安徽财贸学院教授葛晓滨：平台经济“反内卷”的核心在于重构竞争逻辑

Core Viewpoint - The platform economy is currently trapped in a "low-price competition" and "subsidy war," necessitating urgent solutions to break this cycle and promote healthy development [1][22]. Group 1: Current Situation of Platform Economy - The platform economy is experiencing systemic characteristics of "involution," with low-price subsidies leading to a cycle of "low price - low quality - further price reduction," degrading both product quality and pricing [11]. - Non-market methods such as "choose one from two," exclusive rebates, and forced traffic allocation are increasing costs for merchants and squeezing their survival space [11]. - Algorithmic recommendations and punitive mechanisms are transferring competitive pressure down the supply chain, exerting hidden pressure on small market players [11]. Group 2: Deep-rooted Causes - The market structure is imbalanced, with high concentration among leading platforms forcing smaller players into subsidy competitions, resulting in unhealthy competition [12]. - Capital logic dominates, with financing agreements emphasizing GMV as a core indicator, leading to short-term behaviors that suppress long-term value cultivation [12]. - There is a lack of innovation momentum, with limited competitive methods restricted to price wars and traffic battles, hindering sustainable competitiveness [12]. - Regulatory frameworks addressing emerging issues like algorithm pricing and data blocking are still underdeveloped, lacking a complete constraint mechanism [12]. Group 3: Core Contradictions - The fundamental conflict lies between "maximizing short-term traffic" and "sustaining long-term ecological viability," manifesting in several ways: - Homogeneous competition suppresses innovation incentives [13]. - The pursuit of capital profit conflicts with market fairness [13]. - Consumer preferences for short-term low prices clash with long-term quality rights [13]. - The need for global value chain competition contradicts domestic inefficient involution [13]. Group 4: Negative Impacts of Involution - On the platform level, profitability is weakened, with cash flow heavily reliant on external financing, reducing risk resistance [14]. - The industry faces compressed profit margins, with innovation investments yielding to marketing expenses, slowing technological iteration [15]. - Nationally, resource allocation issues arise as production factors tilt towards subsidies and traffic purchases, with insufficient investment in R&D and manufacturing upgrades [16]. Group 5: Transition Strategies - Transitioning from "traffic involution" to "value creation" involves: - Upgrading from "consumer algorithms" to "industry algorithms" to optimize capacity forecasting and inventory management, reducing operational costs [17]. - Shifting evaluation metrics from GMV to Total Value to Ecosystem (TVE), incorporating user retention, merchant profitability, and worker rights into a comprehensive evaluation system [18]. - The core of "anti-involution" in the platform economy is to reconstruct competitive logic, focusing on "value innovation" rather than "traffic arbitrage" [18].