Exploring the Cooperative Dynamics between Bilibili and UP Masters: Implications for Marketing Models and Platform Growth

Authors

  • Yuchen Li

DOI:

https://doi.org/10.54097/1mrzgk51

Keywords:

Bilibili, Video biogger, Marketing model, Incentive mechanism, User stickiness.

Abstract

This paper provides an in-depth analysis of the cooperative relationship between the Bilibili and UP masters, as well as its implications for the platform's marketing model. In the context of the information age, Bilibili has emerged as a prominent online video community that attracts a substantial number of young users through its distinctive subculture and interactive community features. The platform has fostered a mutualistic and symbiotic partnership with UP masters via incentive mechanisms. These initiatives enhance content diversity and community engagement while bolstering user loyalty and brand communication. However, this collaboration faces several challenges, including declining revenues for small to medium-sized UP hosts, maintaining a positive community atmosphere, and balancing commercialization with creative freedom. To address these challenges, this paper proposes solutions such as optimizing the one-click three-link system, leveraging AI and big data for user demand analysis, and developing advertising formats that encourage content integration. Through these measures, Bilibili aims to uphold its identity as a cultural exchange community while achieving mutually beneficial outcomes for the platform itself, UP owners, and users alike—adapting effectively to ever-evolving market dynamics and consumer behaviors. The findings indicate that Bilibili's ecological framework and incentive mechanisms significantly influence its marketing model; thus, continuous optimization is essential for sustaining competitiveness.

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References

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Published

29-04-2025

How to Cite

Li, Y. (2025). Exploring the Cooperative Dynamics between Bilibili and UP Masters: Implications for Marketing Models and Platform Growth. Highlights in Business, Economics and Management, 54, 145-152. https://doi.org/10.54097/1mrzgk51