Orchestrating 平台生态系统 Capability for 中小企业 Monetisation
证据 from 马来西亚's 政府-Led 社会 电商 Intervention
Abd Razzif Abd Razak*, Siti Faizah Zainal, Siti Nurulaini Azmi, Nur Hafizah Roslan, Nur Syairah Ani Universiti Pendidikan Sultan Idris (UPSI)
Artikel baharu berasaskan dataset rasmi AMTTSE, dibingkai semula sebagai kajian international business / platform ecosystem bukan rewrite artikel JIBE. 格式 ikut template rasmi IJBS. Jadual & rajah diganti dari 1. Table and Figure JICT (2).docx. 数据 tambahan: pasaran social commerce 马来西亚, TikTok 商店 SEA, dan rujukan IJBS sebenar.
Structured Abstract
用途: 本研究探讨 how government-led orchestration of platform ecosystem capability enables 中小企业 monetisation within 马来西亚's internationalising social commerce landscape.
设计/methodology/approach: Grounded in Resource-Based 查看, 动态 能力 Theory and platform ecosystem scholarship, the research adopts a quantitative archival 设计 analysing official Agromarketing Masterclass TikTok 商店 Edition (AMTTSE) performance data from June to December 2024, encompassing 80 companies, 160 entrepreneurs and 425 stock-keeping units.
Findings: Participating firms generated RM6,205,957.06 in cumulative gross merchandise value with an estimated return on investment of 1:31. Livestream, profile-window and short-video channels accounted for 90.1% of total sales. Pearson correlations confirm that channel monetisation, orders and product movement are strongly associated with monthly sales (r ≥ .930, p < .01), while content volume alone is not significant.
Originality / theoretical contribution: The study reframes a public-sector intervention as an international business inquiry into orchestrated platform capability rather than programme evaluation. It extends RBV and dynamic capabilities by conceptualising livestream orchestration, content complementarities and shop-window integration as interdependent ecosystem capabilities.
Practical implications: Policymakers and 中小企业 leaders should coordinate complementary platform capabilities, ecosystem governance and sustained capability building to convert social commerce training into durable market access especially in emerging Southeast Asian platform economies.
关键词: platform ecosystem; strategic digital capability; social commerce; 中小企业 performance; dynamic capabilities; government intervention; 马来西亚
Expanded 市场 & 政策 上下文
Additional secondary data that situates AMTTSE within 马来西亚’s digital economy and the global social commerce boom (2024–2026).
社会 commerce is no longer a peripheral retail channel. Southeast Asia’s e-commerce GMV expanded rapidly into 2025, with Thailand and 马来西亚 among the fastest-growing markets. TikTok 商店’s regional share rose sharply (approx. USD 22.6B in 2024 to USD 45.6B in 2025), while 马来西亚’s social commerce market has been estimated around USD 1.3–1.73 billion, propelled by 实时 selling and shoppertainment.
TikTok 商店 马来西亚 has reported milestones such as 100 million daily product searches and triple-digit year-on-year lifts during major campaign windows (e.g. 6.6, Ramadan/Raya). These platform-level dynamics matter because AMTTSE is not merely a training course: it is a government-orchestrated entry point into a competitive platform ecosystem where algorithmic discovery, 实时 conversion and fulfilment reliability determine monetisation.
Why this context strengthens the IJBS positioning: 国际 日志 of 商业 and Society readers expect international relevance, institutional explanation and theory-driven contribution. By locating AMTTSE inside the platform economy and 马来西亚’s MyDIGITAL / 中小企业 digitalisation agenda, the manuscript moves beyond domestic programme evaluation toward a transferable model of public-sector platform orchestration for emerging-economy 中小企业.
Theoretical 框架 & Hypotheses
平台生态系统 Capability (PEC) integrates RBV, 动态 能力 and platform orchestration theory.
平台生态系统 Capability (PEC) is defined here as the firm’s ability enabled by orchestrated training, marketplace access and monitoring to activate complementary social commerce mechanisms (livestream conversion, short-video demand generation, profile-window capture and shop-tab discovery) and convert them into monetised outcomes.
Mandatory engagement with prior 国际 日志 of 商业 and Society scholarship:
- Ammeran & Latip (2024) digital strategy, technical and managerial capability in Malaysian 中小企业 digital transformation (research gap: monetisation mechanisms).
- Wibawa et al. (2022) social media utilisation and marketing performance among Indonesian 中小企业 (theory support).
- Islam et al. (2023) 中小企业 digital/green transition comparison (discussion).
- Sujatha & Karthikeyan (2021) / related IJBS e-commerce adoption work emerging-economy 中小企业 digitalisation antecedents.
多-channel monetisation (实时, short video, window, shop tab) is positively associated with cumulative 中小企业 GMV.
Orders and 产品 sold are positively associated with monthly sales performance.
Monetised engagement indicators predict sales more strongly than content volume alone.
Programme-level success coexists with skewed seller-level GMV, requiring tiered ecosystem governance.
Methodology
理念 & 设计: Post-positivist quantitative archival 设计 using official AMTTSE administrative records (Projek Perintis 报告, December 2024). Descriptive analysis at firm/channel level; Pearson correlation at monthly programme level (n = 7 months: June–December 2024).
Sample: Census of enrolled participants 80 companies, 160 entrepreneurs, 425 SKUs, 14 states. Seller GMV sheet + 摘要 channel/content/order indicators. May 2024 treated as baseline and excluded from main correlation window.
Variables: Dependent = total monthly sales (GMV, RM). Independents = livestream sales, short-video sales, profile/window sales, shop-tab sales, content volumes, 产品 sold, 产品 for sale, orders.
Validity / ethics: Administrative authenticity via official FAMA reporting; verification of totals and period alignment; programme-level associations only (no seller-level causal claims). Ethics: secondary official data; no personal survey collection.
Results 完整 表格
Updated tables from 文档 3 (JICT) plus programme analytics from the official performance dataset.
Table 1. 分销 of Participating Companies by 状态
Geographic participation is heavily concentrated in 雪兰莪 (41.3%), followed by 霹雳 and 吉兰丹 (10% each). This spatial pattern reflects digital infrastructure and market density advantages a critical insight for scaling platform interventions beyond the Klang Valley.
| No. | 状态 | Companies (n) | 分享 (%) |
|---|---|---|---|
| 1 | 玻璃市 | 1 | 1.3 |
| 2 | 吉打 | 3 | 3.8 |
| 3 | Penang | 2 | 2.5 |
| 4 | 霹雳 | 8 | 10.0 |
| 5 | Kuala Lumpur | 6 | 7.5 |
| 6 | 雪兰莪 | 33 | 41.3 |
| 7 | 森美兰 | 5 | 6.3 |
| 8 | 马六甲 | 1 | 1.3 |
| 9 | Johor | 4 | 5.0 |
| 10 | 彭亨 | 3 | 3.8 |
| 11 | 吉兰丹 | 8 | 10.0 |
| 12 | 登嘉楼 | 4 | 5.0 |
| 13 | 沙巴 | 1 | 1.3 |
| 14 | 砂拉越 | 1 | 1.3 |
| 总计 | 80 | 100.0 | |
来源: FAMA TikTok 商店 性能 报告 (2024) 文档 3 / JICT tables.
Table 2. 摘要 of AMTTSE 性能 报告
Programme scale is substantial: 160 entrepreneurs, 425 SKUs, two training cohorts, and 13 PWD-owned firms. Cumulative GMV of RM6.21 million and ROI ≈ 1:31 demonstrate that orchestrated social commerce can generate measurable economic returns for public digitalisation programmes.
| No. | Item | 描述 / 价值 |
|---|---|---|
| 1 | Number of Companies | 80 |
| 2 | Number of Participants | 160 |
| 3 | 训练 Courses Conducted | 2 |
| 4 | 新鲜 产品 Companies | 11 |
| 5 | 已处理 产品 Companies | 69 |
| 6 | SKU 总数s Marketed | 425 |
| 7 | PWD-Owned Companies | 13 |
| 8 | 2-hour 实时 销售 (June 2024) | RM12,657.15 |
| 9 | 2-hour 实时 销售 (July 2024) | RM4,274.31 |
| 10 | 总销售额 December 2024 | RM1,705,942.05 |
| 11 | Cumulative 销售 (Jun–Dec 2024) | RM6,205,957.06 |
| 12 | Return on 投资 (ROI) | 1:31 every RM1 → ~RM31 economic return |
来源: FAMA TikTok 商店 性能 报告 (2024).
Table 3. 销售 价值 by 销售 渠道 (JICT 文档 3)
Livestream (33.9%), profile-window (30.1%) and short-video (26.1%) jointly dominate. 商店-tab browsing alone contributes only 9.9% reinforcing that platform ecosystem capability is conversion- and content-led, not catalogue-led.
| 渠道 | 描述 | 销售 (RM) | 分享 (%) |
|---|---|---|---|
| Livestream | 实时-stream sessions by FAMA entrepreneurs | 2,105,670.00 | 33.9 |
| Window (Profile) | Purchases via TikTok 商店 profile window | 1,875,034.00 | 30.1 |
| Short Video | Short-video content driving visibility & conversion | 1,621,255.00 | 26.1 |
| Others (商店 Tab) | 一般 商店 Tab browsing | 603,998.06 | 9.9 |
| 总计 | 6,205,957.06 | 100.0 | |
来源: FAMA TikTok 商店 性能 报告 (2024) 文档 3 channel table.
Table 4. Monthly Programme 性能 (June–December 2024)
Monthly GMV rose from RM497.8k to RM1.71M (+242.7%). Orders rose from 3,271 to 14,571. Capability accumulation is visible: later months show simultaneous growth in livestream and short-video monetisation.
| 月份 | 总销售额 (RM) | Livestream (RM) | Short Video (RM) | 产品 Sold | Orders |
|---|---|---|---|---|---|
| June | 497,762.95 | 194,759.55 | 180,940.23 | 21,280 | 3,271 |
| July | 507,967.92 | 174,190.65 | 193,101.29 | 22,298 | 3,381 |
| August | 728,225.46 | 259,453.12 | 300,783.08 | 34,583 | 4,645 |
| September | 692,259.02 | 263,009.12 | 263,940.70 | 25,617 | 7,159 |
| October | 814,482.14 | 323,530.03 | 317,551.16 | 32,334 | 6,164 |
| November | 1,259,317.52 | 402,162.25 | 638,313.61 | 37,804 | 10,194 |
| December | 1,705,942.05 | 582,847.27 | 871,599.37 | 45,192 | 14,571 |
来源: Projek Perintis 报告 (December 2024), 摘要 sheet.
交互式 性能 图表
Visual analytics of monthly GMV, channel mix and top-seller concentration same primary dataset as 表格 3–5.
Monthly GMV trajectory (Jun–Dec 2024)
总计 sales rose from RM497.8k to RM1.71M (+242.7%), indicating progressive monetisation capability.
Livestream vs short-video sales
Both channels scale together; short-video monetisation accelerates sharply from November.
渠道 share of total GMV
文档 3 (JICT): livestream 33.9%, profile-window 30.1%, short video 26.1%, shop-tab 9.9%.
Orders & 产品 sold
Orders 3,271 → 14,571; 产品 sold 21,280 → 45,192 conversion intensity supports H2.
Top 10 sellers by GMV (December extract)
Skewed distribution supports H4; Dapur Pak Amir (PWD) ranks 5th inclusive capability outcome.
Table 5. Top Ten Sellers by GMV (December reporting)
性能 is skewed: the top two shops alone account for over RM1.22M. Inclusive outcomes remain visible Dapur Pak Amir (PWD) ranks #5. H4 is supported: ecosystem success coexists with capability heterogeneity.
| 排序 | 商店 名称 | 批量 | SOF | OKU | GMV (RM) |
|---|---|---|---|---|---|
| 1 | CHEF USTAZAH HQ | 批量 2 | N | No | 689,517.94 |
| 2 | kerepek azharfood | 批量 1 | N | No | 533,945.85 |
| 3 | Munif Cocoa@ Koko Spread Sedap | 批量 1 | N | No | 173,804.07 |
| 4 | DASTO HQ | 批量 2 | N | No | 107,254.26 |
| 5 | Dapur Pak Amir | 批量 1 | N | Yes | 39,562.30 |
| 6 | Baja Taiping | 批量 2 | N | No | 37,368.97 |
| 7 | Ayamhalalbismi | 批量 1 | Y | No | 20,120.58 |
| 8 | RIZQ MART | 批量 1 | Y | Yes | 15,701.73 |
| 9 | Corndog Anak Ramai HQ | 批量 2 | Y | No | 10,396.60 |
| 10 | agromasmalaysia | 批量 1 | N | No | 9,817.92 |
来源: Projek Perintis 报告 (December 2024), Seller GMV sheet. SOF = soft launch flag; OKU = person with disabilities ownership.
Table 6. Pearson 关联分析 with 总计 Monthly 销售 (n = 7)
H2 and H3 are strongly supported: monetised channels and conversion indicators dominate. 内容 volume is non-significant quality and conversion capability matter more than upload quantity. 产品 listed (assortment size) show near-zero correlation.
| Indicator | Pearson r | p-value | Sig. |
|---|---|---|---|
| Livestream sales (RM) | 0.989 | <.0001 | ** |
| Short-video sales (RM) | 0.997 | <.0001 | ** |
| Profile/window sales (RM) | 0.971 | 0.0003 | ** |
| 其他/shop-tab sales (RM) | 0.972 | 0.0002 | ** |
| 实时-stream content volume | 0.720 | 0.0683 | ns |
| Short-video content volume | 0.414 | 0.3556 | ns |
| 总计 content volume | 0.538 | 0.2133 | ns |
| 产品 sold | 0.930 | 0.0024 | ** |
| 产品 for sale | −0.011 | 0.9807 | ns |
| Orders | 0.977 | 0.0002 | ** |
** p < .01; ns = not significant. Author’s calculation from Projek Perintis 报告 (December 2024).
图表
说明 matched exactly to 文档 3 1. Table and Figure JICT (2).docx. Each figure is discussed as ecosystem evidence.
Academic reading: 机构 keynote signals public commitment and reduces legitimacy risk for platform commerce among traditional agropreneurs core orchestration evidence for platform ecosystem capability.
Academic reading: 多-stakeholder co-presence (FAMA leadership + TikTok 商店 马来西亚) densifies the ecosystem network and documents public–platform partnership governance.
Academic reading: 实时 conversion work under competitive conditions illustrates dynamic capability in action; high cumulative GMV exemplifies monetised social commerce execution.
Academic reading: Peer visibility and ceremonial recognition function as socially complex resources that support community learning beyond individual training modules.
Academic reading: Inclusive championship outcome links PWD ownership with top-tier competitive performance, aligning with Table 5 (Dapur Pak Amir rank #5 GMV extract).
Discussion & Contributions
Theoretical contribution. The findings extend RBV and 动态 能力 by showing that 中小企业 social commerce performance depends on orchestrated platform ecosystem capability complementary monetisation channels plus conversion routines rather than digital adoption alone. This responds to Ammeran and Latip’s (2024) call for deeper organisational capability analysis while moving the unit of explanation from “technology use” to “monetised ecosystem execution”.
Managerial contribution. 中小企业 and TikTok 商店 sellers should invest in 实时 conversion scripts, short-video demand generation, profile-window merchandising and order fulfilment reliability as a portfolio. 内容 volume without conversion 设计 is insufficient. 平台 providers and mentors should prioritise analytics-based coaching over generic “go 实时” training.
政策 contribution. For FAMA and digital economy agencies, AMTTSE demonstrates that public–platform partnerships can produce high ROI when training, marketplace activation, competitive events and monitoring are integrated. 规模-up should address regional concentration (Table 1) and seller heterogeneity (Table 5) through tiered mentorship, post-masterclass clinics and seller-level KPI dashboards.
国际 relevance. The model is transferable to emerging economies where governments partner with platform firms to accelerate 中小企业 digital market access comparable to Indonesia’s social media 中小企业 performance dynamics (Wibawa et al., 2022) and broader SEA social commerce expansion.
