商业生态系统_企业_中小企业和初创企业平等合作（英文版）_16页_1mb

Roland Berger Focus - Business Ecosystems Summary

Core Content

Business ecosystems are redefining how companies collaborate and innovate in the digital age. They represent a shift from traditional, industry-bound models of competition and cooperation to a more fluid, network-based approach where companies of all sizes—corporates, SMEs, and startups—work together to deliver value to customers. This new model is driven by the dramatic reduction in transaction costs due to technological advancements, particularly in digital communication and data sharing.

Main Viewpoints

• Digitalization is not just technological but also a transformation in how companies interact and create value.
• Traditional industry boundaries are dissolving, enabling new forms of cooperation that transcend organizational and sectoral limits.
• Business ecosystems are characterized by:
  • A shared value proposition that none of the individual partners could achieve alone.
  • Modules that are developed collaboratively and not pre-existing.
  • An orchestrator who ensures alignment and integration among partners.
• Success of business ecosystems depends on:
  • A clear value proposition and strategic issue.
  • The involvement of more than two partners and understanding of their respective risks.
  • The expected benefit justifying the costs and risks for all participants.

Key Information

How Business Ecosystems Work

• A business ecosystem is formed by three or more companies working together to deliver a service or product that would not be possible for any single entity.
• The orchestrator plays a central role in aligning partners and ensuring the ecosystem's value proposition is realized.
• Partners collaborate as equals, which contrasts with traditional hierarchical relationships.
• Examples include a startup using an orchestrator to coordinate with a 3D printing company and an online platform to create a unique customer experience.

Opportunities and Risks

• Opportunities include:
  • Increased sales and market relevance.
  • Competitive advantage through shared innovation.
  • Access to new markets and critical resources.
  • New growth opportunities beyond internal boundaries.
• Risks include:
  • Coordination challenges among partners.
  • Mutual dependency that could lead to instability if a partner exits.
  • High transaction costs for the orchestrator, including IT platform and workforce expenses.

Managing Risks with a Portfolio Approach

• Corporates should act as orchestrators in their own ecosystems while also being complementors in others.
• This diversification reduces risk and increases the chances of success.
• Being a complementor is less resource-intensive, as the orchestrator handles most coordination efforts.
• Corporates can benefit from being involved in multiple ecosystems, gaining access to new trends and customer insights.

Distinguishing Business Ecosystems from Digital Platforms

• Digital platforms are a subset of business ecosystems, used primarily to reduce transaction costs.
• Platform ecosystems focus on network effects, where more users and providers lead to greater value.
• Business ecosystems, however, require individual orchestration and mutual dependency among all participants.

Conditions for Success

• A clear value proposition must be established.
• The solution must involve multiple partners and their respective risks must be understood.
• The expected benefit (e.g., total margin) must outweigh the costs and risks for all participants.

Evolution of Business Ecosystems

• After implementation, a business ecosystem may evolve into:
  1. A supply chain if the service becomes standardized.
  2. A continuing ecosystem that remains innovative.
  3. A digital platform if it achieves a critical mass of users.
  4. An exit at any time, as ecosystems are not meant to last indefinitely.

Strategic Importance

• Companies that avoid business ecosystems risk missing out on growth opportunities.
• Business ecosystems allow for synergies between large corporates and smaller players.
• They offer a win-win scenario where all partners achieve more than they could alone.

Conclusion

Business ecosystems are a strategic response to the challenges of digitalization and the need for innovation beyond traditional company and industry boundaries. They require careful planning, risk management, and a shared vision to succeed. For corporates, SMEs, and startups, embracing this model can unlock new growth paths and competitive advantages, provided they understand the dynamics and manage the associated risks effectively.

Authors and Contacts

• Roland Berger GmbH

  • Dr. Steffen Gackstatter (Partner)
    +49 711 3275-7337
    steffen.gackstatter@rolandberger.com
  • Axelle Lemaire (Partner)
    +33153670324
    axelle.lemaire@rolandberger.com

• University of St. Gallen

  • Dr. Bernhard Lingens (Head of Helvetia Innovation Lab)
    +41712247223
    bernhard.lingens@unisg.ch
  • Maximilian Böger (Project Manager & PhD Candidate)
    +41712247224
    maximilian.boeger@unisg.ch

Publisher

• Roland Berger GmbH
  Sederanger 1
  80538 Munich
  Germany
  +49899230-0
  www.rolandberger.com

Disclaimer

This publication is for general guidance only. No action should be taken based on its content without specific professional advice. Roland Berger GmbH shall not be liable for any damages resulting from the use of this information.