- 學位論文
美團點評企業經營發展策略之研究
The corporate strategy analysis of Meituan Dianping
摘要
中國本地生活綜合服務平臺美團點評，業務領域包含餐飲外賣、到店生活服務、酒店旅遊、出行等生活服務，為中國第三大網路公司，與阿里巴巴、騰訊，形成中國互聯網「ATM」三巨頭，至2020年7月市值破萬億達10,217億人民幣。本研究動機與目的在於了解美團點評在中國數千個團購網站群雄並起競逐時，如何選擇市場、進行策略布局、建立核心能耐，建立其市場地位，並在十年內以平臺模式獲利。 本研究以個案研究法及年報、公司官網、產業報告、媒體報導等次級資料，分析美團點評主要事業之產業環境生態，藉五力分析找出產業關鍵因素，分析主要競爭者與美團點評之企業核心能力。最後，應用BCG矩陣和波特競爭策略，進行事業組合與競爭策略分析。 美團點評以「吃」切入使用者的生活，結合吃、喝、行、遊、購、娛於一站，作為其平臺定位。其中三大主要事業體為餐飲外賣、到店生活服務、酒店旅遊，而三者的產業關鍵要素為差異化服務與用戶體驗(C端客戶黏著)、集團資源資本與營運能力、規模經濟(市占率、B/C端客戶數)、價值鏈優化與整合能力(B端商戶賦能)。美團點評在歷經千團大戰，逐步發展出策略、營運、整合、品牌、母集團資源之核心能力與資源，並形成「前瞻市場洞察力和資源布局」、「B/C端市場規模化與績效能力」、「資訊技術與水平垂直整合形成差異化」、「高知名度拓展市場」、「文化、財務、流量等營運與市場資源」之競爭優勢，使其在餐飲外賣取得過半市占，成為領導廠商，同時在到店生活服務產業，與阿里集團的餓了麼口碑形成兩強競爭。在酒店旅遊產業方面，美團點評自酒店住宿切入，與百度支持的市場領導廠商攜程，以及自交通票券進入的阿里集團飛豬，競爭一席之地。三項事業組合之選擇，可見美團點評鎖定規模大、高增長之市場切入，餐飲外賣為明星事業，也是流量入口；到店生活服務與酒店旅遊為金牛事業，為主要利潤來源。 其平臺發展模式結合C端用戶、B端供應商、評論平臺，為多方平臺，形成彼此吸引的網絡關係，產生正向跨邊與同邊網路效應。在其結合吃、喝、行、遊、購、娛於一站的定位與業務組合下，產生包絡效應，借以拉高C端與B端的轉換成本。而在到店生活服務與酒店旅遊市場，由於不需運送服務，因此無法以平臺可掌握之運送服務來加強差異化，並且消費者主要體驗場景在店家與外部旅遊景點中，差異化難度高，不易建立贏家通吃之態勢。 美團點評面對三項主要事業體，其應用之競爭策略皆不同。餐飲外賣事業作為流量入口，初期採用低成本策略，後以差異化B端服務提升利潤。到店生活服務事業採差異化策略，強化品牌與B/C端多元營銷。酒店旅遊事業採集中差異化策略，切入三四線城市，向高星酒店拓展市場。
並列摘要
Meituan Dianping, the third largest internet company in China, is a trading platform providing the localized integrating life service, including food delivery, in-store service, OTA (Online Travel Agency), bike sharing and etc. It is the third largest Internet company in China. Alibaba, Tencent, and Meituan Dianping, the top three Chinese internet magnates are collectively called "A.T.M ". Meituan Dianping has already reached the market value of RMB 1,021.7 billion by July 2020. Hence, the motivation of this thesis is to analyze how Meituan Dianping to select the market, to implement the strategic placement, to cultivate the core competencies, and to generate the company’s profits successfully by the platform business model within ten years. This thesis is based on the case-study method and secondary data such as the company’s annual financial reports, the company’s website, industry research reports, and the media reports to analyze the industrial environment of Meituan Dianping’s main business and to find out the key success factor, core competitors and core competencies through the models of Porter’s (1980) five forces analysis and C.K Prahalad and Gary Hamel (1990) core competence analysis. Finally, the BCG matrix and Porter’s (1980) competitive strategy were applied to analyze the company’s business portfolio and competitive strategy. Meituan Dianping uses "eating" to walk into the life of its users by the platform combining the functions of eating, drinking, transporting, traveling, shopping, and entertainment. Among its three main business – the food delivery, in-store localized life service, and OTA, its’ key success factors are the differentiated services and the user experience (customer engagement), the group resource capital and operating capabilities, and the economies of scale (the market share and the number of B/C-end customers), the value chain optimization and integration capabilities. After the battle with the other thousands of platforms in the year of 2010, Meituan Dianping has gradually developed its’ core competencies and resources of strategy, operation, integration, branding, and parent group resources and also has formed its competitive advantages as the market insight and resource placement, the B/C-end market scale and the capability of performance, the differentiation from horizontal integration and vertical integration, the market expansion from branding, the company’s culture, finance, network traffic and other operational and market resources. These advantages have made its’ leading role in the food delivery industry with the 50% plus of the market share. In the in-store localized life service industry, Meituan Dianping and Alibaba Group’s Ele.me are top-two winners. In the OTA industry, Meituan Dianping is focusing on the accommodations, competing with the CTRIP.COM, a market leader being supported by Baidu, and Fliggy.COM, a website selling transportation tickets. The choice of the three business shows that Meituan Dianping has targeted the large-scale and high-growth market. Food delivery is the star business which brings the network traffic to the platform. In-store localized life services and OTA are the businesses of cash cow and the main sources of its profit. Meituan Dianping is a multi-party platform combining its customers, suppliers, and its’ reviewing platform. This forms an attractive network relationship resulting the positive cross-side and the same-side network effect. Under its’ business of the functions of eating, drinking, transporting, traveling, shopping, and entertainment in one platform, an envelope effect is generated to increase the conversion cost in its’ customers and suppliers. Due to no need for delivery services in the in-store localized life services and the OTA market, it is hard to strengthen the differentiation with the delivery service in the platform. Since the main sites of consumer experience are in stores and external tourist attractions, it is also difficult to differentiate from competitors and to establish a winner-takes-all situation. Meituan Dianping has used the different competitive strategies in its main three businesses. The food delivery business as the traffic entrance has adopted the low-cost strategy initially, and then differentiated its B-end service to increase profit. The in-store localized life services business has adopted the differentiation strategy to strengthen its branding and marketing. As for the differentiation strategy of the OTA business, it launched from the third and fourth tier cities by expanding the market of the high-end hotels.