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Jeffrey Towson 陶迅

Consultant, investor, and keynote speaker on digital strategy

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Jeffrey Towson Berkshire 2019

Published May 13, 2019 at 2560 × 1923 in My Notes From the 2019 Berkshire Hathaway Annual Meeting (Pt 2 of 3)
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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
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  • AI – Cheap and Fast Prediction
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  • Airbnb
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  • B2B Customer View: Necessary vs. Critical vs. Strategic
  • B2C Customer View: Shareability
  • Baidu
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  • Bargaining Power with Suppliers / Purchasing Economies
  • Barnes and Noble
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  • Belle
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  • Bitcoin
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  • Bluegogo
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  • Brazil
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  • 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
  • China Digital Consumer Network
  • China Literature
  • 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
  • Composability
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  • Computer Vision
  • Concepts
  • Confluent
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  • Coordination and Transaction Costs
  • Core Competency
  • Cost of Capital and Hurdle Rates
  • Cost, Timing and/or Difficulty of Entry
  • Costco
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  • Coupang
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  • DAOs / Web3
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  • Delivery Hero / Foodpanda
  • Demand Purification
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  • Digital and Information Economics
  • Digital Operating Basics
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  • Digital Superpower: Composability at Global Scale
  • Digital Superpower: Dramatically Improve the User Experience
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  • Digital Superpower: Network Effects
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  • Digital Superpower: Scalability
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  • 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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  • Engagement and Spending
  • Engagement Products vs. Margin Products
  • Enterprise B2B
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  • External vs. Internal View
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  • Facebook Meta
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  • Fashion
  • Fast Moving Consumer Goods (FMCG)
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  • Fedex
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  • First Mover Advantages and Disadvantages
  • Five Forces
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  • Fiverr
  • Fixed Operating and Capital Costs
  • Fliggy
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  • Full Truck Alliance
  • Gaming and Game Engines
  • General Electric (GE)
  • Generative AI
  • Generative AI – Cheap and Fast Content Creation
  • Geographic Density
  • Giant
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  • Google
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  • Grab
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  • Growth: Core vs. Adjacency
  • Growth: Explore vs. Exploit
  • Haier
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  • Healthcare
  • Hello Bike
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  • Hierarchies of Control
  • Hillhouse Capital / Zhang Lei
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  • Keith Meister / Corvex
  • KFC / Yum!
  • Kingsoft Cloud
  • Kroger
  • Kuaishou
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  • Leadership Digital Divide
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  • Management Track Record and Incentives
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  • Masayoshi Son / SoftBank Group
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  • NBA
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  • Neeva
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  • Network Effect: Critical Mass and Chicken and Egg
  • Network Effect: Interaction Failure at Scale
  • Network Effect: Leaky Bucket and Multihoming
  • Network Effects
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  • New Manufacturing
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  • nfx / James Courrier
  • Nike
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  • Oxford Health
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  • 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
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  • Prince Alwaleed and Kingdom Holding
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  • Protocol Ecosystems (building blocks)
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  • Protocol Networks (blockchain) with property rights
  • Public Copy of Membership Content
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  • Rate of Learning and Process Cost Advantages
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  • 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
  • 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
  • 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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