2016 年 10 月国务院颁布《“健康中国 2030”规划纲要》，以国家战略的层面 提出形成我国内涵丰富、结构合理的健康产业体系。而移动互联网、人工智能等 信息科学技术的巨大变革更为这一 战略目标的实现插上了腾飞的翅膀，“互联网+ 医疗健康”的商业实践风起云涌。“平安好医生”秉承“打造全球最大的医疗健 康生态系统，用科技让人类更健康”的使命，依托于“家庭医生服务、消费型医 疗、健康商城 、健康管理和互动”等板块业务迅速成长为医疗健康行业的独角兽 企业。其独特之处在于聚焦健康医疗深度、专业、协作化的服务生态，打造联合 供应商、用户、自身资源为一体的垂直平台模式，并广泛而深入地实现利益 相关 者的价值共创。但是，公司成立至今的 5 年时间里累计亏损额高达 30 亿元，尽 管“平安好医生”垂直平台价值共创的成绩斐然，仍旧有必要科学审视它价值共 创机制的成功之处和问题所在，进而达到其价值共创机 制的优化升级。 由此，论文的研究目标精炼为：依托于案例研究方法为主体的质性研究，实 现对“平安好医生”垂直平台价值共创机制的识别、诊断和优化。 论文的研究内容包括七章。首先在文献研读的基础上构建研究的 理论基础和 分析框架，其后借助于规范的案例研究方法解析并总结“平安好医生”垂直平台 价值共创机制的特点，进而通过问卷调查的方式诊断和发现价值共创机制的现存 问题及其原因，最后通过系统化的归纳推演给出了 “平安好医生”垂直平台价值 共创机制的优化策略和保障措施。 借助于对“平安好医生”垂直平台价值共创机制的研究，其价值共创机制涵 盖三个层面的解读，即，平台层面的软、硬性资源整合机制，提供了核心驱动力； 平台与用户层面的知识转移机制、关系联结机制和用户粘结机制，构建了核心竞 争力；平台与供应商层面的知识协同创新机制、互惠互动机制和监控协商机制， 催生了核心保障力。目前，“平安好医生”垂直平台价值共创 机制还存在着核心 价值观管理、制度优化、顾客参与、知识开发等诸多不足。为此，论文针对三个 层面的价值共创机制分别提出了核心价值理念共鸣、知识网络治理、数据赋能、 平民化中心协同、意见领袖联结、供应商治 理、风险共担、供应链知识协同创新 等优化策略。并从团队、组织、沟通和供应商评价等角度提出了保障措施。II 垂直平台相较于综合平台显现出更富生命力和创新力的商业前景，面对垂直 平台价值共创的商业实践超前于 理论研究的窘境，论文的研究成果不仅能让身为 “平安好医生”运营团队核心人员的作者思而谋变，解决企业商业架构创新优化 的核心问题，也会对垂直平台价值共创机制的理论研究得以深化和升华而添砖加 瓦，从而科学 、规范、专业地为其他行业或企业的商业创新提供应用借鉴价值。 关键词：“平安好医生”，垂直平台，价值共创，机制III RESEARCH ON OPTIMIZATION STRATEGY OF VALUE CO-CREATION MECHANISM OF PINGAN GOOD DOCTOR VERTICAL PLATFORM Abstract In October 2016, the State Council promulgated the “Healthy China 2030 Planning Outline”, and proposed to form a healthy industrial system with rich connotations and reasonable structure in China at the level of national strategy. The tremendous changes in information science and technology, such as mobile Internet and artificial intelligence, have become the wings of this strategic goal. The commercial practice of “Internet + Medical health” is surging. “Ping An Good Doctor” adheres to the mission of “building the world's largest healthcare ecosystem and using technology to make people healthier”, relying on “home doctor services, consumer healthcare, health malls, health management and interaction” to grow a unicorn company for the health care industry rapidly. Its uniqueness lies in focusing on the deep, professional and collaborative service ecosystem of health care, creating a vertical platform model that integrates suppliers, users and resources, and realizes the value creation of stakeholders extensively and deeply. However, in the five years since the company was founded, the accumulated losses amounted to 3 billion yuan. Although the value of the “Ping An Good Doctor” vertical platform has been successful, it is still necessary to scientifically examine the success and problems of its value creation mechanism in order to achieve the optimization and upgrading of its value creation mechanism. Therefore, the research goal of the thesis is refined: relying on the qualitative research of the case study method to realize the identification, diagnosis and optimization of the value creation mechanism of the “Ping An Good Doctor” vertical platform. The research content of the thesis includes seven chapters. Firstly, based on the literature research, the theoretical basis and analytical framework of the research are constructed. Then, by means of the standardized case study method, theIV characteristics of the “Ping An Good Doctor” vertical platform value co-creation mechanism are analyzed and summarized. And then diagnosed by questionnaire survey, the existing problems of the value creation mechanism and its causes are discovered. Finally, the optimization strategy and safeguard measures for the value creation mechanism of the “Ping An Good Doctor” vertical platform are given through systematic induction. With the research on the value creation mechanism of the vertical platform value of “Ping An Good Doctor”, its value co-creation mechanism covers three levels of interpretation, namely, the platform-level soft and hard resource integration mechanism provides the core driving force; because of platform and user at the level of knowledge transfer mechanism, relationship linkage mechanism and user bonding mechanism, the core competitiveness is constructed; the knowledge synergy innovation mechanism, the reciprocal interaction mechanism and the monitoring and negotiation mechanism at the platform and supplier level have spawned the core guarantee. At present, the “Ping An Good Doctor” vertical platform value co-creation mechanism still has many shortcomings such as core value management, system optimization, customer participation, and knowledge development. To this end, the paper proposes a core value concept resonance, knowledge network governance, data empowerment, civilian center coordination, opinion leader linkage, supplier governance, risk sharing, and supply chain knowledge collaboration for three levels of value co-creation mechanisms. And the safeguard measures are proposed from the perspectives of team, organization, communication and supplier evaluation. Compared with the integrated platform, the vertical platform shows a more prosperous and innovative business prospect. The business practice of creating verticalplatform value is ahead of the theoretical research. The research results of the thesis can not only make the author of the core personnel of the “Ping An Good Doctor” operation team think about it, but also solve the core problem of the innovation and optimization of the business structure of the enterprise, and deepen the theoretical research on the value creation mechanism of the vertical platform. Therefore, it can provide reference value for commercial innovation of other industries or enterprises scientifically, normatively and professionally. Key words: “Ping An Good Doctor”, vertical platform, value co- creation, mechanismV 目 录 中文摘要.................................................I Abstract ............................................... III 第一章 前言 .............................................1 1.1 研究背景与核心问题..........................................1 1.1.1 实践背景 ...............................................1 1.1.2 理论背景 ...............................................2 1.1.3 核心问题 ...............................................4 1.2 研究内容与研究方法..........................................4 1.2.1 研究内容 ...............................................4 1.2.2 研究方法 ...............................................4 1.3 研究框架与技术路线..........................................6 1.3.1 研究框架 ...............................................6 1.3.2 技术路线 ...............................................7 1.4 研究意义与创新..............................................8 1.4.1 研究意义 ...............................................8 1.4.2 研究创新 ...............................................8 第二章 垂直平台价值共创的相关理论与研究综述 .............9 2.1 垂直平台理 论................................................9 2.1.1 垂直平台的内涵 .........................................9 2.1.2 垂直平台的类型与特点 ...................................9 2.2 价值共创理 论...............................................10 2.2.1 价值共创的内涵 ........................................10 2.2.2 价值共创机制的研究述评 ................................11 2.2.3 垂直平台价 值共创机制的国内外研究现状 ..................13 2.3 知识协同理论...............................................14 2.3.1 知识协同的内涵 ........................................14 2.3.2 知识协同的研 究述评 ....................................15VI 第三章 “平安好医生”垂直平台的发展进程与现状 ..........17 3.1 公司简介...................................................17 3.2 发展进 程...................................................19 3.2.1 启动“互联网+医疗健康”服务体系 .......................19 3.2.2 实现“三网合一”布局 ..................................19 3.2.3 发力医 保融合业务 ......................................20 3.2.4 构建云端医疗健康生态服务体系 ..........................20 3.3 业务状况与商业架构.........................................21 3.3.1 业务状况 ..............................................21 3.3.2 商业架构 ..............................................23 3.4 财务与运营绩效.............................................24 第四章 “平安好医 生”垂直平台价值共创机制的解析 ........27 4.1 案例描述...................................................27 4.1.1 平台的资源整合与价值创造 ..............................27 4.1.2 平台的用户分类与客 户价值 ..............................28 4.1.3 服务供应商的价值开发与管理机制 ........................30 4.2 案例研究设计...............................................32 4.2.1 研究方法 ..............................................32 4.2.2 数据收集和分类 ........................................33 4.2.3 文本的信效度分析 ......................................34 4.2.4 数据的编码 ............................................34 4.3 编码分析与案例讨论.........................................35 4.3.1 平台层面的价值共创机制 ................................35 4.3.2 平台与用户层面 的价值共创机制 ..........................39 4.3.3 平台与供应商层面的价值共创机制 ........................41 4.4 案例研究结论..............................................43 第五章 “平安好医生”垂 直平台价值共创机制的诊断 ........47 5.1 诊断的设计和分析...........................................47 5.1.1 问卷的设计 ............................................47 5.1.2 调查对象的选取 ........................................47VII 5.1.3 调查的实施 ............................................48 5.1.4 数据分析 ..............................................49 5.2 现存的问题和归 因...........................................53 5.2.1 价值共创机制的问题 ....................................53 5.2.2 现存问题的归因 ........................................54 第六章 “平安好医生” 垂直平台价值共创机制优化和保障 ....57 6.1 价值共创机制的优化策略.....................................57 6.1.1 平台层面的优化策略 ....................................57 6.1.2 平台/用户层面的优化策略 ...............................59 6.1.3 平台/供应商层面的优化策略 .............................61 6.2 优化策略实施的保障措施.....................................62 6.2.1 补齐团队建设短板：强化 O2O 拓展团队 ....................62 6.2.2 优化企业客户服务体系：加强大客户服务部门 ..............63 6.2.3 畅通用户反馈渠道：建立全渠道的客户投诉 ................63 6.2.4 重塑供应商评价标准：构建 BSC 评 价体系 ..................63 第七章 结论与展望 ......................................66 7.1 研究结论...................................................66 7.2 研究展 望...................................................67 7.2.1 研究不足 ..............................................67 7.2.2 研究展望 ..............................................68