The WeChat Ecosystem: Unleashing the Potential of the Long Tail to Stay Innovative

Guo Bai, Luis Liu

科研成果: 其它稿件案例

摘要

This case illustrated the business ecosystem of WeChat from two perspectives. From an external perspective, the WeChat ecosystem was part of Tencent’s overall ecosystem. Using this perspective, the case examined the external relationships between the WeChat ecosystem and the external environment. Looking closely, the various parties collaborating on the WeChat platform formed an ecosystem. From an internal perspective, the case examined the internal relationships within the WeChat ecosystem. The platform was not a closed, impenetrable ecosystem. Expertise, resources, and value could flow in and out, enabling sharing and exchanges. However, it was not entirely open. Certain boundaries protected the independence and distinctiveness of the WeChat ecosystem. As a result, participants better suited to the nature of the WeChat ecosystem would thrive. Externally, WeChat was born with the mission of delivering Tencent’s new strategy to encourage openness and sharing, representing Tencent’s determination to change after its former core product, QQ, was accused of monopolistic behavior. Apart from serving the more extensive “Tencent ecosystem,” WeChat was also developing its own ecosystem. The two systems supported and empowered each other. Internally, WeChat helped various types of participants find their most appropriate roles within WeChat. Through product and function design, capacity empowerment, resource channeling, and rulemaking, WeChat ensured there was room for key enterprises, users, distributors, suppliers, and even competitors. All parties would find their proper places. In this newly established value network, WeChat would help capital, information, and traffic flow in an orderly manner. Different parties could seek monetization and exchange value to sustain their survival, co-exist with others, and contribute to a symbiotic environment. As traffic from individual users peaked, the WeChat ecosystem witnessed a shift toward corporate clients starting in 2017. Such a 2B strategy, however, invariably encountered bottlenecks. A few top players absorbed most of the traffic. WeChat faced the challenge of keeping innovation alive and vibrant within its ecosystem while balancing the development of various parties.
源语言英语
页数18
出版状态已出版 - 31 5月 2022

案例编号

ENT-22-916

案例规范编号

ENT-22-916-CE

案例类型

Field Case

更新日期

22/04/2024

附注

For more details, please visit www.chinacases.org

来源

China Europe International Business School

案例学科表

  • 创业
  • 运营与管理科学
  • 战略

案例行业表

  • 信息、媒体与通讯
  • 其他服务

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