中國北京小米集團之商業模式轉型與生態佈局

Abstract

小米集團，簡稱小米，2010年4月以雷軍為首創立，為一家中國創新型互聯網科技公司。小米初期搭乘中國互聯網起飛的大勢，與享受智慧型手機普及的紅利，以基於安卓的MIUI系統起家，藉破壞式創新突圍中國智能手機行業，開創互聯網思維、高性價比產品、高效率低毛利運營、利用口碑與參與感形成用戶文化的方式，於2014年躍升為中國第一大智慧型手機品牌，年銷售額更高達636.42億元人民幣，而全球手機出貨量達6112萬部，成為全球第三大手機品牌。 而當智能手機市場的增速放緩、手機淪為消費品而需求飽和，開啟無比殘酷的存量市場競爭局面，在面臨手機事業銷量下滑與市場質疑聲浪的襲擊，小米轉化自身累積下來的資源與能力，以培養出的高曝光品牌、高黏性用戶群發動商業變革，進行商業模式的轉型，以防遭市場淘汰。 2014年開始，小米藉投資孵化生態鏈企業，進軍IOT物聯網領域開啟第二條成長曲線。利用輸出自身平台資源，與萬箭齊發地投資智能硬件細分領域，倚靠90多家生態鏈企業產生的綜效，小米再次以高性價比的優質產品、強調用戶價值的核心，搶先比競爭者佔領萬物互聯時代的IOT新市場；至今硬件銷售額突破200億元人民幣，IoT平台聯網總設備量超過1億台，日活設備超過1000萬台，小米以1.7%的市占拿下全球最大智能硬件IoT平台寶座，同時擁有1.9億MIUI月活躍用戶，並基於該用戶生態，小米建構出電商、金融、影視娛樂、雲計算、人工智能等互/物聯網服務。

2017年起，伴隨手機市場回穩與生態鏈產品的爆發，小米另著眼於新零售之全通路佈局，線下小米之家門店擴增至331家，並形成以用戶為核心，經營「智能硬件、互聯網服務、新零售」三項業務構成的「鐵人三項」新商業模式。小米進而藉海量用戶數據、人工智能技術，圍繞用戶群全方位發展智能硬件生態，融入用戶日常豐富其智能體驗，成功打造屬於國民智能科技生活圈的定位。 本文以個案研究探討小米公司，並以商業生態系統階段區隔其公司成長的三個時期，再進一步根據小米階段性發展的產業外部環境因素，擁有的核心資源與能力，分析其該階段經營策略，爾後再依據每階段轉換的商業模式，對其成長關鍵四要素作細部分析，並以BCG矩陣解析其未來事業發展走向。

Xiaomi Group, referred to as Xiaomi, was founded in April 2010 by Lei Jun, which is an innovative Internet technology company in China. Xiaomi took the advantage of Internet trends in China in its early days and benefited from the popularity of smart phones. It started with the Android-based MIUI system and broke through the Chinese smart phone industry with destructive innovation strategy by creating the logic based on Internet, highly price–performance ratio products, high-efficiency, low-margin operations, word-of-mouth, and sense of participation to form a user culture. With annual sales of 74.3 billion yuan, and the global mobile phone shipments reached 61.12 million, Xiaomi has become the largest smartphone brand in China as well as the third largest smartphone brand in the world in 2014. When the growth of the smart phone market slowed down and the demand for mobile phones became consumer goods, the extremely competitive market competition has started. Therefore, Xiaomi converted its accumulated resources and capabilities, such as a high-exposure brand and a high-viscosity user base, into initiating a business transformation to face the decline in sales of mobile phones and the doubts from markets. Besides, it was prevented from being eliminated by the market by transforming the business model at the right time. Nowadays, the sales of smart hardware has exceeded RMB 20 billion, total networking equipment on the IoT platform exceeded 100 million units, and daily active equipment exceeded 10 million units. Xiaomi's intelligent hardware IoT platform has become the world's largest by owning the market share of 1.7%. In addition, with 190 million MIUI monthly active user base, Xiaomi constructed e-commerce, finance, entertainment, cloud computing, artificial intelligence and other services in the era of Internet and Internet of things. Since 2017, along with the mobile phone business once reconstucted and the eruption of intelligent hardware products by ecological chain, Xiaomi has also focused on new retail channels strategy. The number of offline stores 'Xiaomi’s home' has grown to 331. At the time, the company has formed a user-centric operation of “Smart hardware, Internet services, and New retail', constituting a new business model named 'Triathlon'. Xiaomi takes the advantage of massive amounts of user data and artificial intelligence technologies furtherer to develop a full-scale smart hardware ecosystem around the user base. By penetrating into the user's daily life with rich experience built, Xiaomi successfully established a position as the Smartlife Ecosystem nationally. The thesis discusses Xiaomi Company with the method of case study. By separateing the company growth into three periods with the reference of The Evolutionary Stages of a Business Ecosystem, analysing the external environmental factors based on the developing status and the core resources and capabilities it possessed, and then analysing its changing business strategy at different stages. After in view of its business model transformation and detailed key four elements it carried in the growth, the thesis consructed a BCG matrix to analyze its future business development strategy ultimately.