斗鱼直播商业模型分析(英文硕士论文)

UniversityofManchester,GlobalDevelopmentInstituteCourseTitle:eBusiness:OrganisationandStrategyCourseCode:MGDI60352Lecturer:DrPingGaoDateDue:1-May-2017AssignmentTitle:BusinessmodelanalysisofonlinelivestreamingindustryinChina:acasestudyofDouyuliveStudentID:9648928WordCount:3377964892811.IntroductionVideoofthegameisrigiddemandformanyindividuals.Inthepast,customerswouldbuyCDstosatisfyneeds.Withthedevelopmentofinformationtechnology,thewayofinformationtransmissionhaschangedtousenetwork.Inthesituation,Twitch,whichistherepresentativeofthegame-streamingsite,hasraisedup.Afterthat,E-sportsonlinelivestreamingplatformshavebeenattractingmoreandmoreattention.InChina,onlinelivestreamingplatformshasalsobeendevelopedrapidlyinrecentyears.Especiallysince2014,numerousofonlinelivestreamingplatformshaveemerged,andmostofthemfocusonE-sportsonlinelivestreamingatbeginning.Douyuliveisamodelofthem.In2015,DouyulivewasawardedthePrizeforBestBusinessGrowthCapacitybyInternetSocietyofChina(IMCC,2017).Atpresent,DouyulivehasbecomeoneofthemostfamousonlinelivestreamingplatformsinChina.Therearelargenumberofanchorsworkingforthecompany.ItissignificanttoexplorethesuccessofDouyulive.Meanwhile,fromanacademicviewpoint,businessmodeliscloselyconnectedwithhowacompanydoesbusinessandacquiresrevenue(Porter,2001).Analysingthebusinessmodelcouldhelppersonsunderstandacompanymoredeeply.However,therearelimitedresearchingaboutonlinelivestreamingplatformsinChina.Therefore,theessaywillachievetwoobjectives:UsingselectedframeworktoanalysethebusinessmodelofDouyuliveandunderstandthecurrentsituationofChinaonlinelivestreamingindustry.TheessaywillmainlyfocusonanalysingthebusinessmodelofDouyuliveandthustoexplorewhyDouyulivecouldbecomeoneoftheleadersinonlinelivestreamingindustry.DatacollectionwillbefromInternet,articles,journals,reportsandtheinterviewofanchors.2.Literaturereview2.1BusinessmodelBusinessmodelisabroadtopic.Differentauthorsmayhavedifferentviewpoints.Butthereisageneralpointofviewisthatbusinessmodelsareabouthowdo96489282organizationscreatevalue(Gao,2017;Porter,2001).AccordingtoMitchellandColes(2003),businessmodelconsistsofsevenelements:who,what,when,why,where,howandhowmuchwhenthecompanyprovidingproductsorservices.Andtheorganizationissupposedtounderstand:whoiscustomer,whatdoescustomervalue,howtogeneraterevenueandhowtodelivervaluetoconsumers(Magretta,2002).Generally,theresearchofbusinessmodelcanbedividedintofourstreams(Gao,2008).Thefirstkindofstreampaymoreattentiontotheclassificationofbusinessmodel.OneinfluentialpointofviewisgivenbyTimmers(1998),hedescribedthebusinessmodelasastructureforproduct,serviceandinformationflow,whichincludesadescriptionofthevariousbusinessactors,potentialbenefitsandthesourcesofrevenue.Thisopinionfocusonimprovingprofitbyeffectivelyandefficientlyorganizingtheresourcesandtheelectroniccommerceactivities.AnotherfamouspointofviewispointedoutbyRappa(2001).Heconcentratesonthewaythathowtheorganizationdoesbusinesssothattheorganizationcandevelopmentsustainably.Rappaalsocategorizesthebusinessmodelintonineforms,includingadvertising,affiliate,brokerage,community,infomediary,manufacturer,merchant,subscriptionandutility.ThesecondstreamdepictsthevariouscomponentsofthebusinessmodelandexplainthemechanismsofhowtouseITtodobusiness(Gao,2008).AfuahandTucci(2003)pointsoutthatInternetbusinessmodelissupposedtohelpthecompanytomakemoneyforalongtermbyusingtheInternet.Further,theysummarizetencommonelementsinbusinessmodels:profitsite,customervalue,scope,price,revenuesources,connectedactivities,implementation,capabilities,sustainabilityandcoststructure.However,accordingtoPateliandGiaglis(2003),theresearchonbusinesscomponentsisdifficulttomakeacontributiontoanoverallprogressofknowledgegeneration.Thus,inthethirdstream,theemphasishasshiftedtoexplorethelinkagebetweenthevariouscomponentsofthebusinessmodelormodellingITbusinessprocess.Oneoftheframeworksbasesonfoursupports,whichincludeproductsandservices,ITinfrastructure,customerrelationshipandfinancialassets(OsterwalderandPigneur,2002).TheframeworkcombinesthebusinessmodelwithISinfrastructure.Finally,thefourthstreamfocusonidentifyingcriteriasothatevaluatebusinessmodel.Inordertoevaluatethepotentialofbusinessmodels,HamelandRuben(2000)pointoutfourfactors:efficiency,businessuniqueness,IT-businessfitandprofitbooster.964892832.2Gao’sframeworkThefollowingframeworkisdesignedbyDr.Gao,whichcanbeseenfromfigure1.Gao(2008)pointsoutthatgenerally,inITbusinessmodelresearch,valueandvaluecreationarekeyfororganizations.Howvalueiscreatedhasbecomethemostgrailguestofscholars(DaSilvaandTrkman,2014).Thus,valueissupposedtobethecoreofthisframework.Inaddition,thevalueisindirectlyinfluencedbyInternet/ITandenvironmentwhicharetwoexternalfactors,anditisdirectlyinfluencedbytwointernalfactors,includingfirmcapabilityandresourceandthefirmboundary.Figure1.Aframeworkforanalysinginformationtechnologybusinessmodel.Source:Gao(2008)ValueIntheframework,valueisthebasicelement.Asforabusinessmodelvalueisalsothecoreelement.Whatisthevalueandhowtomakevalueareimportantforacompany