网收集到的数据对成本领先和信誉领先两种重要战略做了实证分析,实证结果表明,C2C电子商务卖家实施成本领先战略和信誉领先战略的确可以获得竞争优势。
對C2C電子商務賣傢而言,如何在激烈競爭的市場中穫得競爭優勢是至關重要的問題。本文首先分析瞭C2C電子商務賣傢麵對的競爭環境,指齣他們麵臨著兩種形式的競爭。然後,本文提齣瞭C2C電子商務賣傢可以採用的五種具體戰略,即產品優選戰略、聚類戰略、成本領先戰略、信譽領先戰略和集中一點——單品製勝戰略,併論述瞭這五種具體戰略能夠給C2C賣傢帶來的優勢。最後,結閤從淘寶網收集到的數據對成本領先和信譽領先兩種重要戰略做瞭實證分析,實證結果錶明,C2C電子商務賣傢實施成本領先戰略和信譽領先戰略的確可以穫得競爭優勢。
대C2C전자상무매가이언,여하재격렬경쟁적시장중획득경쟁우세시지관중요적문제。본문수선분석료C2C전자상무매가면대적경쟁배경,지출타문면림착량충형식적경쟁。연후,본문제출료C2C전자상무매가가이채용적오충구체전략,즉산품우선전략、취류전략、성본령선전략、신예령선전략화집중일점——단품제성전략,병논술료저오충구체전략능구급C2C매가대래적우세。최후,결합종도보망수집도적수거대성본령선화신예령선량충중요전략주료실증분석,실증결과표명,C2C전자상무매가실시성본령선전략화신예령선전략적학가이획득경쟁우세。
To E-business sellers on Consumer-to-Consumer (C2C) platforms, how to obtain competitive advantage in severe com- petition is of vital importance. In this paper we first analyze the competitive environment for C2C sellers and point out two types of competition they are confronted with. One is the competition with physical outlets; the other is the competition with other C2C sell- ers selling the same or similar products. Therefore, if they want to secure competitive advantage, they must select a proper competi- tive strategy on the basis of a careful evaluation of the new features demonstrated by the competitive environment. Then, based on the theories of generic competitive strategy raised by Michael Porter, we put forward five specific strategies for C2C sellers and expatiate on the advantages these strategies can bring to them. The first strat- egy is elaborate selection of product, meaning the C2C sellers must carefully consider the logistic cost and specific competitive context before making a decision on the prices and features of the product they sell. The second strategy is product conglomeration, which argues that the C2C sellers had better achieve product conglomera- tion by taking into consideration of the connections among differ- ent products so that the logistic cost assumed by consumers could be shared among several products bought by the consumer at one time. The third strategy is cost leadership, which means C2C sellers can pursue a cost leadership strategy through exclusive or advanta- geous procurement channel, selling to consumers in the same city or raising the bargaining power in procurement by selling more at a narrow margin. The fourth strategy is goodwill leadership, which says, C2C sellers can aim for a higher credit, the differentiating factor, to achieve a premium on credit through offering complete and unbiased information or obstacle-free communication, abiding by one's promise or offering guarantees. The fifth strategy is focus strategy, namely, to secure the initial advantage by selling a single excellent product and accumulate sales and credit in short time, then the seller can expand his or her resources and capabilities to wider product range. Finally, we bring this paper to an end with an empiri- cal analysis on the cost leadership strategy and goodwill leadership strategy with data collected from taobao.com. The outcome shows, even though some factors for cost leadership or goodwill leadership cannot bring significant competitive advantage, and the impact on different products varies, the advantages in price and credit score can indeed bring significant competitive advantage. That means, the cost leadership strategy and goodwill strategy are two viable strate- gies for C2C sellers on E-business platforms.