This study analyzes the strategic evolution of Shanghai miHoYo Network Technology Co., Ltd. as
it expanded from the Chinese market to the international stage. Using the SER-M (Subject,
Environment, Resource, Mechanism) model, the research examines miHoYo's business strategies
across four distinct development phases: Start-up, Expansion, Globalization, and Breakthrough. By
systematically evaluating the interplay between leadership entities, market environments, and
corporate resources, the study identifies distinct mechanisms formed at each stage: SRE
(Resource-Creation), ERS (Resource-Innovation), and SER (Environment-Innovation). The analysis
reveals that miHoYo’s success relies on the continuous coordination of internal model parameters
across these stages. To overcome current bottlenecks and achieve localized development in the
"Breakthrough Stage," the study proposes establishing a global market-oriented ESR (Resource
Innovation) mechanism. Specific recommendations include localizing overseas management and
operations, diversifying creative teams, and enhancing R&D capabilities to meet cross-cultural
demands. This research expands the application of SER-M theory to the gaming industry, offering
valuable insights for mobile game developers and cultural export enterprises regarding the formation
of effective management mechanisms.
This study analyzes the strategic evolution of Shanghai miHoYo Network Technology Co., Ltd. as
it expanded from the Chinese market to the international stage. Using the SER-M (Subject,
Environment, Resource, Mechanism) model, the research examines miHoYo's business strategies
across four distinct development phases: Start-up, Expansion, Globalization, and Breakthrough. By
systematically evaluating the interplay between leadership entities, market environments, and
corporate resources, the study identifies distinct mechanisms formed at each stage: SRE
(Resource-Creation), ERS (Resource-Innovation), and SER (Environment-Innovation). The analysis
reveals that miHoYo’s success relies on the continuous coordination of internal model parameters
across these stages. To overcome current bottlenecks and achieve localized development in the
"Breakthrough Stage," the study proposes establishing a global market-oriented ESR (Resource
Innovation) mechanism. Specific recommendations include localizing overseas management and
operations, diversifying creative teams, and enhancing R&D capabilities to meet cross-cultural
demands. This research expands the application of SER-M theory to the gaming industry, offering
valuable insights for mobile game developers and cultural export enterprises regarding the formation
of effective management mechanisms.