互联网企业的竞争战略  

Competition Strategy of Internet Company

作　　者：彭赓[1] 龙海泉[2] 吕本富[1] 

机构地区：[1]中国科学院研究生院管理学院,北京100190 [2]工业和信息化部电子科学技术情报研究所,北京100040

出　　处：《管理学家（学术版）》2010年第2期36-50,共15页

基　　金：国家自然科学基金(70772103;70972104);北京市自然科学基金(9083017);中国科学院研究生院院长基金(O65001J)的支持

摘　　要：互联网企业与传统企业的本质差别就在于将其业务完全建立在互联网的基础之上,并表现出与传统实体产业企业完全不一样的特点,而波特提出的低成本、差异化和专一化三大经典战略是建立在传统实体产业经济的基础之上的。由此,本文首先分析了波特三大经典战略应用于互联网企业时的局限性,回顾了基于环境的竞争战略、基于资源的竞争战略和基于注意力的竞争战略三个方面的理论研究成果,进而提出了适用于互联网企业的三个战略,即高匹配战略、原创战略和关系战略,并详细解释了互联网企业如何应用新的三大战略确定竞争优势。本文讨论的研究结果对于解释当前互联网企业的成败,以及指导互联网企业制定竞争战略具有理论意义和实际应用价值。Internet companies distinguish traditional companies from building its＇ business on the base of internet,so they demonstrate many different characteristics.Three classical strategies of low-cost,differentiation and focus proposed by Michael Porter was built on the base of traditional industry economy.This paper firstly summarizes the three aspects literatures of environment-based strategy,resource-based strategy and attention-based strategy,analyzes the limitations of applying Porter＇s classical strategies to Internet companies,and then proposes three new strategies of Internet companies：matching,innovating and relationship.In the end,the paper explains how to apply the new strategies to help Internet companies to define competitive advantages.This paper can contribute to explaining the success and failure of Internet companies,and can instruct Internet companies to build competitive strategies.

关 键 词：互联网企业 竞争战略 波特 

分 类 号：F49[经济管理—产业经济]