加载中...
Platform-based Merchants’ Resource Allocation and Operational Performance Improvement: From the Perspective of Merchants Orchestrating Platform-shared and Merchant-specific Resources
在平台生态系统中,平台通过提供共享性资源及设计激励机制,驱动商家加入平台并持续进行自身资源与平台资源的协同配置。商家通过将自身专有资源与平台共享性资源进行组合,获取平台市场的顾客流量并将其转化为商业价值。本文建立了平台商家通过资源配置活动创建新业务后,顾客在商家新旧业务间动态流动的理论框架。以本地生活服务平台为研究情境,主要得出如下结论:第一,商家通过资源配置活动创建新业务后,对其经营绩效产生双重影响。一方面,新业务有助于商家吸引更多顾客,促进商家在该平台的整体经营绩效的提高;另一方面,商家在该平台原有业务的部分顾客转移至新业务,导致原有业务经营绩效的降低。第二,商家的平台经验表现与平台竞争地位显著调节新业务创建的影响,平台经验丰富且竞争地位较高的商家能够有效放大新业务创建的积极效应并缓冲其消极影响。第三,新业务对平台内同类业务既有商家造成负面冲击,表明新业务的顾客主要来自平台存量顾客的重新分配。本文研究结论加深了对平台生态系统中商家如何配置自身资源与平台资源创建新业务,以及对新旧业务间顾客流动机制的理解,为商家更有效地规划资源配置策略以及平台开展多元主体协调治理提供了经验证据和实践启示。
Abstract
In the platform ecosystem, platforms drive merchants to join and continuously coordinate their own resources with platform resources by providing shared resources and designing incentive mechanisms. Merchants combine their proprietary resources with platform-shared resources to obtain customer traffic in the platform market and convert it into commercial value. This paper establishes a theoretical framework in which customers dynamically flow between merchants' old and new businesses after merchants create new businesses through resource allocation. Using a local life service platform as the research context, the main conclusions are as follows: First, after merchants create new businesses through resource allocation, it has dual effects on their operational performance. On the one hand, new businesses help merchants attract more customers and improve their overall operational performance on the platform; on the other hand, some customers from the original business transfer to the new business, leading to a decline in the original business's operational performance. Second, merchants' platform experience and competitive position significantly moderate the impact of new business creation; merchants with rich platform experience and high competitive position can effectively amplify the positive effects of new business creation and buffer its negative impact. Third, new businesses have a negative impact on existing merchants operating similar businesses on the platform, indicating that the customers of new businesses mainly come from the redistribution of the platform's existing customers. The findings deepen the understanding of how merchants configure their own resources and platform resources to create new businesses in the platform ecosystem, and the customer flow mechanism between old and new businesses, providing empirical evidence and practical implications for merchants to plan resource allocation strategies more effectively and for platforms to carry out multi-agent coordinated governance.
创建新业务显著提升整体平台经营绩效
商家在团购业务基础上创建外卖业务后,平台总营业额显著提高(系数0.610-0.642,1%显著水平);总交易量也显著提升(系数0.834-0.851,1%显著水平)。表明新业务能有效扩大商家在平台中的顾客覆盖范围,提升整体收益与交易频次。
创建新业务对原有业务经营绩效有显著消极影响
商家创建外卖业务后,原有平台团购业务的营业额显著下降(系数-0.101至-0.109,5%显著水平),交易量显著降低(系数-0.133至-0.139,1%显著水平)。说明顾客从原有业务向新业务迁移在顾客流动中占主导地位。
平台经验表现和竞争地位显著调节新业务创建的影响
平台经验表现与创建外卖业务交互项对整体绩效显著为正(系数0.005-0.024),平台竞争地位交互项对原有业务绩效负向冲击有缓冲作用(系数-0.004至-0.019),表明优势商家能放大新业务的积极效应并缓解对原有业务的负面影响。
新业务顾客主要来自对既有商家的存量争夺
商家创建外卖业务后,对平台内既有外卖商家的营业额(系数-0.110至-0.227)和交易量(系数-0.222至-0.386)均产生显著负向影响,表明平台流量总体有限,新增顾客主要来自平台存量顾客的重新分配。
核心解释变量
商家当周是否创建外卖业务(Take_start),即商家整合平台共享性资源与自身资源创建新业务的时点虚拟变量
被解释变量
整体平台业务经营绩效(每周总营业额、总交易量)、原有平台业务经营绩效(团购业务每周营业额、每周交易量)、每周新顾客交易量、长期顾客交易量
样本与数据
北京市海淀区各商圈2020年第2周至2023年第41周1618家餐饮类平台商家的非平衡面板数据,共171330个观测值
识别方法 / 模型设定
渐进双重差分模型(staggered DID),以商家创建外卖业务为处理事件,控制商家固定效应和周次固定效应;稳健性检验包括三重差分、PSM-DID、工具变量(Lewbel 2012)、双重机器学习、安慰剂检验等
内生性及稳健性检验
1.基于三重差分模型的识别策略控制高维固定效应;2.基于业务下滑子样本的反证分析;3.基于PSM-DID控制可观测差异;4.控制商家动态特征;5.使用Lewbel(2012)方法构造工具变量;6.双重机器学习方法;7.检验遗漏变量偏误;8.安慰剂检验;9.缩尾处理;10.排除其他政策干扰;11.改变聚类层级;12.考虑随时间变化的遗漏变量(加入商家-时间固定效应、商圈-时间固定效应)
更多相关数据正在补充