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Jeffrey Towson 陶迅

Consultant, investor, and keynote speaker on digital strategy

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Category Archives: Alibaba Cloud

Snowflake, Alibaba and My 3 Favorite Cloud Business Models (Tech Strategy – Podcast 141)

Jeff Towson discusses Snowflake, Alibaba, and his 3 favorite cloud business models in this podcast. Listen now to learn more about these companies and their business models. This podcast is a must-listen for anyone interested in cloud computing!

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Alibaba’s Cloud Platform is the Big Frontier (Tech Strategy – Daily Article)

I wrote about Alibaba’s 5 growth strategies under “Domestic Consumption”. But CEO Daniel Zhang has also outlined 5 growth strategies for Alibaba Cloud. And their cloud business is what everyone has been speculating about. It’s the most exciting growth opportunity but it also has the greatest uncertainty.  I’ve argued Alibaba is 100% in the platform […]

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An Update on Alibaba’s Growth Engines (Tech Strategy – Daily Article)

I wrote about Alibaba’s 11 growth strategies in the fall of 2020. At their investors day, management laid them out in pretty good detail. You can see my write-up at: Dissecting Alibaba’s 11 Growth Strategies. From Investor Day 2020 (pt 1 of 2). (Jeff’s Asia Tech Class – Daily Lesson / Update) This is my […]

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The Fight Between Alibaba Cloud, AWS and Friedrich Hayek (Tech Strategy – Podcast 51)

In this podcast, Jeffrey Towson discusses the battle between Alibaba Cloud, AWS, and other cloud computing providers. He argues that the cloud computing market is still in its early stages, and that there is plenty of room for all players to grow. Towson believes that the winner of the cloud computing war will be the company that can best adapt to the changing needs of its customers.

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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
  • Alibaba
  • Alibaba Cloud
  • Alibaba Global Leadership Academy
  • Alibaba Health
  • Alibaba Pictures
  • AliExpress
  • Amazon
  • Android
  • Ane Logistics
  • Ant Group / Ant Financial / Alipay / Alipay+
  • Apple
  • Arms Race for Consumer Attention and Retention
  • Artificial Intelligence
  • AT&T
  • Audius
  • Auto
  • 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
  • Bing AI
  • Bird in Hand vs. Bush
  • Bitcoin
  • Blockchain
  • Bluegogo
  • Borsheims
  • Boss Zhipin / Kanzhun
  • Brazil
  • Bundling, Subscriptions and Cross-Selling
  • ByteDance
  • Cainiao
  • Capabilities
  • Capacity to Suffer
  • Carl Icahn / Icahn Enterprises
  • Carlsberg Beer
  • 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
  • Community Group Buying
  • Company Ecosystems
  • Company Quality, Industry, and Terrain (Ques 1-2)
  • Competitive Advantage
  • Competitive Fortress
  • 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
  • Counter-Positioning
  • Coupang
  • Ctrip
  • CVS Health
  • Daily Journal
  • DALL-E
  • DAOs / Web3
  • Data Ecosystems
  • Data Intelligence
  • Data Network Effect vs. Data Advantage
  • Data visibility and analytics
  • Delivery Hero / Foodpanda
  • Demand Purification
  • DHL
  • Didi
  • Digital and Information Economics
  • 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
  • Digital Superpower: Other Competitive Advantage
  • Digital Superpower: Scalability
  • Digital Superpower: Virality
  • Digital Superpowers
  • Digital Transformation
  • Digital Valuation
  • Digital vs. Human Agents
  • Digital-Physical Hybrids
  • Dingdong
  • DingTalk
  • Direct Network Effects
  • Dirty Tricks
  • Discount Rates
  • Discounted Cash Flow
  • Disney
  • Disruption
  • Distribution Network Density
  • 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
  • Electronic Arts
  • Embedding
  • Engagement and Spending
  • Engagement Products vs. Margin Products
  • Enterprise B2B
  • Epic Games
  • Ethereum
  • Etsy
  • Expedia
  • 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
  • Google Bard
  • Google Maps
  • Google Search
  • GoTo Gojek Tokopedia
  • Government Advantages
  • GPT / ChatGPT
  • Grab
  • Gree
  • Growth Hacks
  • Growth Plus Sales
  • 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
  • Huayi Brothers
  • Huya
  • iflytek
  • iFood
  • Increasing Returns to Tech Adoption
  • Indirect Network Effects
  • Indonesia
  • Industrial Internet / IIoT
  • Influencers and KOLs
  • Innovation
  • Input Cost and Constraints
  • Insta360 / Arashi Vision
  • Intangible Assets
  • Integrated Bundles
  • Intelligent Logistics IoT Network
  • Intersport
  • Intime
  • Introverts
  • iQIYI
  • Irrational Competition
  • JD
  • JD Central Thailand
  • JD Health
  • JD Logistics
  • Jingxi
  • Jobs To Be Done
  • Jorge Lemann / 3G Capital
  • Joy Spreader
  • Juhuasuan
  • Jumia / Jumia Food
  • KE Holdings / Beike / Lianjia
  • Keith Meister / Corvex
  • KFC / Yum!
  • Kingsoft Cloud
  • Kroger
  • Kuaishou
  • LAIX Liulishuo
  • Latin America
  • Lazada
  • Leadership Digital Divide
  • Learning Curve and Experience Effect
  • Learning Goals
  • Lexica
  • Linked Businesses
  • Live Streaming
  • Local Network Effects
  • Location or Transportation Cost Advantage
  • Logistics
  • Luckin Coffee
  • Luxury
  • Magazine Luiza / Magalu
  • Majid Al Futtaim
  • Management Track Record and Incentives
  • Margin of Safety (Ques 3)
  • Mario Gabelli / GAMCO
  • Masayoshi Son / SoftBank Group
  • McDonalds
  • McKinsey & Co
  • Meaningfully Differentiated Technology
  • Medallia
  • Megvii
  • Meitu
  • Meituan
  • Member Content
  • Mercado Libre
  • Metaverse
  • Metcalfe's Idea
  • Microsoft
  • Midjourney
  • Mini Programs
  • Mini-Programs
  • Minimum Efficient Scale
  • Mismatched and/or Crippled Scale
  • Mobike
  • Money Wars
  • Monster Energy
  • 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
  • OpenAI
  • 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
  • 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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