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Jeffrey Towson 陶迅

Consultant, investor, and keynote speaker on digital strategy

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792ADBFD-2026-4C72-B06C-9B26762E71CD

Published December 4, 2018 at 2560 × 1707 in Talk – Lessons from the Frontier of Digital China (Singapore, 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.
  • Africa
  • AgentGPT
  • AI – Cheap and Fast Prediction
  • AI Service Business Model
  • Airbnb
  • AIVA
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  • Apple
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  • Arms Race for Consumer Attention and Retention
  • Artificial Intelligence
  • AT&T
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  • Azure
  • B2B Customer View: Necessary vs. Critical vs. Strategic
  • B2C Customer View: Shareability
  • Baidu
  • Baidu Cloud – Paddle Paddle – Ernie
  • Bandwagon Effect
  • Baozun
  • Bargaining Power with Suppliers / Purchasing Economies
  • Barnes and Noble
  • Barriers to Entry and Soft Advantages
  • Belle
  • Ben Graham
  • Bic
  • Bilibili
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  • Bird in Hand vs. Bush
  • Bitcoin
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  • Bluegogo
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  • Boss Zhipin / Kanzhun
  • Brazil
  • Bundling, Subscriptions and Cross-Selling
  • ByteDance
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  • Capabilities
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  • Carl Icahn / Icahn Enterprises
  • Carlsberg Beer
  • Catalysts (Ques 5)
  • Central Group
  • Changing Customers Govt and Tech
  • Cheah Cheng Hye / Value Partners
  • China
  • China Digital Consumer Network
  • China Literature
  • Cloud Services
  • Cocos
  • Coinbase
  • Combinatorial Innovation
  • Common Pricing Strategies
  • Community Group Buying
  • Company Ecosystems
  • Company Quality, Industry, and Terrain (Ques 1-2)
  • Competitive Advantage
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  • Complementary Platforms
  • Complements
  • Complicated Network Effects
  • Composability
  • Compounding
  • 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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  • Data visibility and analytics
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  • Demand Purification
  • DHL
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  • Digital and AI Transformation
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  • Digital Operating Basics
  • Digital Playbook – Standard
  • Digital Superpower: Composability at Global Scale
  • Digital Superpower: Dramatically Improve the User Experience
  • Digital Superpower: Enable a Platform
  • Digital Superpower: Network Effects
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  • Digital Superpower: Scalability
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  • Disney
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  • DJI
  • DOB1: Rapid Growth at Low Cost without Constraints
  • DOB2: Never ending Personalization and User Improvements
  • DOB3: Digital Core for Management and Operations
  • DOB4: Connectedness Interoperability and Collaboration Based Business Models
  • 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
  • Ecommerce: Specialty
  • Economies of Scale and Scope
  • Economies of Scope
  • Ecosystem Orchestrator CF2
  • Ecosystems vs. Platforms
  • Education
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  • Embedding
  • Engagement and Spending
  • Engagement Products vs. Margin Products
  • Enterprise B2B
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  • External vs. Internal View
  • Externalization of Capabilities
  • Facebook Meta
  • Farfetch
  • Fashion
  • Fast Moving Consumer Goods (FMCG)
  • Fastscaling vs. Blizscaling
  • Fedex
  • Financial Services
  • First Mover Advantages and Disadvantages
  • Five Forces
  • Five Rules for Winning in Digital
  • Fiverr
  • Fixed Operating and Capital Costs
  • Fliggy
  • Foxconn
  • Franchised Networks
  • Freshippo
  • Full Truck Alliance
  • Gaming and Game Engines
  • General Electric (GE)
  • Generative AI
  • Generative AI – Cheap and Fast Content Creation
  • Geographic Density
  • Giant
  • Giants Dwarves and the State
  • Google
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  • Government Advantages
  • GPT / ChatGPT
  • Grab
  • Gree
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  • Growth ROIC / RONIC and Value
  • Growth: Core vs. Adjacency
  • Growth: Explore vs. Exploit
  • Haier
  • HarmonyOS
  • Healthcare
  • Hello Bike
  • HeyTea
  • Hierarchies of Control
  • Hillhouse Capital / Zhang Lei
  • HiSilicon
  • HTC
  • Huawei
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  • Huya
  • iflytek
  • iFood
  • Increasing Returns to Tech Adoption
  • Indirect Network Effects
  • Indonesia
  • Industrial Internet / IIoT
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  • Innovation
  • Input Cost and Constraints
  • Insta360 / Arashi Vision
  • Intangible Assets
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  • Irrational Competition
  • JD
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  • KE Holdings / Beike / Lianjia
  • Keith Meister / Corvex
  • KFC / Yum!
  • Kingsoft Cloud
  • Kroger
  • Kuaishou
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  • Lazada
  • Leadership Digital Divide
  • Learning Curve and Experience Effect
  • Learning Goals
  • Lexica
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  • Live Streaming
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  • Logistics
  • Luckin Coffee
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  • Magazine Luiza / Magalu
  • Majid Al Futtaim
  • Management Track Record and Incentives
  • Margin of Safety (Ques 3)
  • Mario Gabelli / GAMCO
  • McDonalds
  • McKinsey & Co
  • Meaningfully Differentiated Technology
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  • Mercado Libre
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  • Metcalfe's Idea
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  • Midjourney
  • Mini Programs
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  • Minimum Efficient Scale
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  • Mobike
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  • Motorola
  • Multihoming
  • Naver Corp / Line Messenger
  • NBA
  • Nebraska Furniture Mart
  • Neeva
  • NetEase
  • Netflix
  • Network Effect: Critical Mass and Chicken and Egg
  • Network Effect: Interaction Failure at Scale
  • Network Effect: Leaky Bucket and Multihoming
  • Network Effects
  • Network Effects
  • Networks vs. Platforms vs. Network Effects
  • New Manufacturing
  • New Oriental Education
  • New Retail – OMO
  • nfx / James Courrier
  • Nike
  • Nio
  • NLP
  • Non-Human Platforms and Business Models
  • Non-Rivalry and Zero Marginal Production Costs
  • Nubank
  • Ofo
  • OMO Platforms
  • One Hour China
  • Online Gaming
  • Online Merge Offline (OMO)
  • Open Source
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  • Operating Leverage
  • Operating Performance: Smarter Faster Better
  • Oriental DreamWorks
  • Oriental Trading Co
  • Oxford Health
  • Ozon Holdings
  • Pacific Prime
  • Path Dependency
  • Perfect Diary / Yatsen
  • Personalization at Scale
  • Philip Fisher
  • Physical Networks
  • Pinduoduo
  • Ping An
  • Ping An Good Doctor
  • 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
  • Price Discrimination
  • Pricing and Switching Costs
  • Prince Alwaleed and Kingdom Holding
  • Private Market Value (PMV)
  • Production and Consumption Ecosystems
  • Protocol Ecosystems (building blocks)
  • Protocol Networks
  • Protocol Networks (blockchain) with property rights
  • Public Copy of Membership Content
  • Qumei
  • Rate of Learning and Process Cost Advantages
  • Real Estate
  • Red Hat
  • Regression to the Mean / Base Rates
  • Resources and Assets (CRAs)
  • Resources Based Competition
  • Retail
  • Revenue Scale and Growth
  • Reverse Network Effects
  • Roblox
  • Role of the State
  • Ruhnn Holding
  • Rumble
  • Runway
  • S-Curves for Tech Performance vs. Tech Diffusion
  • Sanborn Map Company
  • Scale Advantages and Disadvantages
  • Scale Disadvantages
  • Scarce or Cornered Resource
  • Sea Limited / Garena / Shopee / SeaMoney
  • Search Engines
  • Searching Costs
  • Secoo
  • Semiconductors
  • SenseTime
  • Services
  • Seth Klarman / Baupost
  • SF Express
  • SFX
  • Share of the Consumer Mind
  • Shein
  • Singapore Press Holdings
  • Skillz
  • Smartphones
  • SMILE Marathon
  • 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
  • So-Young International
  • Social Capital
  • Social Media
  • Social media
  • SoftBank Group / Masayoshi Son
  • Sogou
  • Southeast Asia
  • Southwest Airlines
  • Speaking
  • Specialty
  • Spotify
  • Square
  • Standardization and Interoperability Network Effects
  • Starbucks
  • Steam / Valve
  • Stone Company
  • Substitutes
  • Sun Art Retail
  • Suning
  • Suntech
  • Supply Demand Imbalance
  • Surplus Margin Leader
  • Switching Costs
  • Synthesia
  • Taco Bell / Yum!
  • Tactics
  • Tal Education
  • Taobao Education
  • Tech and IP Cost and Supply Advantages
  • Tencent
  • Tencent Pictures
  • Tesla
  • Thailand
  • The Need for Speed
  • The Power of Cheap and Free
  • Theory of the Firm
  • Thomas Russo
  • Threads
  • Threat of New Entrants
  • Tiktok / Douyin
  • Tmall / Taobao
  • Token economics
  • Tokens / Web3
  • Topsport
  • Toutiao
  • Turn-Arounds (Ques 4)
  • Tuya
  • Twitter
  • Uber
  • Uncategorized
  • Uncertainty Investing Approaches
  • Uniswap
  • 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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    • Alwaleed, Khaled and Mohammed Book
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