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Jeffrey Towson 陶迅

Consultant, investor, and keynote speaker on digital strategy

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3F8B4F8E-45D4-446B-8734-C2B56CB0000A

Published November 18, 2018 at 2560 × 1923 in TV Appearance CGTN – Nov 2018
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Categories

  • 4 Terrains and Strategies (BCG): Predictable vs. Malleable
  • 6 Levels of Digital Competition
  • 7 Powers
  • 9 Questions
  • 99
  • AB InBev
  • Access vs. Owner Businesses
  • Activist Investing (Ques 5)
  • Adaptation and Resilience
  • Adobe Inc.
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  • B2B Customer View: Necessary vs. Critical vs. Strategic
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  • Baidu
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  • Bargaining Power with Suppliers / Purchasing Economies
  • Barnes and Noble
  • Barriers to Entry and Soft Advantages
  • Belle
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  • Bundling, Subscriptions and Cross-Selling
  • ByteDance
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  • Capabilities
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  • Carl Icahn / Icahn Enterprises
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  • Catalysts (Ques 5)
  • Central Group
  • Cheah Cheng Hye / Value Partners
  • China
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  • Cloud Services
  • Cocos
  • Coinbase
  • Combinatorial Innovation
  • Common Pricing Strategies
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  • Company Ecosystems
  • Company Quality, Industry, and Terrain (Ques 1-2)
  • Competitive Advantage
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  • Complementary Platforms
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  • Complicated Network Effects
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  • Computer Vision
  • Concepts
  • Confluent
  • Consumer Packaged Goods (CPG)
  • Coordination and Transaction Costs
  • Core Competency
  • Cost of Capital and Hurdle Rates
  • Cost, Timing and/or Difficulty of Entry
  • Costco
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  • DOB3: Digital Core for Management and Operations
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  • DOB5: Leadership and Management
  • DOB6: People Culture and Teams
  • DOB7: Sustainable Cash Engine that Scales
  • Dominant Design and Architectural vs. Component Innovation
  • Ecommerce
  • Ecommerce: Interactive and Engagement-Focused
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  • Economies of Scale and Scope
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  • Ecosystem Orchestrator CF2
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  • Fedex
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  • Fiverr
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  • Fliggy
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  • Gaming and Game Engines
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  • Geographic Density
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  • Haier
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  • Network Effect: Critical Mass and Chicken and Egg
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  • Network Effects
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  • nfx / James Courrier
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  • Personalization at Scale
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  • Pipeline Plus Platform Business Model
  • Pizza Hut / Yum!
  • Platform Business Models
  • Platform Types: Audience Builders
  • Platform Types: Coordination, Collaboration and Standardization
  • Platform Types: Innovation
  • Platform Types: Learning
  • Platform Types: Market Networks
  • Platform Types: Marketplaces for Products and Services
  • Platform Types: Payment
  • Platform-Protocol Hybrids / Web3
  • Points of control
  • Pop Mart
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  • Prince Alwaleed and Kingdom Holding
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  • Protocol Ecosystems (building blocks)
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  • Revenue Scale and Growth
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  • Role of the State
  • Ruhnn Holding
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  • Scale Advantages and Disadvantages
  • Scale Disadvantages
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  • Sea Limited / Garena / Shopee / SeaMoney
  • Search Engines
  • Searching Costs
  • Secoo
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  • Services
  • Seth Klarman / Baupost
  • SF Express
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  • Shein
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  • SMILE Marathon: Ecosystem / Platform Orchestration and Participation
  • SMILE Marathon: Hyper-Scale and/or Hyper-Growth
  • SMILE Marathon: Machine Learning, AI Factories and Zero-Human Operations
  • SMILE Marathon: Rate of Learning and Adaptation
  • SMILE Marathon: Sustained Innovation
  • Snowflake
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  • Speaking
  • Specialty
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  • Starbucks
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  • Tencent
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  • Theory of the Firm
  • Thomas Russo
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  • Tiktok / Douyin
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  • Turn-Arounds (Ques 4)
  • Tuya
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  • Uncategorized
  • Uncertainty Investing Approaches
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  • Unity
  • Valuation (Question 3)
  • Value creation vs distribution
  • Value Point / Surgical Value Add (Question 7)
  • Vanke
  • Versioning and Pricing
  • Vipshop
  • Vulcan Materials
  • Wabco
  • Walgreens
  • Walmart
  • Wanda
  • Warren Buffett / Berkshire Hathaway
  • Waterdrop Insurance
  • Waze
  • Web3
  • WeChat
  • Wellsaidlabs
  • Whatsapp
  • Who is Selling and Why? (Question 4)
  • Willingness to Pay and Consumer Surplus
  • Word of Mouth and Virality
  • Worst Case Scenario (Question 9)
  • Writing
  • Xiaomi
  • Xunxi
  • Yiren Digital
  • Youku Tudou
  • YouTube
  • YTO
  • Ze Delivery
  • Zhaopin
  • Zhihu
  • ZhongAn Insurance
  • Zoom
  • ZTO

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